Harry Webb Email and Phone Number

Leading a team of 20 colleagues that is responsible for the full operational running of Lloyds Banking Group's Finance Change Business (500 FTE / c£100m annual budget). Member of the Finance Change Leadership Team, actively contributing to the shaping and execution of the department's strategy including the implementation of agile delivery methodology and cadence.

Led team of 10 FTE to provide FBP and OD management services directly to Group CFO and Finance Operations Director on c£300m cost base and OD of c.3000 FTECustodian of Finance, Legal & Strategy OD - including control, compliance and analytical review of spans, layers, grade mix and vacancies Recruitment strategy lead for Finance, Legal & Strategy divisionLead on 5 year budget activities and divisional target setting for FTE Finance business partnering support to divisional finance teams Successfully rolled out SQL based FTE database to divisional finance teams - led to enhanced control, reporting and analytics of all FTE and OD metrics - and generated 30% headcount saving within 10 FTE team with increased capacity in remaining team to enable focus on value add activityDesigned and delivered Tableau dashboard reporting proof of concept

Hired to set up a Project Accounting function for the Finance Change business. Formed and developed a team of 10 colleagues.

- Finance Business Partner to a 400 staff technology department undergoing major transformation pre-RMG privatisation. Included provision of financial advice, performance management analysis and responding to ad-hoc requests from the CIO and Technology Directors- Presented Information Security and Group Technology Portfolio financial performance to the Group CIO on a monthly basis, with focus on delivery progress and risks and opportunities - Finance representative on major project steering boards. Included the presentation of project finances and making decision recommendations to project boards- Finance member on Technology Governance forum. Challenging the finances presented at gating and providing concurrence to proceed if the project scope is fit for purpose and financial risks are immaterial- Financial Controller for a flagship £88m SAP HR tool project which won a SAP industry delivery award- Reviewed project performance with Technology Project Managers, simplifying the translation of financial terminology for non-finance personnel- Attendee at the monthly IT Programme Board meeting as the Finance representative- Supported production and review of Technology Business Cases with Portfolio Directors ahead of submission for Board approvalAchievements:- Implemented SAP Project Systems for the Technology investment portfolio, providing enhanced financial control and structure for reporting- Implemented 3 way matching process for supplier invoice payments to increase financial control- Implemented earned value accrual process for Technology investment portfolio to enhance accuracy of Technology financial reporting

Responsibilities:- Production of full Management Accounts and Shareholder Reports for eight investment legal entities on an offshore Wind Farm, with committed capital spend of €2bn- Finance Business Partner to RWE Engineers, Quantity Surveyors and Project Managers, providing challenge to investment cost projections and supporting the identification and quantification of financial risks and opportunities with recommended mitigations- Main Finance contact at Shareholder review meetings and accounts review, acting as main contact for shareholder queries on accounting issues- Analysis and management of cost centre activity, and presenting reports to Head of Investment Finance and the Programme Director- Responsible for preparation and submission of quarterly VAT and CIS returns- Providing inputs for financial accounting function to enable preparation of annual statutory accounts- Continuously developing reconciliation and forecasting models for parent company guarantees- Preparation of balance sheet and project total reconciliationsKey achievements:- Improved processes for completion of monthly management accounts / shareholder reports for 8 legal entities as part of the €2bn Offshore Wind farm project- Re-structured the project Work Breakdown Structure (WBS) to tighten cost management processes and provide commercial insight to senior management- Developed management accounts with provision of insightful forward looking commentary and focus on risks, issues and opportunities for senior management intervention