Deliver business manager support to the Wealth Product business encompassing CIO, Portfolio Management, Funds, 3rd party Investments and Shareplans. Own budgeting and associated reporting as well as driving cost discipline through supplier management and cost reviews. Manage and support governance fora across Wealth Products business.

Managed and shaped all aspects of Leadership teams agenda, communications, strategy and target operating model. Supported business head in interaction with all stakeholders and deputized as required. Owned business commercial forecasting and review

• Led and implemented Barclays Group Client Revenue and RWA tool (tactical phase), the purpose of which was to provide a single source of firm-wide revenue and RWA usage per client over 36 month period. Required setting standards, frameworks, and building data and hardware infrastructure to deliver solution. Stakeholder management was very high on the agenda;• Managed the Central BP&A governance document for the May 8th Strategic Review announcement; • Co-ordinated delivery of the July Restatement document for BP&A across numerous stakeholders groups;• Leading transition of the Balanced Scorecard from the Strategy group into BP&A, implementing new IT solution and robust governance structure;• Worked on adhoc projects around BP&A Org Design and other requests;• Successfully delivered the Group Balanced Scorecard for 2014 to all required parties (internal and external).

• Initially responsible for RSG (Risk Solutions Group) managing a team of 5 (onshore and offshore) supporting c30 stakeholders ranging from COO’s, Business and team heads;• Responsible for re-engineering RSG reporting suite through introduction of “one touch” reporting resulting in significant time savings for team;• Partnered with business IT to ensure technology developed for reporting suit met Finance’s purposes; • Drove “maturing” of off-shore roles away from report production (possible following introduction of “one touch” reporting) enabling team to focus on value added tasks;• Oversaw the implementation and processing of the different revenue ETA’s (Economic Transfer Agreements) between the IB and other clusters, partnering with business IT to ensure systems, where capable, were up to date with new requirements;• Remit extended to cover entire IBD team of c15+ new key stakeholders 6 new COO’s, additional responsibilities included larger team (4), EMEA client coverage reporting and M&A revenue booking oversight.• Through improvements to reporting and efficiencies achieved the team has become the first contact for all business reporting requirements, previously this was managed by in-house by the COO’s.

Investment Banking, EMEA Planning and Analysis lead managing team of 5 (on/offshore).• Responsible for managing the planning and forecasting cycles for the EMEA IBD business;• Preparing and presenting clear concise daily and monthly commentary on client revenue, product revenue and expenses;• Providing weekly revenue forecasts including detailed variance analysis to business and senior management;• Managing and driving deep dives into revenue and expense streams;• Main stakeholders were EMEA wide business mangers, EMEA business heads, Global CFO for business and Central Finance team (over 25 points of contact);• Off shored EMEA IB Product Control function out of team.

• Responsible for reviewing daily reconciliations between the front office systems and general ledger, escalating/resolving any breaks around the Cash Equities business;• Ensuring accurate revenue reporting for EMEA Equities Group (approx. $1bn annually) by creating and managing the month end revenue reporting process;• Ensuring the revenue share agreements between EMEA Equities and other lines of business are correctly applied and are accurate; (partnering with UK Tax and other LOB controllers);• Main stakeholders were middle office, back office and planning & analysis leads.

NBIA department is a central team in the Investment Bank who partner closely with the various businesses and functions, team is responsible for supporting the business to launch new products guiding them through risk and control framework .• Responsible for developing NBIA training sessions for all Investment Bank businesses to ensure understanding and compliance with NBIA policy both locally in EMEA and in New York;• Managing a team of 2 remotely (one based in New York one in Bangalore);• Provided training to other NBIA team members to ensure they were also able to train business leads;• Partnered with business IT to build NBIA technology solution to track and maintain record of all NBIA’s, building enhancements as required;• Role enabled me to develop understanding of many systems within the bank from both an operational as well as reporting aspects; gave me the opportunity to supervise introduction of several new products for the company; and also enabled me to build strong relationships with business leads particularly within Emerging Markets, Futures & Options and certain Equity departments.

Planning & Analysis ( Feb 2002 – May 2006) - AssociateJan 2004 – May 2006• Following merger integration project assumed additional responsibility for UK Finance and EMEA Finance (in addition to 3 original groups);• Responsible for planning forecasting and MIS, building out robust governance structure previously introduced for Corporate Business Services;• Partnering with 17 different, non-UK, groups and coordinating the collection of various data requests within reporting deadlines;• Remit extended to include Investment Bank CFO , newly formed area in the Bank (effectively now covering a 2 person role);• Build strong business case to hire additional headcount to support expanded businesses groups on ongoing basis. Developed and implemented training plan to split role.Jun 2003 – Dec 2003 • Worked on merger integration project (JPMorgan Chase / BankOne) as well as take-down projects of the respective groups within business which entailed splitting budgets, liaising with numerous EMEA and America colleagues and maintaining buy-in of people while they were being put at risk.Feb 2002 – Jun 2003 • Started at JPMorgan Chase as the Finance Officer for Procurement, Corporate Managed Services and Accounts Payable.• Solely responsible for planning, forecasting, monthly results and commentary and other ad-hoc management information for the 3 areas within the division termed Corporate Business Services – EMEA;• Partnered with business heads tailoring information to suit their individual needs and varying levels of accounting knowledge;• Built new governance structure (previously not in place) to provide business heads with financial information and commentary for monthly business reviews;• Upgraded existing Fixed Assets substantiation process to a more robust process by automating it via IT and putting in place controls around asset ownership.

Helped to prepare the financial statements for numerous Axa UK entities which were then submitted to the HO in France as well as being lodged with UK Companies house. Work entailed needing to co-ordinate information flows from different departments within AXA and have numerous meetings with the auditors, tax team and relevant finance personnel in order to get the statements signed off internally. It also meant need to learn about the insurance business and how revenues are recognised and contra's where appropriate.

Article period spent at Greenwoods. A medium size accounting firm offering accountinng/auditing/tax planning and business management solutions to clients. Work at Greenwoods ranged from doing the bookkeeping for clients to auditing companies detouring through tax planning, tax preparation and financial statement preparation.Tenure at Greenwoods was educational and, since we got clients given to us at an early stage, meant that I had to learn quickly how to determine what the client's needs were and provide it to them in a quick and succint manner.