Drove and managed the shift to Agile methodologies and ways of working across UBS's Internal Audit function, as well as the integration of Credits Suisse teams in the adoption of UBS approaches (c. 900).In so doing GIA audit teams now:- Provide earlier insight on audit findings to business stakeholders - Empower auditors to have greater impact through their delivery, with enhanced career opportunities - Maximize capacity and drive continual focus on the highest value activities- Optimize core delivery processes and ways of working- Coach and support leads (stream & crew) and teams on their transformation journey

I am a results-driven Process Excellence Lead with a strong record of streamlining operations, enhancing cross-functional collaboration, and driving sustainable, data-backed improvements. Through Lean, Agile, and continuous improvement methodologies, I help organizations optimize workflows, increase efficiency, and deliver measurable outcomes. My focus is on creating lasting improvements that empower teams and elevate customer experiences.Key Strengths: Process Optimization, Cross-functional Collaboration, Agile Transformation, Strategic Problem-solving, Lean Methodologies, Leadership Development, Change ManagementHR Recruitment (Front Runner Initiative)- Challenge: Fragmented UK recruitment process caused inconsistent candidate experiences, long lead times, and missed hires.- Action: Led a comprehensive redesign to align recruiters and support teams, fostering collaboration, streamlining communication, and addressing process bottlenecks early.- Results: Achieved reduced lead times and improved candidate experience through enhanced coordination.Shared Services Operations (Agile Transformation of Client Service)- Scope: Led agile transformation for a 360-member client service team focused on faster processes and issue resolution.- Action: Implemented same-day processing, a systematic complaints-resolution process, and regular feedback loops.- Impact: Reduced lead time from 4 days to same-day, cut complaints by 90%, and realized a 34% efficiency gain, allowing reinvestment in client experience.GO Automation (Agile@UBS Initiative)- Objective: Equip line managers with Agile skills to promote an agile mindset in Group Operations.- Action: Delivered Agile training to 1,000 line managers as part of Agile@UBS and the Line Manager Toolkit.- Impact: Drove a cultural shift towards agility, reinforcing leadership’s role in embedding Agile practices.

Directed a team of 5 Continuous Improvement (CI) coaches, supporting 25+ business teams across 6 functional lines within Group Operations. Focused on embedding and sustaining the PEX Ways of Working (WoW) methodologies to drive continuous improvement, efficiency, and operational effectiveness throughout the organization.Played a key role in the creation of the Global UBS Continuous Improvement function, establishing a scalable and repeatable CI model. Developed a robust coaching and support methodology, along with assessment measures that ensured consistent application and success of CI initiatives across.

• Led a Financial reporting cross-functional Value Stream Optimization (VSO) / End-to-End process modelling project across multiple locations, driving end-to-end operational efficiency.• Executed five intensive Lean transformation projects across 11 business lines, resulting in significant productivity gains and efficiency improvements.• Partnered with cross-functional teams to drive operational excellence and measurable results, enhancing service quality and achieving 20% efficiency.

Global Anti Money Laundering ProgrammeTarget Operating Model (TOM) development within the Organization and Culture workstream, aiming to align RBSG (Retail) AML policies with global standards. Focused on integrating compliance frameworks across the organization to ensure cohesive, effective anti-money laundering practices globally.

Migration manager responsibility for developing and managing the implementation schedule for the migration of circa 7500 high value loans and associated funding (£15bn) with the creation of a new BOIUK Bank. Achievements included:Successfully managed & coordinated the migration ensuring all deadline were achieved through the early identification & escalation of issues that would negatively impacted the conversionCreated and maintained a detailed implementation schedule off key migration activities through successful engagement with cross functional work stream groups (Finance, Legal, Treasury, IT, Corporate Banking) to facilitate the transfer of loans & associated funding between multiple IT platforms. This process was subsequently adopted by other working groups.

Reported to the Senior Project Manager and led the analysis and design of the bank’s core bookkeeping interface, successfully rolled out across BOI Group. Key achievements included: - Interface Design & Enhancements: Redesigned the Branch Desktop application, improving functionality across 35 screens and 400 fields, with enhancements delivered at no extra cost. - Technical Documentation: Collaborated with Group IT to create precise technical and functional specifications, ensuring accuracy and alignment with project scope and budget. - Risk & Compliance Review: Conducted a user access risk assessment, identified security gaps, and led a server control review across GB/NI networks, presenting findings for compliance audits. - Testing & Quality Assurance: Developed and executed comprehensive end-to-end test scripts, ensuring thorough defect resolution prior to sign-off and network rollout. - Training & Communication: Designed and delivered a training program and user manuals, training 60+ trainers to onboard 1,500 staff across GB and NI using PowerPoint and Visio.

Lead Data Analyst in the integration of the ERASE Anti Money Laundering system within BOI (GB/NI) to ensure that BOI is compliant with its commitments to SOCA, Inland Revenue & Department of Social Security. - Delivered analysis of the Joint Money Laundering Steering Groups (JMLSG) guidance notes to interpret how BOI must adhere.- Solely responsible for sourcing, collating and analysing circa 450 data sets from various information sources, jurisdictions and platforms to ensure compliance with JMLSG, HM Rev & Customs regulations. - Development of new business process to maximise data accuracy through engagement & agreement of business owners. - Built strong team relationships when working with 3rd party vendor (NetEconomy / fiserv.) and external consultants. - Conducting Fagan reviews of vendor Project Initiation & Technical documentation. - Compiled training materials & delivered training to the Anti Money Laundering unit.

Reporting to District / Branch Manager - I have extensive retail banking experience having worked at all levels up to acting branch manager level. Including responsibility for the day to day running of one of NI’s largest branches, ensuring that all security, lending, administration & compliance controls are adhered to by the circa 20 staff.