Ingrid Watson Email & Phone Number

Edinburgh, Scotland, Gb

London, England, Gb

Strategically aligned 3 complex areas of change to drive cohesive decision making, commerciality and more efficient delivery with a budget of £16.3m under regulatory scrutiny. Leadership of a team of Project Managers and overall headcount ~100FTE plus matrix management third party suppliers.Operational Resilience: Delivery of cyber security tooling and associated capabilities to maintain levels of security maturity against an ever-changing threat landscapeTechnical Debt: Remediation to address legacy technology including implementation of hardware, new software, migration and / or upgrade of applications, significant platform migrationContact Centre as a Service (CCaaS): Accountability for a programme of change to drive highquality customer outcomes aligned to Consumer Duty and support colleagues interacting withcustomers. Engaged with a strategic CCaaS provider and matrix management of professionalservices to deliver expertise during planning, deployment and operation of the solution.

London, England, Gb

Delivery of remediation change addressing technical debt through migration, upgrades, anddecommission to achieve significant risk reduction with a budget ~£12.3m

London, England, Gb

Leadership of a complex portfolio of change across the Group, supporting cyber security andoperational resilience, with a budget of ~£27m accelerating improvement in risk position andcompliance with Operational Resilience regulation. Achieved compliance through mappingof Important Business Services, ensuring Third Party Risk Management, Cyber Security &Vulnerability Management, Incident Management, establishment of a Security OperationsCentre (SOC) function including managed Service provision. Introduction of tooling andsoftware to ensure remained within Risk appetite. Portfolio subject to significant externalscrutiny from the regulator through Financial Conduct Authority (FCA) cyber assessment(CBEST); and independent consultancy assurance assessment sponsored by second line risk – all praised my delivery approach, and achievements

London, England, Gb

Accountability for a Change Programme exploiting innovative technology on which to build longer lasting strategic change. This included leveraging Robotic Process Automation (RPA), attended robots, digital solutions and improved simplified ways of working with insight from across financial services to ensure introduction of future fit capabilities - working with external third parties to leverage necessary skills and appropriate tooling.

Fenchurch Street, England, Gb

Troubleshooting activity across 2 specific strategic change programmes:- Ways of working with a new Strategic Partner (TCS / Diligenta) to ensure complex business digital transformation plans; and customer proposition changes were set-up for success.- Strategic Property Strategy – assessment of the programme to ensure sufficient planning, change discipline and business involvement to facilitate a significant change in property footprint.

Fenchurch Street, England, Gb

Development and effective management of the organisation strategic change agenda and change portfolio, assessing the holistic impact; with particular focus on the risk and regulatory change landscape and customer impact within an overall budget of ~£32mProgramme Director accountability across a significant portfolio of risk and regulatory change.Key delivery highlights:- Change Director for General Data Protection Regulation (GDPR) delivering significant changes to meet organisational compliance- Implementation of the requirements for Packaged Retail Insurance-based Investment Products (PRIIPS) Regulation; Key Information Documents (KIDs); and Markets in Financial Instruments Directive (MiFID II); Insurance Distribution Directive (IDD); and changes to bring greater transparency to costs of investment products.

Gogarburn, Gb

Refreshed and redefined a significant programme of business change and technical solution activity within an overall budget of £13m, contributing to the RBS divestment strategy

Gogarburn, Gb

Ownership of a cultural transformational change programme to redefine and strengthen business strategy to focus on people development and leadership for the global business including India, Poland and the USA. Worked across the business and HR functions accountable for a budget of £4.2m and 43 FTE

Gogarburn, Gb

Collaboratively worked and influenced across the leadership team to design, implement and mobilise a sustainable Continuous Improvement operating model supporting the global Operations (~9000 people) strategic and operational needs. Provided leadership to a Lean Six Sigma team of managers across the UK, driving implementation of customer improvement activities across complex operational processes and procedures

Gogarburn, Gb

Programme managed across 8000 FTE with investment of £15m the design and delivery of the cross divisional complaints handling programme (regulatory change), following external direction from the Financial Conduct Authority (FCA), to mitigate regulatory risk of financial sanctions

Gogarburn, Gb

Led delivery of a complex people / business restructuring programme to achieve significant cost reduction through streamlined organisational design resulting in improved management effectiveness and efficiencies

Gogarburn, Gb

Ownership of full product end to end mortgage lifecycle service / customer experience. Operational management of c400 people, with key deliverables including resolution of significant customer complaint, compliance and risk issues as cited by the Irish Regulator

Gogarburn, Gb

Managed the office, and led a number of key customer and people improvement priorities reporting directly to the Managing Director

Gogarburn, Gb

Previous wide-ranging experience gained across a variety of roles including:Centre Manager - Manager of an internal support desk of 140 people, during the integration of NatWest onto RBS platforms to enable a 100% increase in call volumes, recruiting a 40% increase in resource and developing / implementing associated training plansCultural transformation within Technology Services - design and implementation, through a team of senior managers, a programme of activity to drive cultural transformation across 3,000 peopleRegional Risk Manager - implementation of risk processes and proceduresGroup Security & Fraud / Risk Management - implementation of improvements across a number of processes to close exposure to external and internal financial crime