YBS PENSION TRUSTEES LIMITED · [Companies House Number: 11737740]**This is an additonal role I undertake alongside my main full time role as Strategic Excellence Partner** Alongside the other Trustees who sit on the Board, I am responsible for the overall management of the pension Scheme for YBS Penson Trustees Limited [Company number 11737740]. This is an additional role from my full time role at Yorkshire Building Society that I thoroughly enjoy. I represent the membership and ensure I do my very best on all avenues of the pesion fund and ensure that pension outcomes are clear to members. As Trustee I am there to protect members and their pension benefits and to make sure benefits are paid on time and in line with Scheme Rules. This includes monitoring and seeking to minimise risks where possible, working closely with specialist advisors and undergoing regular training so I can reassure members that their pension is in capable hands as an overall Board. Main areas of directorship included the following at Board level:> Governance and Risk> ESG> Investment strategy> Communication and Engagement> Pension project delivery e.g. GMP

Current role is supporting the Change Delivery department to deliver strategic change priorities, culture and skills. Deliveriables include:Skills mapping [using technology to capture data] across IT and Change to support skill development now and the future. Development of the Financial Services Skills Commission [FSSC] across Change Delivery with Senior Leaders and delivering leanring pathways to meet recommended proficiency. Development of new simplified change methodology for the Enterprise that will deliver change at at pace and with control. Development of people leader communities to support success and outcomes across the department. Development and delivery of Microsoft tools training across the division working with MS stakeholders and Senior stakeholders.Consultancy and problem solving expertise provided for Director/s on current issues and change requirements.Development of department operating rythm structure to harmonise Director responsabilities alongside ensuring all key functions work together.This role in summary provides wide scope in change management activity supporting heads of department to meet their strategic goals.

To shape business outcomes and help prioritise change initiatives to deliver YBS Strategy and understand why change is needed, what needs to change, clarity on how to progress and approval and readiness to proceed safely with initiating deliver of the change. Responsibilities include: Plan how we best achieve desired business outcomes and prepare change for delivery. Support colleagues in the business involved in the prioritisation of demand for change. Support the translation of YBS strategy into a set of coherent business outcomes and actions. Enable the senior leadership team to make the right change and transformation decisionsMain Achievements Delivered Shape for a new online Regular Saver account which is now successfully live on website.  Delivered Shape on Security Improvement programme to successful conclusion. Delivered Shape on Future of Work Property and Technology workstreams in readiness for business case.  Managed Saving Triage for circa 12 months supporting and managing saving change through to Saving Steering Forum.

To articulate what innovation looks like in our target culture at YBS and why this is important including the alignment to our Digital Strategy and desired outcomes and development and delivery of activities across the business to move YBS towards this aspect of our target culture. Responsibilities included: Development of innovation capabilities across YBS in collaboration with any strategic initiatives both of our people and out working environment Works in partnership with IT Transformation, Strategy & Insights and Customer Service & the wider Innovation Delivery team on purposeful experimentation, such as proof of concepts that we think may help deliver against the outcomes we want to see as a business Creates a strong external network and understanding of technology innovations and helps colleagues across YBS to understand these changes Main Achievements Developed hackathon events for YBS supporting innovation culture and creation of new ideas for implementation.  Developed and executed communication and learning plan for innovation culture and technologies.  Held various master classes on specific innovation and learning subjects.  Held various external events for organisations to collaborate on innovation.  Developed and executed a proof of concept on smart speaker technologies.

To articulate what innovation looks like in our target culture at YBS and why this is important including the alignment to our Digital Strategy and desired outcomes and development and delivery of activities across the business to move YBS towards this aspect of our target culture. Responsibilities included: Development of innovation capabilities across YBS in collaboration with any strategic initiatives both of our people and out working environment Works in partnership with IT Transformation, Strategy & Insights and Customer Service & the wider Innovation Delivery team on purposeful experimentation, such as proof of concepts that we think may help deliver against the outcomes we want to see as a business Creates a strong external network and understanding of technology innovations and helps colleagues across YBS to understand these changes Main Achievements Developed hackathon events for YBS supporting innovation culture and creation of new ideas for implementation.  Developed and executed communication and learning plan for innovation culture and technologies.  Held various master classes on specific innovation and learning subjects.  Held various external events for organisations to collaborate on innovation.  Developed and executed a proof of concept on smart speaker technologies.

I led and inspired a team of 15 Branch Managers across Lancashire and the North West, focusing on excellence in Savings and Mortgages. My responsibilities included motivating Branch Managers, balancing their needs with those of the Group, and maintaining a culture of development and positive customer outcomes. I developed area people plans, improved team performance through effective management, managed the area budget, and ensured strong risk controls. I also supported continuous improvement in customer experience.Main Achievements:Personal Development: Implemented robust development and talent mapping for branch leaders, receiving positive feedback.Cultural Change: Shifted the culture to be brave, bold, honest, and energised, encouraging innovative thinking.Integration: Successfully integrated Lancashire and Yorkshire South Branch teams into a unified vision.Branch Closure: Managed the closure of Stalybridge branch, prioritising colleagues and customers.Network Performance: Led the development of distribution network performance goals.Management Information Tools: Developed tools for the Home Insurance Referrer/Seller model for 93 branches.Support for Area Managers: Provided support and ideas to other Area Managers.Simply Brilliant Programme: Developed and delivered a programme to train and support Customer Consultants.Underperformance Management: Effectively addressed underperformance using available tools.Resource Solutions: Analyzed and developed solutions for resourcing issues during peak times.This summary highlights my leadership in managing branch teams, driving cultural change, and delivering strategic initiatives.

In my role for over two years, I focused on strategic projects, delivering national branch closures and brand changes across the group, new product propositions and risk development. Main Achievements:Programme Delivery: Successfully delivered complex programme requirements within the branch and agency network, developing new operational processes to ensure exceptional customer and colleague experiences. This involved coordinating with various business areas to validate and approve content, delivering outputs in a clear format.Branch Closures and Brand Changes: Completed the operational and communication elements of 41 branch closures and agency openings, retired the Barnsley Building Society brand, and removed the Chelsea Building Society from the high street.Later Life Project: As the Distribution Workstream Lead, I shaped deliverables and planned training requirements, liaising with project stakeholders, a third-party company (Dignity), and the Distribution business area. This resulted in a support and training plan that certified over 100 colleagues.Risk Plan Development: Created a robust first-line risk plan with a governance structure to support multiple complex programmes (Volvo/Lakes). This involved coordinating with various business areas to ensure robust oversight through monthly meetings, leading to strong operational control and quick sharing of findings with senior management.Independent Work and Decision-Making: Demonstrated the ability to work independently at a high pace with a relentless motivation to get things done. Successfully delivered complex programmes by producing implementation plans, support packs, and contingency planning, ensuring successful announcements.This summary highlights my strategic project management skills, ability to deliver complex programmes, and strong leadership in managing significant changes within the branch network.

As Branch Manager for a Grade 2 Branch, I was responsible for a team of 7 ranging from Customer Representative, Customer Consultant, Mortgage Adviser and Assistant Branch Manager. The key requirements are based around Exceptional Customer Experience, process management to ensure a smooth transaction for customers and product delivery to ensure positive customer outcomes. The role also required leadership by delivering upon the society’s vision to be the most trusted provider of financial services in the UK, the Values and Customer Service Pillars. This was acted upon using Key Performance Data and direct feedback from colleagues and customers. The aim of this was to build loyalty and trust with our members. Clear analytical skills were needed to both analyze the Strengths of the Branch but also look at the potential threats and weaknesses. Audit, compliance and supervision skills were required to ensure the branch is meeting YBS standards and to ensure that all customers are protected from any detriment. I received the required grade for my previous Audit at Blackburn and the same at my previous Branch. I see Audit as an important indicator of trust that must be shown by the whole team. As Branch Manager my aim was to maintain a culture where people feel developed, motivated and feel that they can make a difference. We had a clear vision in Branch which was developed by the team to make every customer better off whether it be from an experience or product they use. This in turn optimizes colleague performance whilst delivering on customer experience. Other duties included helping the area manager in the Area decisions on customer outcomes. An example of this was the re shaping of Mortgage Advisers within the area to ensure no mortgage lead was missed. We set up an area phone based and mobile adviser plan to ensure all calls could be dealt with within the area and thus improving the experience for the customer.

A fantastic role and one in the heart of Southport. A great team of 8 staff working towards the needs of our local customers. Assess local market conditions, identify current and prospective sales opportunities and develop forecasts, financial objectives and business plans for the branch. The aim is always to ensure customer needs are met and that they achieve their desired financial goals. Develop and implement plans according to account management principles that ensure the development and maintenance of account plans.Direct all operational aspects of the branch to include distribution operations, customer service, retail products and services, mortgages, human resources, administration and sales in a manner that supports reaching the customer and commercial goals.  Ensure that all areas of work performance or departments are properly staffed and directedProvide training, coaching, development and motivation to bring out the best in each distribution team member Take on the responsibility for the orientation of all new employees Take on the responsibility for evaluation of all employees Oversee branch financial management Recommend desirable changes in the policies and goals of the branch and the organization  Assist the area manager in developing branch and organizational objectives, and also in formulating policies and budgets.Communicate effectively with other branches and senior managers by sharing information on effective practices, competitive intelligence, business opportunities and needs. Address customer and employee satisfaction issues promptly.Manage the branch honestly, follow high ethical standards, and comply with all government regulations.Ensure the safekeeping of company assets, including structures, equipment, inventory and cashMaintain and enforce personnel policy

A fantastic branch in the small town of Cleveleys.Profile of the role:Evaluate regularly the effectiveness of the branch operation, to see that policies are being observed and that goals are being attainedTake prompt corrective action as neededParticipate actively in community, business and industry organizations to build a network of contacts that improve the presence and reputation of the branch and company in the local areaDeliver the values and vision of the division/branch and organizationMaintain proficiency in computerized systems and other technologies as requiredIncrease personal knowledge and expertise in business, appropriate technology, etc.Follow company policies and procedures

A management trainee role based in Lancashire Area. A fantastic role that built a solid foundation of banking and financial skills to eventually become a high performing branch manager. Roles included area projects on staff development, cost based analysis and product and service implementation. Provided area support to the branch managers when on holiday and facilitated in the sales and conduct performance of the branches.

As manager I was responsible for the operation and infrastructure of the health suite. I provided business planning, performance indication, business processes, information management and retention modelling. Attention was on customer need and expectations, strategies to improve customer retention and staff development. Data analysis and producing information for decision making were required in the role; this was achieved by way of regular report writing. More detailed responsibilities were in areas such as, financial/cash management, staff management, performance improvement and development of customer retention. These were amongst a number of duties I enjoyed as the leader in heath and fitness.Along with these roles and responsibilities as health and fitness manager, I also worked with the CEO of the company to develop the health and fitness brand through key standards set by the health and fitness manager’s.