Currently back on the house renovation and doing a bit of travelling to see family I have missed due to covid over the past few years across the globe.

Fix broken programmes, projects, teams, processes and services, mergers, liaison and negotiation with regulatory bodies.

PSD2 SCA & Fincrime projects co-ordination and implementation.

General Operational Oversight and Consultancy England and Scotland. PPI Program decommissioning.

HeadlinesOversight of 4 sites (Huntswood and Deloitte) for Remediation of circa 180k PPI complaints. The project successfully completed in 2 years as planned - satisfying all FCA RMP actions.

HeadlinesHead of PPI complaints and PPI DSAR. Team vastly undersized for task in hand with a PPI Complaint backlog of circa 1 year, following enforcement action by FCA in August 2014. Massive recruitment plan initiated using agency and managed service. Eventually cleared to non-breach in Feb 2016 - within FCA RMP action deadline.Instigation of automation using Robot software.

HeadlinesInformation Commissioners Office intervention required implementation of new PPI DSAR process, and a remediation of circa 100k customer information requests. Engaged to manage the operation through this, however new processes were not fit for purpose and operation was vastly undersized. Processes rewritten, and team increased from 12 to circa 150 FTE to facilitate.

HeadlinesInterim lead of ‘Resolve’ complaint process stream leading to a need for a complete rewrite of the whole customer complaint process alongside McKinsey Consulting. Engaged as Regulatory body involved in complaint backlog and process inefficiencies.

HeadlinesManaged introduction of ‘Fairer redress’ Calculation.Implemented PPI Redress ‘Tax at Source’ project in line with regulatory requirements and very short deadlines.Oversaw Calculations tool industrialisation.

HeadlinesIndustrialisation of existing PPI technical tool set from desktop to Enterprise solutions.Introduction of automation guided decisioning for Complaint Case Handlers.Consolidation of Redress calculation tools into one enterprise controlled model set.Implementation of various business and regulatory driven operational changes.

HeadlinesMerged and consolidated the Lloyds TSB and HBoS IT 24x7 Operations teams.Overall ownership of 24x7 Operations, which consisted of Batch Scheduling and Support, round the clock Operations Management, Operational Support and Private Banking Operation (Wealth Management).Restructured the team and consolidated it to 117 colleagues (from 200) into 4 teams (from 8) and 4 strategic locations, and moved the seat of operational control to Halifax, meeting the aggressive deadline of end of 2011.Considerable colleague and workload synergy savings made, whilst simplifying the structure and role of the team, without affecting the business as usual delivery of service.

HeadlinesManaged circa 90 people, with 6 direct reports as follows;4 shift teams working 24x7 providing all of LTSB's IT based service and running circa 40k batch jobs every 24 hours.1 Operational Support team, largely managing the departments requirements of any related Change being applied.1 Private banking team running wealth management systems at a satellite data centre.

HeadlinesManaged a 24x7 shift team of circa 20 colleagues, providing monitoring and running of LTSB Group IT systems. Incident Managed all severity incident, logging, escalating and driving resolution to ensure service is restored with minimal outage, liaising with internal and external teams and senior execs.Secondments to insource acquired business operations (Alex Laurie, C&G, Bowmaker, TSB)