I was responsible for running the Data Privacy project in the overall Location Strategy Programme of work. Particular emphasis being placed on jurisdictions with little or no data privacy standards compared to the EU and the USA.

I lead a multi disciplined Team responsible for the applications which administer many of the Policies and Assets under administration. I developed application change and release plans which support the numerous change portfolios. In particular for this year there is an emphasis on the regulatory changes required for RDR and Pensions Reform. I built the offshore presence for this team under negotiation with third parties. From October 2009 until December 2011As Senior Delivery Manager I led a team which built a number of Financial Planning Tools for the Retail and the Corporate markets.I was responsible for offshoring the build and test phases for these tools. This involved working closely with numerous third parties based in the UK and India and setting up close working relationships with the team in UK. From this and previous experience I have built up an indepth understanding of how to successfully offshore work.From 2008 to September 2009I was responsible for the delivery of all change in the Retail, and International Change Portfolios. I worked closely with Projects Sponsors and with Business Directors to ensure that the projects work is closely aligned to the Business needs. The IT budget in the Retail Portfolio alone was about £12M. To deliver this portfolio I developed strong cross functional teams. I built good teams around a core group of skilled staff with experience in Standard Life’s applications. Much of the software Build work was carried out by our Development partners in India I spent time getting to know the people and teams involved. I visited the teams in India and got to know and undestand the challenges they have working with teams based in the UK. The International Portfolio covered work for Ireland, Germany and Hong Kong. Again I worked closely with € Sponsors and Directors in all the International areas, with a particular emphasis on Ireland and Hong Kong.

I led a highly motivated team dealing with multiple development areas. Some highlights were;On April 6 2006 the government brought in one of the most significant pensions reforms in decades, Pensions A Day. This changed the way individuals could fund their pensions and the age that we all can retire form. I directed the IS teams involved in this highly successful programme of work. We used many Agile practices in this work. We had regular meetings with the business directors involved to ensure that the projects was covering all the products and servicing areas. I personally led the IT direction of full involvement from the development and operational teams. Through this we were able to iteratively deliver many of the software changes required for A Day before April 6. This contrasted with many of our competitors who found the changes very difficult to deal with.I was responsible for the IT team in Ireland. This team looked after all the local IT development and worked closely with the Operational team in the UK to supply Irelands Operational needs. I successfully integrated this team into the UK development practices and streamlined their development team to meet their needs.I led a multi disciplinary team process improvement team responsible for achieving savings targets of approximately 100 full time employees per annum. This was exciting and challenging work and we employed many Agile practices successfully.I led the Ecommerce development team which was responsible for building the web facing sites for the Corporate and the Advisers communities.In addition I ran initiatives across the IT organisation. I ran a small team which developed and maintained the Project Approach used across Standard Life IT. This was built around Agile principles and fitted into our Cobit governance framework.I started a Governance Board working first within the Life and Pensions IS Development areas, then expanding this to cover all development areas with Standard Life.

It was during this period of employment that I took on the responsibility of managing the Application Maintenance teams. This was a highly enjoyable and challenging time as I quickly realised that there was a number of changes that needed to be made in the team. There was a very long lead time for application support moving from the Development teams into support. To break this logjam I split the team into a Recovery Function, and a maintenance function. I established a "Day One" support principle within recovery which accelerated the handover into our area. This had the benefits of introducing new technologies into the Support area, and freeing key development staff for new projects.During a large part of this time I led the team that developed the software for the flagship SIPP product for Standard Life. This proved to be a highly enjoyable project to work on as both I and the Development team had excellent working relationships with the business area involved in servicing the product. I ran weekly project meetings for the product Directors and Sponsors ensuring that everyone was kept up to date on progress of the project and timely decisions were made.Another achievement during this varied period was the development of a new Unit Linked Fund allocation system. This tackled many of the limitations and problems associated with a legacy application. This was a fascinating project. It was essential that we removed the existing system limitations for future growth, but it didn't have the same internal publicity as the SIPP work. I learned a lot about how to manage background change during this.