Global Transformation Lead for the Capital Release Unit (Business and Middle Office) with responsibility for design, oversight and execution of a portfolio of regulatory, commercial and control programmes including IBOR Transition, Brexit, Equities Business Wind Down, CRG Country Closures, Prime Broker Implementation and Cost Elimination. Key deliverables included:- Define and established a Cost Elimination programme to identify and drive cost elimination opportunities across the Capital Release Unit’s total adjusted cost base in line with business de-risking strategy- Development and execution of CRU business IBOR transition strategy including a tough legacy impact assessment;- Client perimeter definition and ownership agreements secured across clients to support IBOR transition outreach and Brexit coverage requirements; - Delivered communications and training to support IBOR transition conduct risk requirements, and Brexit booking model and policy and coverage controls; - Balance sheet migrations, client migrations and client on boarding to ensure compliance with Brexit related policies and commitments; - Development of programme plans, governance structures and MI across business and front to back infrastructure activities to support Equities business wind down across APAC, US and EMEA.

Global Programme Manager for Deutsche Bank’s Group-wide Programme driving the transition from Interbank Offered Rates (IBOR) to Alternate Reference Rates (ARRs) and the adoption of the European Benchmark Regulation (EU BMR). Programme activities span the Global Investment Bank, Wealth Management and Asset Management Divisions. This role has global accountability for all Programme planning and governance, management of the €19m p.a. budget and oversight of >100 Programme FTE. - Development of the Group’s strategic 3-Year Transition Roadmap (and underlying Project plans), for Management Board approval;- Articulation of detailed Programme resourcing requirements, for Management Board approval;- Development of Programme governance structures across Divisions, Functions and Regions, to ensure effective oversight by Management Board, Group Audit and Investment Oversight Committees; - Establishment and ongoing management of the Programme Management Office (PMO), with responsibility for project planning and monitoring, internal and external communications, vendor resource management, benefits realisation and dependency management.

This role was initially accountable for CFO and COO activities on a high-profile Group-wide Anti-Money Laundering and Sanctions Remediation Programme. Accountabilities included financial planning (~€260m p.a. budget), financial reporting, vendor and resource management. The role later transitioned to be focused on Programme delivery specifically within the Corporate & Investment Bank (CIB). - Establishment and ongoing management of the CIB PMO, with responsibility for regulatory assurance, Management Board reporting, financial management and Programme resourcing;- Development of a bespoke Programme governance model, to effectively manage a decentralised change programme and later implemented as best practise across other change programmes. This included the design and mobilisation of Global and Cross-Functional Steering Committees;- Effective vendor capacity planning and management on end-to-end KYC processes; - Regular Management Board and Steering Committee reporting and the central coordination of all requests from and responses to Supervisory Bodies.

Deputy COO for Global Markets Finance with a team of ~20FTE (VP to Director Level). Member of the Global Markets Finance Executive Committee. Strategic COO responsibilities for the Finance function with ~2200FTE and direct cost base of ~€230m. - ~€3m p.a. in cost savings connected to travel, market data and communications expenses;- ~€10m p.a. in cost savings through the delivery of a portfolio of re-engineered processes, securing CTB funding (~€5m p.a) and assuming day to day sponsorship responsibility for this initiative;- ~€850k p.a. in cost savings through optimised workspace planning for 450 FTE London-based employees;- Developed the Onshore/Offshore Strategy responsible for transitioning ~150 FTE offshore over 2016;- Defined functional control, efficiency and quality objectives for the Global Markets Finance Team and drove ongoing governance of these initiatives at Executive Committee levels to ensure timely delivery;- Defined and implemented an enhanced COO operating model across Finance, enabling enhanced delineation of roles and responsibilities and the ability to extract cost savings across the Finance COO function (50% Global Markets Finance COO team);- Project managed the functional re-alignment of Product Control from Operations to Finance (~1800FTE globally), enabling a review of the front to back process and removal of duplicate control activities.

This role had global accountability for ensuring valuation governance structures and controls were effectively embedded with respect to the fair valuation of financial instruments for financial reporting purposes.

Management Consultant on several process, organisation and technology implementation projects across Business, Finance and Technology functions. Projects included:Front Office delivery - External consensus market prices rather than internal Flow Credit prices to enhance accuracy of EOD risk and PnL processes. Finance delivery - definition and implementation of enhanced trade booking functionality within FO systems, included MIS reporting enhancements. Front Office Technology delivery - an eCommerce solution to support Fixed Income products for the Wealth Management division of the group.