After joining GB Bank, my primary focus was to put in place the people, processes and systems required to complete the build of the bank, and to get to launch readiness. Operational readiness was achieved (Board-approved and verified by internal audit) and the bank is now live. Since then my main areas of focus was on running the operational functions and planning for scaling the business to achieve the Bank's growth ambitions. My responsibilities spanned across IT, Information Security, Information Management, Change, Lending Operations, Supplier management and Customer Experience. I held SMF24 Responsibilities.

As COO, I directly oversaw all operational affairs across the Bank which includes IT, Information Security, Change, Operations, and HR. I was also responsible for all outsourced functions both within the Group and also to 3rd parties. My role provided the leadership, management and vision necessary to ensure that the Bank had the proper operational controls, administrative procedures, and people systems in place to effectively grow the organisation and to ensure financial strength and operating efficiency. Also, to ensure compliance with all relevant rules and regulations.

I led the function that is all about improving customer experience and customer relations. The team and I were passionate about creating FANs by listening to customers and colleagues and challenging the whole organisation to focus on the things that are most important to customers, and driving consistent customer improvement

As Chief Technology Officer, my role was to harness the power of technology to deliver amazing propositions for our customers and colleagues. My responsibility stretched across Build and Run functions and included: - P&L responsibility for internal capability and external suppliers - Service responsibility for all live systems - Build capability across Core Banking, Digital, Microsoft and Integration development - IT Architecture - IT Governance and risk management - Working with the Change function to deliver amazing propositions, powered by fantastic IT capabilities

As Director of Change and Innovation, I had responsibility for Metro Bank's full change programme and the IT development capability to make it happen across 3 platforms - Microsoft CRM, Core Banking systems and Digital. Key achievements included: - Developing an appropriate change governance structure for the Bank from business case through to post implementation review - Chaired the Executive Change meeting which set priorities and managed progress against target - Full P&L responsibility for the capital and operating expenditure, delivering to target - Delivered a range of programmes across Infrastructure, Digital, Regulatory Reporting and Proposition development - Scaled up the IT development capability by a factor of 2 across 2015 across our platforms through a mix of internal capability and working with blue-chip partners- Selected a new Digital partner (Gartner magic quadrant) to take the Bank's digital proposition on to a new level

As Director of Digital Channels, I had full responsibility for the Digital experience for our Customers, from day-to-day service operations through to developing the future roadmap. Key achievements included: - Launching a new mobile banking proposition for Personal customers that quickly became the most used channel in terms of transactions. I led the project from inception through to launch - Extending the mobile proposition for SME customers to allow them to do their banking on the go - Developed a new Personal and SME internet banking platform which offered more functionality and better UX; I led this project from inception and managed 3 partners (2 IT and one UX) to deliver a significant step-change in the Bank's digital experience - Built a team from 2 to 12 across a range of capabilities including Content, Analysis, Project Management, Development and Operations

This was my first role in Metro Bank and involved growing capabilities in a number of areas to support our Customers. My responsibilities included the Contact Centre, Store Support, some back-office support teams and an emerging Digital capability. Key achievements included: - Growing the Contact Centre from ~10 to ~100 colleagues and putting in place core contact centre metrics (service level, abandonment rate etc). During this time the Contact Centre expanded from one small desktop to 2 fully supported sites - Introduced a Cisco telephony platform to support call routing across multiple sites and provide more accurate call measurement and business intelligence - Developed a current account switching team and led the project to deliver 7-day switching capability as part of an industry initiative - Provided the initial business intelligence and resourcing support for the store network - Took 10 new stores from construction handover through to full launch readiness including recruiting the store management teams

Roles included:Head of Planning, Consumer DivisionHead of Branch ExpansionHead of Sales Support, South DivisionHead of Lead Generation & Reporting