James Dellborg Email & Phone Number

Singapore

Singapore

Partnering with Private Banks in Asia to identify and implement solutions to problems.

Singapore

An expansive regional role in the senior management team of the residual business in Coutts Asia driving work to support the wind-down of Coutts branches in Singapore & Hong Kong. The role places (amongst others) specific emphasis on supporting the wind-down of client activities and accounts.

Singapore

A wide-ranging role focussed on the design, oversight and execution of strategic initiatives to support the growth of ANZ Private Bank in Asia. The role also includes people leadership responsibilities for the Data Analytics, Client Experience & Marketing enablement functions in Asia.

Singapore

An expansive role involving the design, implementation and leadership of a new client proposition for a group of clients delivered by two dedicated teams in Hong Kong and Singapore.

Singapore

A critical role in an ambitious region working in a high-profile and challenging stakeholder/client environment, this role involves working with the Head of Private Banking for South-East Asia in pursuit of the annualised and strategic objectives for Coutts in the region. The team's role is to provide an interface between the Market Heads within region and the Head of Private Banking.

London, United Kingdom

Supporting the Director of Group Services with the set-up of a new business unit through the creation of key governance, whilst overseeing business-as-usual operational performance across the unit, pre-empting and then managing issues through his top team before they arise. The role also involves leading certain projects on behalf of the Director.

London, United Kingdom

Key Responsibilities:Driving the development of a client-focussed culture within CBO.Reducing the volume of client complaints logged against Operations by Coutts clients.Improving the relationship that CBO held with all stakeholders but, in particular, Coutts UK.Eliminating waste and providing cost efficiencies by reducing re-work and improving quality.Key Successes:A reduction of 82% in complaints attributable to CBO between Jan 08 & Jul 09.An improvement in internal partner satisfaction scores of over 30% in 2008.The design and delivery of a cost action plan forecasted to deliver £3m of benefits in 09.The proposal and implementation of an initiative to change statement tariffs that generated a saving of over £250,000 for Coutts UK.The re-alignment of investigation work to the processing teams that ultimately resulted in the cessation of the Care Team.A reduction of 46% in banking-related complaints (where the unit source of error was not necessarily CBO) in 2009.Involvement in a wider UK Retail Ops event to harmonise complaint processes across the business. Represented RBSI & TPF as well as Coutts.

London, United Kingdom

Key Responsibilities:Delivering SLA performance on all Coutts client investigation cases attributable to Operations.Enhancing the Coutts client experience through the design and implementation of a feedback process that supported the prevention of recurring errors.Widening the capability within CBO to handle operational investigation cases.Key Successes:A reduction in outstanding investigation cases from over 1000 to fewer than 200.The development of people within the Care Team. During my time as team manager three members of staff were promoted into positions within Coutts UK, one was promoted into a team manager position within CBO and two more were considered FLP candidates.

Isle Of Man

Key Responsibilities:Ensuring that all payments received were processed within the required timescales.Maximising agility through the development of a volume forecasting model, whilst integrating it with data from the agreed operational performance analysis tool to understand flex capability.Minimising risk through focussed management of key payment risks.Key Successes:Successful cover of an Appointed B maternity leaver's position for nine months.Supported the implementation of a flex model within Payments that ensured key processing peaks were covered, whilst ensuring Payments regularly supported the wider Centre.Leadership of the Centre's charity workstream as part of Your Feedback in 2007 that saw the amount of money raised for charity doubled (vs. the 2006 total) in 4 months.Positive feedback following involvement in RBSI Talent Programme - one of only three Manufacturing nominees and the only Manufacturing nominee at Appointed A level.

Ba Hons, International Travel Management, 1:1

Achieved a 1:1 scoring the highest overall mark on graduation in my class. Completed a placement year with a US tour operator between.

Education record