Leads EMEA Strategic Partnerships, focused on owning relationships and building champions in the region. Key responsibilities: - Generate joint pipeline with partners continuously every Quarter - Support sales team and partners throughout the sales cycle as needed - Help expand and build the network within the Partner Organization. - Driving GTM Strategies/ GTM events in collaboration with Partners & Independently - Responsible for Preparation & Quality of Collaterals, POV, being shared with Partners and Clients - Support & Contribute in Preparation of Marketing content - Contribute towards Partner Enablement L&D Sessions

Focused on leading the delivery of change for Financial Services clients and pursuits, whilst helping to build the practice by developing robust thought leadership and enduring client and stakeholder relationships, and managing several key internal People and Culture initiatives. Key responsibilities- Provide subject matter content for pursuits, develop proposals and present to senior client stakeholders- Support clients to determine the Finance function Strategy and Operating Model- Optimise Processes, aiming at improving the finance function efficiency and a better use of resources- Apply subject matter knowledge to respond to client requests and solve problems- Lead internal performance management review cycle for c35 senior consultantsKey achievements/projects- US Investment Bank, Traded Product Liquidity Programme: Leading a team of 7, worked with Global Markets and Treasury to develop a target operating model for new Funding reporting and forecasting capabilities being delivered. - UK Bank, Recovery & Resolution Planning Programme: Cost Impact Assessment Capability: Led a team of 4 in the development of an operating model, BAU processes and tooling, to enhance the ability to assess cost impacts for a suite of restructuring actions (including hypothetical solvent wind-down scenario). This new capability was then implemented with a new BAU team, who we onboarded and trained. - UK Insurer, Finance Transformation Programme: Led a team of 5 delivering several Finance change initiatives, including running a current state assessment on Finance processes, identifying process enhancement and automation opportunities, rolling out a risk and control matrix and supporting the establishment of a new organisational design structure for the function

Engaged to deliver change in Financial Services. Primarily focused on providing Finance best practice insight, project management and PMO skills. Key responsibilities• Project management, including planning, budgeting and resource management• Deliver training on relevant finance subject matter and consultancy skills, and coaching and feedback training for new Managers• Lead a team of 11 to deliver the Social Engagement & Welfare initiatives for the People Committee• Recruit, develop and performance manage Consultants and Senior ConsultantsKey achievements/projects- US Bank, Finance Transformation Programme: Led a team of 3 who carried out an assessment of the delivery model, programme documentation and governance, and then made improvement recommendations. Subsequently I joined the PMO team to help implement these recommendations and to support the Programme Manager with longer term planning- UK Bank, Solvent Wind-Down Cost Impact Analysis: Led a team of 3 to develop a model to determine the cost impact of a hypothetical solvent wind-down scenario. The model covered $12bn of indirect costs, across 20 cost areas, and was used to support the bank’s response to a request from the regulator. The team also produced a detailed report, with quantitative and qualitative analysis for the Bank of England- Japanese Investment Bank, Private Bank Operating Model: Led the workstream to develop a Business Case for the Singapore CEO, with a high-level view of costs and revenue for the new venture and provided a qualitative and quantitative evaluation to qualify the establishment of a PB in ASEAN. Assessed the Private Banking industry in Singapore to help shape the target operating model- Led Finance Operating Model training for c100 colleagues at a Europewide learning event in Amsterdam- Facilitated numerous internal events, including the FS graduate induction event (c500 attendees)- Nominated to co-lead the Diversity and Inclusivity agenda within the Finance community

OutlineWorking as part of the Performance Improvement team to deliver change in FS Organisations. Primarily focused on providing core consulting skills to clients, and supporting leadership in the development of pursuit and point of view materials. Key responsibilities• PMO activities including; planning, reporting, governance and RAID management • Understanding and mapping the current state, including maturity assessments • Identified and prioritized improvement opportunities and developed future state roadmap• Recruited graduates for the advisory consultancy programme (ACP)Key achievements/projects• UK Retail Bank, HR Transformation Programme: Senior PMO manager, led the resource management and financial management team on this £130m Programme with 120 FTE. Planned and delivered a complex business case (12 projects) to enable the Programme to deliver its HR Transformation initiatives. Responsible for six team members from EY and the client• Fortune 500 Company, Banking Division, Accelerated Close Process Design: Carried out a current state assessment of existing month end activities across the UK business. Facilitated workshops in the information gathering and validation stages. Developed current and future state process flows for four business units. Identified Close Change Initiatives and the future state critical path• Selected as a Leadership Academy coach to lead a graduate development and recruitment event

OutlineFinance manager in the Retail and Wealth divisions, supported major change programmes and produced core financial reporting and forecasting for the Joint Venture businesses managed within the Retail division.Key responsibilities• Owned Net Interest Income margin reporting, including weekly and monthly margin submissions• Led ad-hoc Finance projects, predominately focused on bringing the International and UK Wealth processes together following changes in structure• Prepared and delivered financial information, interpretation and guidance, which enabled the Joint Venture businesses, and their internal account managers, to gain a full understanding of the financial results and ensuring robust management and challenge of the results. Key achievements/projects• Streamlined the Joint Venture month-end finance process from 7 to 4 days, this spanned three separate Joint Ventures across different ledgers• Developed a monthly Margin Analysis Dashboard covering International and UK Wealth businesses and customers, encompassing more than £18bn in Liabilities and £3bn in Assets• Developed a new funding report for the combined Wealth product set

- Supported the business in developing its strategic growth opportunities and identifying potential risks and threats to the business- Communicated the IB financial results to a range of stakeholders within Islands Banking and to the Finance Director of LTOL- Assisted in the Preparing of Islands Banking forecasts, budgets and medium-term plans in line with the Group reporting processes- Designed / developed models to forecast underlying business performance for existing and future business initiatives- Monitoring of performance against Key Performance Indicators using the Balanced Scorecard Method- Provision of ad hoc management information / presentations for International Retail Banking’s Executive Committee and the Island Banking Senior Operating Committee- Prepared the indirect recharge model, which was used to drive the monthly transfer charge from Islands Banking to the businesses that it supported- Acted as one of the interfaces between International Retail Banking (Head Office) Finance and the business, providing a balanced view at all times- Liaised with the business to ensure a tight control of the cost base – this includes regular discussion around cost reports

- Prepared bespoke sales and service MI for a wide range of users – MI used as a tool to drive sales and monitor Regional performance- Developed regional scorecard for local directors and branch managers to assist in monitoring sales/service/operational and risk metrics – over a three month period the regional scorecard ranking improved from 9th position to 4th nationally - Created and maintained Regional SharePoint site designed to improve communication at Group and Branch level. Site accessed by over 200 members at network, regional, local and branch level- Facilitated SharePoint training sessions for seven local director’s offices to ensure ‘buy in’ at all levels- Redesigned the ‘Regional Bank Manager Systems’ – document subsequently used as template for service and mortgage systems at national level- Managed day to day operational functions within the regional office, including property and administration- Planned and co-ordinated regional events of various scales – this included the South East Regional Bank Manager conference with over 150 delegates

- Prepared Monthly Accruals and SAP reports to assist financial management with month end requirements and Project forecasts - Consolidated Project monthly financial submissions, including the reporting of synergy benefits and severance costs, for distribution to central management office- Developed FTE Tracking Model for use by a range of stakeholders in Group Finance – subsequently I provided clear instructions and training when the work was handed over to the Group Finance Development team- Formatted and maintained Group Finance FTE database, which required close attention to detail and managing complexities of changes in structure, heritage and grade mapping- Took ownership of developing data collection template to be used by over 50 Business Units for an Activity Analysis across Finance- Communicated highly sensitive documents with the wider finance community during delivery of the Group Finance Organisational Design project- Resolution of any invoice/burn report issues pertaining to large consultancy work orders