Responsible for the delivery of two Commercial Banking redress projects to fix issues found and redress customers, in line with FCA commitments made, as part of an overall redress portfolio of a number of issues• Managed the process to diagnose and scope the two issues, through data analysis, identifying the population in scope and overall estimated redress costs, working with a sampling team to validate the datasets• Presented both issues to the Senior Risk governance groups gaining approval to accept into the redress portfolio• Developed and validated end to end plans for both issues, securing resource and identifying dependencies• Supported the development of an overall programme plan for the portfolio to identify pinchpoints with capability demand and supply to assess feasibility of meeting the committed dates and make appropriate priority calls

Supported a strategic project looking at acquisition opportunities and undertaking due diligence.Managed a workstream on a separate back book migration project to a new platform/entity assessing legal obligations and the potential need for a Part VII process with associated costings for the business caseDeveloped the end to end Business project plan for the back book migration aligning with the IT plan

Responsible for the delivery of the Part VII process to acquire Zurich’s UK workplace pensions and savings business, with £21bn of assets, in collaboration with the delivery team implementing the operating model to migrate the business at the Scheme Effective date;- Developed and agreed the implementation plan with Zurich, internal and external legal teams and the Regulators (PRA/FCA) ensuring the critical path and key dependencies were clearly understood, agreed and executed against- Managed the relationship with the appointed Independent Expert (Hymans Robertson) providing documents and continuous evidence to support their assessment of the transfer, ensuring no detrimental impact to customers’ security, benefits and service- Agreed the communication strategy with the Regulators, successfully influencing the outcome that no direct mailings were required to existing SWL customers, due to the minimal impact, saving £6m and safeguarding the timeline- Supported the production of materials to explain the rationale for a trading suspension period for the asset migration to mitigate the risk to inflight transactions, which was debated and approved by the IE, Regulators and Court- Oversight of numerous and varied customer communications developed and executed resulting in less than 0.01% of customer objections to the transfer and no negative comment in the press- Produced comprehensive Board Papers to update and seek approval for each step of the process before court papers were submitted to the Regulators and Courts for their review and approval - Managed the intensive feedback and Q&A process from the regulators, providing continuous updates on delivery confidence to implement the new systems required at the effective date and mitigate risk to customers. This required additional supplementary reports to Court to attest to do-ability and the contingency plan, and successfully gained the Regulatory support and Court approval required

Responsible for establishing a project operating model, in parallel to a feasibility study, to respond to a potential Wealth issue, impacting c16k customers, in partnership with a number of 3rd party suppliers; • Helped shape the project principles/policy decisions to define the scope and objectives • Developed processes and led the requirements, design and implementation of workflow & MI tools• Oversight of securing the impacted population and overlaying the archived historical data locations • Implemented a test operation (25 FTEs) and an independent QA function, to assess a selection of cases • Analysed the outcomes and assumptions with a view to scale up with a simplified operating model • Led the discovery phase to digitise archived historical data, engaging a 3rd party supplier to provide an online solution – proposal approved by LBG to proceed with the conversion, leaving a legacy for BAU • Executed decommissioning once decision taken to adopt a reactive approach and close the project, archiving all documentation and analysis undertaken leading to the decision

Responsible for the Operational mobilisation and delivery for a £250m Retail Rectification programme affecting 750k customers, through a team of 8 Project Managers and 10 Business Analysts;• Oversight of the outsourced Data team activity ensuring all customers in scope had the correct agreed treatment applied in the source system & mobilising into the operation • Responsible for issue of bulk mailings to customers, from data extraction process, development of letters through governance (including FCA sign off) and operational readiness, ensuring quality standards met • Oversight of the established Operation to ensure progress to plan & quality, identifying and implementing simplification opportunities to accelerate delivery and progressing policy decisions for complex cases• Led the set-up of 2 additional outsourced partner operations, to support the programme in meeting FCA commitments, ensuring an aligned customer experience and outcome met across all 3 operations • Decommissioned the outsourced operations, ensuring controlled handover of any incomplete cases back to the core operation and reconciliation of the close out position for each operation ahead of their exit • Shaped and executed the transition of the core operation to the end state Customer Service team

Led £5m product development project (Horizon), working with a number of 3rd party suppliers to develop and implement the End to End Operating Model required • Set up project and secured business Workstream leads, working with each to develop detailed workstream plans, including external vendors, setting consistent standards for progress reporting • Supported test team to establish clear strategy and plan to test the integrated operating model ensuring traceability back to requirements and design• Established and tracked the business readiness plan and criteria to ensure final approval steps could be met to launch the product to market• Led workshops to identify and monitor project and business risks to enable controls to be put in place ahead of handover to BAU • Improved the business project stage gate process to ensure business success criteria was proven at each point, from a business rationale, customer conduct and operational risk perspective• Supported development and roll out of PMO project processes and framework across the UK business

Project Manager on Project Rainbow (divesting bank).Responsible for establishing the work stream to rebrand all RBS collaterals in line with the new bank brand strategy. Oversight of completion of a master collateral inventory and sample gathering to scope the change required and track progress to delivery.Launched 'find and replace' process to project stakeholders to enable all RBS instances in items, letters, systems etc to be replaced with new bank instances.

Business Transformation Project in Property Services.Project managed communication work stream in lead up and through staff and supplier consultation period. Lead planning for change management required to transition teams to new operating model.

Worked within the Wealth and International Division, accountable for delivering a number of projects from initiation to implementation.Legacy Back Book Investment Advice Related project - Led £60m project to instigate review of 15,000 policies, including shaping the end to end solution.Developed case review principles and standards, in partnership with KPMG, for approval by the FSA Gathered business requirements to ensure that the KPMG built database would capture the results of the review and facilitate efficient operational management and accurate MI Designed, shaped and implemented a blended case review operating model Exceeded case review completion target by progressing complex case solutions alongside the review Exceeded quality targets set by KPMG, who provided independent oversight and QA Implemented an in-house developed access database to process the remediation in a bulk semi-automated approachOversaw end to end system, business acceptance testing and dress rehearsals performed, to ensure any issues were identified and fixed ahead of implementationDeveloped and implemented the Customer Communication Strategy, overseeing the development of a complex suite of letters, reviewed and signed off by cross site, cross division stakeholders Legacy Back Book Sales Advice Rectification - Led £0.5m project to review 400 policies, shape approach to remediate and execute payment of redress. Integration project – closure of a heritage sales channel - Established and led £0.5m project to close the channel and redeploy sales resource into other more profitable channels within the division.Shaped and implemented a temporary transition pool, to reassign valuable trained advisers to allow for the new model to be proven and proactively planned for attrition

HBOS provided Third Party Administration (TPA) to Equitable Life Assurance Society (ELAS). Led a team of 16 change specialists to deliver Regulatory and Strategic change into Customer Services (CS), ensuring operational readiness and business needs met.Shaped capability and standards, following system change cutbacks, requiring more creative but controlled process workarounds to be implementedBuilt strong relationship and trust directly with the client (ELAS) Performed a gap analysis of procedures to ensure regulatory Treating Customers Fairly (TCF) standards were inherent and could be evidenced to the FSA Produced end to end CS process maps to prepare for transition of service to an alternative supplier Provided strong leadership and support through periods of change and potential TUPE situation

Managed a core team of 10 analysts to deliver strategic, IT and regulatory change into CS for Halifax and Clerical Medical brands. Established a new cross site, cross brand change function providing frontline support to CS Shaped and implemented a robust performance management process for the team that encouraged self-driven performance management – a change in culture for the area at that timePerformance managed 30 change specialists (on an interim basis), ensuring all had a clearly defined performance agenda, to facilitate matrix management for cross site working Designed and delivered a robust end to end audit process at a time of intense scrutiny of business processes to ensure efficient management of audit actions and progress reporting Successfully implemented a number of different operational structures to Customer Services to react to changing business priorities and internal needs

Managed a payments team of approximately 100 colleagues, reducing backlog and maintaining a one day turnaround of client requests. Implemented shift patterns to increase service availability to meet business demand, managing the cultural shift for colleaguesShaped and executed leaner ways of working to support the significant increase in payment requests following the closure of ELAS, outsourcing simpler processes to a third party supplier