I've worked within the Operations team for Assurance Banking & Capital Markets for six years, joining EY as an Executive. I was promoted to Manager after two and a half years and promoted to Senior Manager three years after that. My main responsibilities include managing a team of five colleagues and an overall accountability for the high utilisation of over 500 auditors, ranging from interns up to and including Partners. I have strategic input to the operational processes that drive… Show more I've worked within the Operations team for Assurance Banking & Capital Markets for six years, joining EY as an Executive. I was promoted to Manager after two and a half years and promoted to Senior Manager three years after that. My main responsibilities include managing a team of five colleagues and an overall accountability for the high utilisation of over 500 auditors, ranging from interns up to and including Partners. I have strategic input to the operational processes that drive the business and I create and analyse management information reporting to demonstrate areas for improvement as well as outperforming metrics. Show less

I gained promotion within the operations team after two and a half years, remaining with the Banking and Capital Markets Assurance practice. My focus moved more to day to day resourcing for Senior Managers, Directors and Partners, as well as more strategic analysis of management information reporting and line management responsibilities. The group grew extremely quickly due to some high profile audit wins, which created a need in my team for additional roles and I was soon managing a… Show more I gained promotion within the operations team after two and a half years, remaining with the Banking and Capital Markets Assurance practice. My focus moved more to day to day resourcing for Senior Managers, Directors and Partners, as well as more strategic analysis of management information reporting and line management responsibilities. The group grew extremely quickly due to some high profile audit wins, which created a need in my team for additional roles and I was soon managing a team of five business and operations dedicated colleagues. Responsibility for their performance fell to me and it was a large section of my role to train these new team members and give them the tools to be successful as resourcers. My role became far more strategic as a Manager and I enjoyed more Partner exposure in meetings and as stakeholders. I would lead a bi-monthly Partner meeting, driving the agenda items and creating consistent reporting to highlight the areas of focus, whether these were results, quality matters or people related challenges. As an advisor to the Partners, my experience was being drawn upon to create a highly utilised and high performing growing business. Show less

I joined EY, supporting the Assurance practice in the Banking and Capital Markets sector, with resourcing and operational excellence.I was responsible for managing the day to day resourcing of 200 auditors, from interns to managers, ensuring they had highly utilised portfolios and development opportunities. All this whilst making sure the book of business was resourced as fully as possible and with the right skill sets to minimise risk for the firm.As well as coordinating… Show more I joined EY, supporting the Assurance practice in the Banking and Capital Markets sector, with resourcing and operational excellence.I was responsible for managing the day to day resourcing of 200 auditors, from interns to managers, ensuring they had highly utilised portfolios and development opportunities. All this whilst making sure the book of business was resourced as fully as possible and with the right skill sets to minimise risk for the firm.As well as coordinating resourcing for the group, I was responsible for creating reports on metrics such as utilisation, chargeable hours, engagement recovery and margin and revenue. Reporting was based on budgets versus actuals and predicted forecasts and were used by Partners to determine operational strategies such as recruitment and cross-utilisation across different areas of the business.Ad hoc queries formed a constant part of the role as all resources would contact me with questions ranging from charging time to training courses to switching portfolios. This required me to have a reliable and extensive network across numerous functions within EY and leverage the relationships I'd developed to find solutions quickly. Show less

Covered resourcing and operational role whilst continuing as a Senior Analyst, juggling both the technical and support elements at the same time.Ensured all staff, from interns to Directors, had projects scheduled and that upcoming proposals had the relevant skill sets and business development managers aligned.Management Information reporting was created and analysed to confirm the financial position of the business and any areas of concern were flagged to the finance team and… Show more Covered resourcing and operational role whilst continuing as a Senior Analyst, juggling both the technical and support elements at the same time.Ensured all staff, from interns to Directors, had projects scheduled and that upcoming proposals had the relevant skill sets and business development managers aligned.Management Information reporting was created and analysed to confirm the financial position of the business and any areas of concern were flagged to the finance team and Directors.I was, unfortunately, made redundant from this role as the firm was acquired and had already been through one round of restructure and redundancies. Show less

Graduate role within a management consultancy, providing competitor insights and business advice to clients in IT, Telecoms, Retail, FMCG and Energy sectors. Main roles included competitor intelligence gathering, statistical analysis and presentation writing and delivering.