Achievements:• Introduced the concept of CIO Practice Managers and developed the role to build the relationship with the CIO Operations teams and bridge the gap between them and the Practice so that the Practice was no longer invisible as far as they were concerned.• Introduced pro-active demand and supply management by driving discussion and challenge to demand plans, highlighting the benefits and implications to CIO teams of a short notice periods, and extended planning horizon out from 2 days to 3 months. Introduced a commitment point from CIO where the Practice committed to secure resources of the right quality, right price and within agreed time• Developed Sourcing strategy for the Practice involving Partners, Contractors, Consultants and Permanent FTE and used to influence IT Operating Committee to increase the number of permanent FTE by 100 to redress the balance across the team. Subsequently set up COO level recruitment engine and assessment centres to handle all future permanent recruitment• Developed model for overall Organisational Design of Practice, including grade structures taking it from a demand driven to supply constrained organisation better able to understand the sourcing requirements to deliver any size and shape of portfolio• Reduced costs though effective cost centre management, supply constraint, PM efficiency, process improvement, commercial management and effective use of resources• Reviewed and altered risk management strategy to ensure that top risks were actively being considered and proactively managed by introducing a thematic approach• Developed and instigated a Team Assistant Practice for the CIO Heads of Programme Delivery, providing them with much needed administrative support• Re-organised the Contractor Practice Management team to allow it to focus on understanding the capability of the contractors within their Practice and streamlining the administrative elements enabling Team size to be reduced by 20%

• Worked with the Business to actively shape the IT element of the Group Functions Portfolio, base-lined this and then through updates with iCMU managed it to completion and delivered within 0.2% of predicted spend• Designed the Operating Model for team, defining roles and responsibilities for Portfolio Lead, Portfolio Manager, Finance Lead, Implementation Lead and Senior Delivery Manager• Lead the challenge with Enterprise Architecture, Service Delivery and Application Development and Maintenance with a view to understanding the construct of the KSOR portfolio and articulated the residual risk to the Business where applications were out of support and not being upgraded within IT.• Re-introduced internal IT New Business Review at end Study stage to ensure that IT were able to deliver the project on behalf of the Business, that the overall Business Case made sense and that the numbers had been challenged and signed off by all parties with a view to minimise potential for future change to the cost or timescales and ensure that all risk factors had been identified at the outset• Developed internal Group Functions Roadmap to identify key implementations and deliveries to support clash management and wider IT discussion on implementation priorities when conflicts occurred or implementation slots were full• Streamlined and simplified Operating model to provide effective governance of portfolio by rationalising IT Project reporting to fortnightly unless project Red• Instigated a capability assessment of PM and BA resources to understand what grades and skills were required to deliver the Portfolio and then actively engaged with the consultants we had across the Portfolio to deliver extra value add such as uplifting domain expertise• Ensured that the Portfolio was effectively staffed for Project Managers whilst at the same time driving a sourcing strategy of a 50/30/20 ratio for Permanent / Partner / Contractor resources

Single point of contact within IT for a number of Corporate Banking and Transaction Banking Business UnitsDefinition of IT Strategy for Corporate BusinessBaU portfolio demand management and subsequent project deliveryGovernance & Risk Champion for Corporate IT Management TeamAchievements:Defined and managed the Corporate BaU portfolio in conjunction with the wider business and defended this to maintain the delivery of business benefit and maintain systems during a period when the focus was on Integration. This included a number of critical projects to ensure the Business retained its status in the market place as well as projects designed to mitigate longer term system risk.Deepened relationships with the wider Corporate business to understand its needs and requirements and then in conjunction with EAD commenced work on development of a longer term IT Strategy to be implemented along-side, and after Integration. This also included utilising creative ways of undertaking IT work without spend IT funds or utilising IT resources.Retained the operational accountability for much of the ITMT including being the Risk Champion which enabled us to further embed a mature risk strategy within the team focussing on outcomes and behaviours rather than managing the process.

Support the Wholesale CIO by acting as the interface between IT and the Business UnitWork with the IT Management Team to set the technology direction for the BusinessActively shape, review and challenge Business Unit IT demandDrive the resolution of issues on behalf of the Business / CIOEnsure the CIO function retain strong and appropriate governance

Responsibilities:Actively shape, review and challenge Business Unit IT demandDrive the resolution of issues on behalf of the Business / CIOSupport the CIO by acting as the interface to key functions within the Business UnitAchievements:As there was no co-ordinated business strategy I worked with the individual Corporate directives to articulate their demand and aspirations and work it into a portfolio defining relative priorities and clear projects for mobilisation. This included a difficult negotiation about what could realistically be achieved both within and across directorates. This meant that a number of projects on the business plan would not be mobilised until later than originally desired given the availability of resources across the Group and this position was carefully managed with each of the key stakeholders so that they understood the relative priorities and rationale for the decision.Developed an Account Plan which explained the Business strategy and how it related to the portfolio and ultimately to IT projects and presented this to the Platform teams, Service Delivery and CIO to help grow IT Organisational Awareness of what was proposed and at the same time gain stakeholder buy in to its delivery making subsequent resource and delivery priority calls easier.In order to support CTP I managed an Accenture team in defining the strategy for the replacement of the Groupwide Lending platform and following an assessment of the market and a tender process all completed within tight timescales brought this to recommendation which was presented to an Executive steering group for a decision.

Responsibilities:• Management of 7 Project Managers co-ordinating their various deliveries and the dependencies between them to ensure the delivery of the Programme within Business timelines• Managing the key business relationships and representing IT at the various Business steering meetingsAchievements:• Development of the virtual team for the delivery of the Programme• Completion of the commissioning of the Manyata Building within Bangalore and delivery of various Business releases including; Periodic Payments offshore, Business Banking Change of Address functionality using EDGE platform• Delivery of a Proof of Concept for the provision of BIT offshore• Management and delivery and facilitation of a PM Forum at the Globe focussing on support for the Retail network and including Terri Dial and Clive Whincup as guest speakers.• Implementation of a coaching network throughout the Project Management community