Gerry Ryan Email & Phone Number

London, England, United Kingdom

Communications and Reporting Lead on a multi-year programme to roll out a new strategic banking platform for Barclay’s global corporate clients in 10 European markets . The scope also includes Brexit preparations and separation of the retail and investment bank. Responsible for development and delivery the internal comms strategy, plus client communications assets.

London, United Kingdom

• A multi-year programme of system implementation and behavioural change to deliver a single golden source of human capital data for HSBC in 88 countries. Aligned with increasing regulatory demands both globally and locally.• Defining the internal communications strategy and framework to position this multi-year programme with complex stakeholder sets and time differentiated deliverables through a regional matrix of change and communications teams.• Recruitment of the regional and central change and training team, to deliver the strategy within defined global parameters. This included networks of change champions to ensure the successful adaptation and use of the new system.• Setting the parameters and providing the materials and direction for the regional teams to manage delivery of the communications strategy. Tracking progress against delivery plan.

London

• Delivering a fundamental change to career management and development and training opportunities globally for 26,000 staff in 33 countries• Defining the internal communications strategy to position this significant investment in their learning, development and career progression, and ensuring they made use of the new tools/resources.• Aligning communications with the development of a career framework, global role profiles and compentencies for all positions and new tools and resources to enable employees to make best use of the new opportunities open to them.• In addition, at a later date taking on full project management responsibilities for all deliverables of this programme when the Global Programme Manager was on materneity leave.

London

• A fundamental shift in how retail employees were rewarded for selling services and products to customers, from a target-based approach to understanding the needs of their customers and then providing the appropriate services and products.• Time critical project with a 3 month window to completely change employees understanding of how their reward would be assessed, the objectives (qualitative and quantative) against which it would be measured.• Deliver the internal communications strategy to ensure the new scheme was understood and sales figures and staff retention did not suffer during that period across 81 countries through a complex matrix management structure.• Writing and production of all core materials, with consistent messaging, but allowing for local tailoring and translation within agreed parameters.

London

• Similar to the scheme introduced in 2014, this was a time-boxed project to introduce a fundamental shift to rewarding wealth employees for understanding the needs of their customers and then providing the appropriate services and products. A move away from a sale commission scheme.• As with the retail scheme, the challenges included maintaining sales, retention and helping employees to understand the long term value of the approach in building relationships with our customers, while rewarding our people appropriately for building those relationships. It also included reviews of performance metrics and scorecards aligned to the new scheme.

London

• A global business transformation programme at HSBC to make available products and services from the institutional sector to wealth clients, to drive growth.• Working with a very complex set of stakeholders across business lines that had little or no existing working relationship, to define and implement an communications approach that would explain the benefits of a partnership approach for the business and their clients.• Producing events, materials and seminars for key employee groups to help them understand the value of the programme and how they could establish teams to work together for mutual benefit.

London, United Kingdom

• In response to increased regulatory challenge and failures at HSBC a Global Standards Programme was established to review existing practices and failures.• There were two key communications strands: briefing senior management and above on their responsibilities and also ensuring every member of staff globally knew where to turn to if they suspected malpractice.

London

• The bulk of my early career was with Lloyds TSB. Starting at a junior grade responsible for organising events, and then moving into the internal communications function.• From there I progress to Head of Internal Communications for the Private Bank, and then Head of Internal Communications for the Change Delivery function, both providing intra-comms support and also defining and delivery the strategy for some key change programmes, such as the introduction of the Euro.• My final year at Lloyds TSB focused on defining the communications strategy for the (proposed) takeover of Northern Rock by LTSB, and then the successful acquisition of HBOS by LTSB. • I was one a team of 4 people who defined and implemented the internal communications strategy for Day 1 of the new Group, delivering face-to-face briefings in 21 countries on that day.

Hereford, United Kingdom

• Manager of a small, but very profitable wholesale tour operating company selling hotel/bed space to UK and continental coach operators.

London, Bristol

• Responsible for the marketing and promotion of holidays and tourism to the Republic of Ireland as a key generator of income for the country during recessionary times. Promoted to Regional Manager for Midlands, South West and Wales.

2.1, Ba European Studies

Education record