Produced the Benefits Management Framework bringing together and simplifying disparate materials into one document for ease of use by stakeholders.Through the application, support and management of the Benefits Management Framework, helped YBS move from a position of annual benefits realisation being at risk to over-achieving plan targets.Developed an acknowledged industry leading benefits management approach and tool to support agile benefits management, working on the principle of minimal input providing optimal output. The tool works for projects, programmes and portfolios and is used by those delivering capabilities, those owning/realising benefits and informs prioritisation/investment decisions.Expanded on the Benefits Framework to introduce similar for Cost Management, initially Cost Assurance of project submissions and engagement tables.Undertook analysis of data on cost variation leading to the introduction of submission to submission variance levels and associated impact, capturing of monthly variance root causes, development of a Cost Estimation Framework and identified a number items that have been added to a prioritised backlog for continuous improvement item. Identified a gap in the on-boarding of senior managers and met each to offer my support and ensure they understood the part they play in the Cost & Benefits Management Framework.Led a cross-function working group to develop clearly defined standards and criteria for Cost & Benefits assurance for each investment level.

Currently unavailable Previously looking for contracting opportunities that allow me to add value using my cross-industry skills of change management, project/programme management and/or customer experience

Permanent RoleOn behalf of the Retail Bank, led the design and delivery of the Teradata Aster application and associated operating models, working collaboratively with senior colleagues across Retail, the Group and IT to improve the analytical capability of Lloyds Banking Group.Delivered at pace insight into unexpected increases in call volumes, identifying a range of measures to prevent continued increase and remove need for £6 to £10m of additional resourcesBrought together diverse representatives from across Retail and supporting areas to capture ideas (including costs and benefits) that improve customer experiences for the Group Strategic Review, develop strategic service metrics and define ‘Core Customer Experience Principles’.Undertook analysis to identify best performing branches based on a number of business and customer performance metrics (including strong customer advocacy and satisfaction results) to influence the design of developing performance metrics and best practices.

Permanent RoleFollowing Sainsbury’s Bank decision to take 100% ownership of their banking operation, I was accountable for producing the bank’s project delivery timeline/resource requirements, defining the service schedule and holding contract negotiations with both parties’ legal teams for the ongoing ATM support. This was a large undertaking delivered with minimal involvement of others due to strict non-disclosure agreements. Designed and owned the modelling of business benefits for a programme of wide ranging self-service initiatives.Proposed solution to for marketing/lead generation using self-service devices; full costs articulated and income generation potential calculated with validated rationale.

Permanent RolePromoted to lead the Customer Experience Team in Wealth & International Banking, having observed and fed-back on the under performance of the team. I was able to successfully improve the team’s performance and influence on the programmes it was supporting.Introduced customer change focussing materials/processes to work within International Wealth along with recommendations for an approvals process and an engagement pack. After seeking input from stakeholders across International Wealth, I instigated a change calendar log capturing description, impact and workflow tool to manage activity to assess overall customer impact and drive positive outcomes…this view did not previously exist.

Permanent RoleDesigned and developed a series of customer change focussing materials/processes (‘Customer Side of Change’), measured customer impacts, led customer experience walkthroughs and represented the voice of customer in a variety of change programmes with high customer impacts, one of which received an accolade for its customer focus. These were the basis for what became the standard materials/processes used during the Lloyds TSB/HBoS integration and continued used in BAU. I was the UK Retail Bank's sole Customer Experience Manager on five closure projects for Halifax and Lloyds TSB. I worked with project teams to define and agree challenging customer metrics that were achieved without exception and coordinated pilot customer research to understand Net Promoter Score (NPS) impact of changes prior to NPS being used as a measure in Halifax. The largest project was awarded the Project Excellence Award of 2010; “This project has lived the LBG values. The team took real ownership of the challenges and worked tirelessly making sure the solutions were kept simple and incredibly customer focused". . Initiated and managed industry leading benchmarking activities through a third party’s empathy study and worked in collaboration with Community Banks and Telephone Banking to share insight and drive regional/site actions, supporting development of measures to monitor improvements.

Permanent RoleAdvocated, instigated and managed pilot with external provider to capture SMS text-based feedback 'at point of experience' in bank branches, having undertaken prior activities with various suppliers and research agencies to define purpose, scope and options.Managed interdependent activities between different parts of the bank to identify gaps and development opportunities to improve complaint handling and the support tools available.

Permanent RoleDeveloped new relationship management model ensuring team involvement at the earliest opportunity in all changes impacting customers through the branch network; previous model of engagement was to fix problems created by change rather than identifying problem potential and mitigating against them in advance.Managed branch aspect and overall service impact of pilot to reintroduce customer direct calling to branches; acted as customer service stakeholder/consultant on two concurrent rollouts into Scottish branches then into remaining branches across UK.

Permanent RoleReceived a personal invitation to travel to Australia and initiate the requirements supporting BankWest's ‘Back-Office Lending Programme’, delivered a programme kick-off presentation to over 100 colleagues & stakeholders and designed & led three fortnightly back-to-back workshops that: Mapped existing processes with subject matter experts. Redesigned and simplified processes to work with incoming technology. Produced business requirements, functional specifications and benefit metrics for inclusion in business case.Selected to manage a failing workstream delivering procedure guides for a new retail bank in Ireland and employed production management techniques, alongside project management skills, ensuring all deliverables were of the right quality and produced ahead of implementation.Managed proof of concept implementation activities when Business Banking transactions were first introduced in Halifax Branches.Managed the design, development and implementation of a strategic messaging tool between customer facing colleagues (in branches and on phones) and back office processing teams, improving customer query handling and reducing rework through getting the right information to the right people, first time.Supported implementation phase of the Common Processing System (in-house developed image and workflow technology) at various sites across the UK, developed production management tools to support managing the central imaging teams and created process mapping methodology & capture process to enable the multiple back-office processing sites to have one agreed approach, managed by a site Centre of Excellence.

Permanent roles:• Project Manager (Production Management)• Non-System Processes Manager• Operations Telephony Manager• Borrowers Processing Manager• Sales and Service Call Team Manager

Permanent roles:• Business Call Team Manager• Business Centre Trainer• Implementation Technology Trainer

Permanent roles:• Branch Trainer & Conversion Champion• Service Supervisor, Halifax• Sales Supervisor• Arrears Counsellor/Mortgage Advisor• Sales & Service Interviewer• Cashier & Enquiries Desk Advisor

I worked at Pickfords Travel for four and a half years across several sites in a variety of roles including travel agent, store management, trainee development and technology trainer.