Leading engagement on revenue transformation for a global FTSE top 100 client with revenue book of c.£5bn. Driving a strategic portfolio of programmes transforming the Global revenue team.

Responsible for the end-to-end delivery of portfolio of large-scale customer focussed programmes (80+), with operational budgets of c£50m+ pa within challenging timelines and to appropriate quality appetite. Leading team of c.300 across internal (inc customer facing) and external colleagues. Key achievements include:• Development and implementation of new strategic rectification operating model; particular focus on improving efficiency of process whilst maintaining quality/customer outcomes.• Development of new planning and forecasting approaches, including strategic review of workforce and workflow planning. • Delivered large complex programmes through the use of third party suppliers.• Implemented new suite of Executive level reporting, focussed on portfolio performance and efficiency – driving insight and focus on opportunities to improve processes and customer outcomes.

Leading BU COO team (200+) supporting front-line complaint-handling colleagues, responsible for all workflow planning/forecasting, reporting, risk & quality, external engagement.• Coordinated the Retail Bank (non-branch) property response to Covid-19 lockdowns.• Was Customer Services lead working with Global Management Consultancy agency to design and implement a new 3-5 year strategic target operating model driving greater efficiency across c.15k colleagues.• Led review of complaint handling operations and developed revised plan – presented to Retail Executive.

Responsible for 3 main areas: Retail performance reporting and forecasting, Retail Divisional Colleague Experience strategy, leading key Retail Divisional programmes including the Retail Location Strategy.• Leading Retail Location strategy: defining and delivering the rationalisation of Retail non-branch locations from c.150 to 18 over 5 yr period to 2023. Regular interaction with senior executive stakeholders across Group to define and agree strategy.• Implemented a revised structure for reviewing, reporting and forecasting Divisional performance against strategic goals (portfolio delivering c. £4bn UPBT, c£350bn assets / c£250bn liabilities). Monthly reporting into Retail Executive Leadership. • Responsibility for designing and implementing Divisional Colleague / Cultural plans: Updating monthly to Retail Executive Leadership on key programmes – including implementation of revised performance management approach, Colleague Engagement surveys, Inclusion & Diversity activities, Learning approach.

Responsible in supporting the Group Audit Director in all aspects of their accountabilities to ensure maximum effectiveness, the creation and implementation of 3rd line of defence strategy, build and maintain key relationships with broad range of Executive/Board level stakeholders and external regulators. Involved in the Group Audit Committee preparations, including external disclosures. Lead the transition planning and delivery across three separate Audit Directors, and across two transformation programmes. Coordinated the planning and delivery of all Board Audit and Executive papers.

Providing high quality insights across the external Retail Banking market, the wider economy and the internal performance of one of the leading Retail Banks.

Strategic focus on banking product proposition within finance team. Team subject matter expert on liquidity, profitabilty and balance management.

Tasked with integrating new acquisition into Company, focussing on largest European business unit, turnover over £1bn, reporting directly to Group Head of Cost Planning.

Group Project Performance Leadership Team, with remit of ensuring European Hub performance is delivered to Group targets, identifying areas where project performance and control can be improved and implementing necessary changes. •Led the successful development and implementation of updated Performance Management KPI reporting system for all European Construction projects (total value c.£5bn)•Responsible for monthly production of performance reports for Business Unit and Divisional Leadership teams – identifying early warnings and trends of projects at risk.•Managing communications and relationships with geographically diverse business units.•Responsible for evaluating project governance to ensure appropriate levels are identified and in place based on the level of risk of the project.

Project to create innovative new project delivery process for all European construction projects.•Successfully facilitated the creation of division-wide process liaising with Senior Project, Function and Business Leaders•Successful development and implementation of the new delivery process within all European Business Units •Created and controlled online feedback and response system on Company intranet

Working on £225million PFI Hospital in Pembury, Tunbridge Wells, Kent. Work involving market testing of cost plan moving towards financial close of project. Day to day contact with large Sub-contractors discussing various packages including External Cladding, Floor Finishes and Lifts.

Supporting clients with their financial reporting and regulatory submissions.