Leading the business operations, designing, directing and delivering strategic business transformation to enable substantial balance sheet growth

Providing advisory and other services to Alba Partners, including leading the development of market-responsive propositions, providing expert insights and thought leadership, contributing to the knowledge base and strategic direction of the business, communicating industry trends, regulatory changes and market dynamics.

Designing and implementing a banking framework, to help Lintel achieve their banking license and operate in their UK regulated target markets.

Founding a new UK independent bank. Raising capital, writing the regulatory business plan, strategically recruiting, designing, and directing the programme, designing and implementing the organisational design & operating model, delivering a public cloud hosted core banking and ancillary systems architecture, achieving a banking licence, transitioning from start up to scale up, becoming the first bank in Scotland to be exclusively focussed on businesses. Directly accountable for internal operations & technology of the bank including operational resilience, outsourcing, procurement & supplier management, incident management, business continuity, all organisational first line controls, change management, corporate communications, marketing, brand, customer interactions, deposits, property. Achievements• Successful demonstration of personal capability to become an ‘approved person’ (SMF24) under the SMCR framework, executing regulatory accountabilities• Owned, designed, directed, and delivered the internal operations and technology of Alba Bank, with accountability for the operational continuity, resilience and all first line controls in the organisation.• Owned delivery of grant funding opportunities and subsequently being awarded substantial sums• Implemented the governance framework for the delivering the bank programme. • Delivered all business operational processes including customer journeys.• Implemented the externally supplied core banking and ancillary systems. • Designed and delivered the business operating model.• Drafted and executed the strategy for marketing / communications / PR / brand / website.• Designed and delivered the property strategy and managed commercial property contracts.• Designed and delivered organisational design, recruitment phasing, roles, and responsibilities.• Identified and implemented strategic changes where benefits determined.• Provided and presented to Board and committees as required with reports and papers.

Leading Change Delivery

Direct and deliver the solvent operational wind-down of the bank (reporting to the CEO & Board)• Defined, directed, and implement customer journeys & customer treatment strategies. • Shape and execute communication plans to support effective journey delivery.• Assured operational readiness for each stage in the wind-down plan. • Successful closure of Branches & Contact Centre• Defined, directed, and delivered post wind-up data storage (virtual / physical) solutions.• Defined and directed the business transitional state operating models and organisational design.• Defined, directed, and delivered a migration of the residual deposit and current account balances.• Represented ASB with the PRA & FCA• Articulated successful progress updates to ASB Board and Trustees• Defined the strategy and scope for residual business assets, including liquidation where relevant. • Successfully migrated unsecured lending book to third party lender

The owner for all retail processes, directing and controlling geographically remote teams to deliver transformational change across Digital, Branch, Telephony & Operations to realise group benefits; other numerous customer facing, change & operational leadership Positions across Lloyds Banking Group including Retail, Commercial, Digital, Share-dealing & Distribution• Defined the delivery strategy and change team operating model ensuring alignment to group objectives to determine the scope of the programme.• Identified sub-optimal controls / processes and prioritised proposals according to cost / benefit. • Directed the successful implementation of 150+ individual work-streams. • Created C.4000 FTE (£100m) operational capacity through multiple programme deliverables.• Migrated significant customer demand to self-serve channels & call centre integration.• Implemented a new customer verification model Increasing customer first time verification by 15%. Improving customer service by 17%, reducing customer demand by 500k annually• Directed the teams managing the projects / programmes to drive Lloyds Banking Group to number 2 from 6 for first contact resolution. Increased customer service scores (NPS) by 20%• Transformed customer charges relating to agreed and un-authorised overdrafts. • Delivered transformations to assure fair, ethical, and supportive outcomes for all customers.• Transformed complaints to less than 1 per 1k customer transactions (20k pa reduction)