Led and drove the transformation of the charity (£30M+ T/O) at a time of significant change due to the growing demands of the regulators. • Delivered a new operating model and internal governance structure.• Led and coached teams in operations, compliance, IT and product marketing, setting goals to deliver the organisation’s vision and objectives.• Introduced formal change management procedures that ensure business requirements are clearly defined and appropriate solutions delivered.• Developed strong relationships with key external partners in compliance, audit and legal, to ensure policies and procedures are designed and delivered to meet the requirements of the regulators.

Defined a business strategy and 3 year transformational change plan.• Defined and introduced a new operating model and governance structure to enable adherence to the Care Quality Commission (CQC) regulations.• Provided on going risk, regulation and general management expertise.

Successfully led the Global Transaction Banking proposition delivery of the new non-Ring fenced bank, in adherence to the Financial Services (Banking Reform) Act 2013.• A key senior business representative of the Lloyds Banking Group programme, performing the role of transactional banking design team lead, for the delivery of Lloyds Bank Corporate Markets plc (LBCM).• Defined the client proposition, end to end processes and perimeter rules that ensured adherence to the Ring fencing legislation.• Formulated the agreement detailing the supplier relationship between Lloyds Bank and LBCM. • Translated the complexity of Ring fencing into clear and understandable messages, delivering over 1000 hours of colleague training.• Led and mentored a team of full time and contracted resource to deliver the operating model.• Post live operation, undertook the role of LBCM business owner for transaction banking services delivered by Lloyds Bank.

Defined and delivered a conduct and culture strategy aligned to the Financial Conduct Authority (FCA) principles.• Built a high performing team and delivered a conduct programme to advanced FCA status, including conduct risk appetite metrics and product and sales governance and training. • Managed and advised on risks associated with product development and sales.• Pioneered the introduction of behavioural economics and delivered through the Chartered Banker Institute, professional standards accreditation for 450 staff. This enabled staff to gain a deeper insight and understanding into how clients react in a variety of financial situations and ensure our products reflected the potential conduct risks. • Conceived, designed and delivered a cultural change programme to 650 colleagues which delivered significant improvements in client experience and satisfaction e.g. new product ideas, process changes leading to faster decision making and recognising good colleague behaviour.

Designed and delivered a product and sales management methodology. • Defined a lifecycle for the management of products and sales and introduced processes and procedures that delivered consistency in approach and conduct compliance.• Built Intranet sites with supporting collateral and trained c 250 colleagues to ensure the delivery of a unified approach across the transaction banking business. • Introduced a product design governance framework and ensured all products were subject to continuous review, delivering the right solution for optimal client experience.• Responsible for the approval of all transformational and business change leading teams that delivered change projects e.g. business re-organisation and document management that generated process and cost efficiencies.

Strategic design lead for the transaction banking transformation programme (including digital, cash, trade and corporate card products) - part of the LloydsTSB and HBOS merger.• Defined the As Is and To Be target operating model (TOM) for the combined business. Approved all designs both for the TOM and the associated product and platform initiatives. • Defined the business architecture and a transaction banking proposition roadmap, including a new transformational digital channel.• Undertook research with clients and suppliers, detailed analysis of the market and built the strategic business case for transformational change, which gained Board approval and investment funding for a 3 year programme.

Led Digital Banking team in Corporate Transaction Services through its formative years.• Formulated and developed channel, identification management and migration strategies.• Introduced a digital capability for the launch of online banking for SME and corporate clients.• Delivered an Identity and Access Management system for a digital banking system. • Presented at industry bodies and to senior executives in the US and UK on digital banking and transformational change.• Initiated a research project to understand the Trade Finance marketplace and analysed clients’ needs. Formulated and implemented a strategy, operating model and management structure. • Formulated a business strategy and managed the transformation of service delivery for the Corporate and Institutional Banking department.• Led a team of 20 in the Chief Operating Office, managing core business operations, central budgeting, cost control, data security, business planning, internal audit, quality, project management, business continuity and facilities management. Negotiated contracts with key suppliers.