David B. Email & Phone Number

London, United Kingdom

London, United Kingdom

• Lead Personal Business Change manager accountable for CIO delivery into Personal business. The role included the management of the following work streams:
• Customer journey creation for migrating 700k customers between sort codes
• Enhanced debit card re-issue letter/journey
• War game scenario planning with executive team, to present core risks and mitigation associated with sort code migration
• Proactive campaign management, that enabled all banking systems to undergo a 13-hour outage. This included creating a strategy that enabled awareness for 18m customers
• Identifying existing BAU processes to enable the reduction of customers requiring sort code migration

London, United Kingdom

• Lead programme manager accountable for the delivery of the Risk and Legal TOM. Delivery of design for various businesses within Risk & Legal, including Commercial/Retail Credit, Analytics, Enterprise Wide Risk, Legal.
• Managed a team of over 10 BAs/PMs allocated to various business designs
• Managed delivery of operating models that included forbearance, provisions whilst including cloned PD/LGD scorecards from RBS
• Target Operating Model design that encompassed People, Process, Systems, Reporting, End-User-Defined-Applications, Intranet and Regulatory & Financial MI/Reporting
• Managed and presented to CRO, EXCO, PCC (Project Control Committee)
• Engaged with EXCO-1 business sponsors and project work streams to drive through delivery

Canary Wharf - London

• Programme managed a review of GBP multi-billion loan portfolio across commercial and business customers, analysing complete life cycle of loans to ensure loans were being serviced correctly in BAU and adhere to.
• Managed a team to determined baseline scope, financial provision, project governance, senior stakeholders & workinggroup
• Managed IT delivery team for potential remediation population through review of products & branch account system
• Developed and monitored Pilot plan (actual to baseline)
• Re-calibrated Pilot plan to accommodate lessons learnt, risks, issues, assumptions & dependencies (RAIDs)
• Prepared MIS, progress reports & presentations for SteerCo, working groups & FCA

• Lead Release manager for transforming over 7,000 desktops across Retail and Commercial
• Managed a team of resources split between business engagement, application packaging and infrastructure deployment

On the 1st of April 2013, the PRA (Prudential Regulation Authority), was created under the control of the Bank of England.Role was to programme manage a new Risk Supervisory Management System (this also included a Master Data management system). The programme enabled forward judgment and improved operating processes for PRA supervision.

London, United Kingdom

• Global Network Transformation Programme, delivering to over 600 sites across all stakeholders in RBS Group. Programme spend of £185m, saving the bank an estimated £150m per annum. Programme is part of a top five, cost.
• Stakeholder Management – This was managed at a senior change board level in order to ensure delivery was supported to meet key objectives,
• Governance - Policing suppliers to ensure they adhered to RBS standards and compliance from a technical and business perspective, whilst delivering on-time,
• Supplier Management – Management of a major third party global supplier for global delivery across all the RBS divisions across UK and Ireland regions including Markets & Investment Banking (MIB).

London

Managed a programme that is currently delivering a number of offshore platform improvements. Programme value is currently in excess of £2m. Operational saving £12.5m.Programme has various key clients from Group and Barclays Capital.

• Lead project manager for critical Commercial Wholesale integration projects. These have included:
• Lloyds Online Trading System – Upgraded and scaled new application & infrastructure requirements to house 3000 extra users,
• Siebel CRM – Major tool infrastructure and application upgrade for Wholesale, that delivers sales, pipeline management, relationship management & account planning. Impacting over 10,000 clients.Both projects are of.

• 2010
• Basel 2 Processing - Delivery of SAS (Base & Enterprise Minor) and Connect Direct data management solution for 200 employees located in India & New York. 2009
• Business Unit Off Shoring - Project to migrate 500 agents with the use of applications via thin and telephony based infrastructure. Budget £2.5m.
• Regulatory and audit (Middleware) - Risk project to upgrade an existing system for historical data around user access history.2008
• Major Citrix Active Site – Deployment of an offshore Citrix disaster recovery site. Components implemented include Enterprise Platform, and 3rd party connections.
• Offshore Project – Involving the migration of a business unit overseas to meet business demand. This has included Cognos and SAP implementations,

During this time I have managed many key programmes on behalf of Business Banking and Finance. During 2007 I lead a major transformation project upgrading an existing Offshore Farm to improving current capacity and platform life span (Citrix XP to Presentation Server 4), that housed over 10,000 agents.Day to day responsibilities include, senior stakeholder.

Involved in the implementation of a centralised Active Directory. During this transformation over 100 servers were deployed into a centralised site. This site would be used to support an existing 60,000 user based client infrastructure. Additionally network service infrastructure (WINS/DNS/DHCP) servers were upgraded in accordance with a centralised.