Client groups include: CEO's Office, CFO's Office, HR Directorate, IT Directorate, Quality Directorate.

Client Groups: Stress Testing, COO, Financial Reporting, Financial Accounting, CAO, Regulatory Reporting, Operational Accounting, CFOKey responsibilities• Overall Finance Function objective – reduce finance costs by one third over 3 years• Drive finance transformation programme and related workstream plans along with strategic people agenda• Support and embed change to realise improved performance delivery• Provide coaching and feedback to colleagues in a way that supports effective behavioural and business changeAchievements• Achieved reduction target by December 2017• Successfully delivered organisational and cultural change programmes including redundancy, relocation and retraining alongside business as usual• Worked collaboratively with local and global workstreams and stakeholders to assess future operational needs and devise change initiatives to meet these plans

Client Groups: Governor of the Bank of England’s Office, CEO’s Office, Legal Directorates, General Counsel Directorate, Policy Directorate, UK and International Banks Supervision, Communications Directorate, Conduct Policy Division, HR Directorate, Internal Audit Directorate, Property, Procurement and Security Division, Banking, Insurance and Intermediaries Divisions, Supervisory Oversight Function, Risk Division.Key Responsibilities• Supporting and implementing the organisational design for the closure of the Financial Services Authority (FSA) and subsequent moves to the Prudential Regulation Authority (PRA) and Financial Conduct Authority (FCA)• Developing, supporting and implementing organisational design across the Central Services function at the Bank of England reviewing efficiency and costs• Implementation of a new pay and grading structure to support the future organisational model of the Bank of England• Supporting the introduction of new terms and conditions of employment across the Bank of England• Responsible for partnering divisions across the PRA and Bank of England to achieve organisational goals through the development, implementation and measurement of the HR Business Plan.Achievements• Successful closure of the FSA and subsequent move of the PRA to the Bank of England within headcount, budget and deadline, this equated to circa 1250 staff• A reduction in spend across the Central Services function equating to £1.25 million• A new pay and grading structure implemented across the Bank of England and PRA aligning roles and pay to reflect the needs of the future organisation• New terms and conditions of employment currently under consultation with staff and the union across the bank.

TUPE to Bank of England on 1 April 2013 - see Bank of England for responsibilities and achievements

Client Groups: Retail Banking, Financial Services.Key Responsibilities• Negotiating and working in partnership with directors and senior managers to achieve organisational goals through the development, implementation, and measurement of the HR Business Plan in both Retail Banking and Financial Services Directorates• Improving staff efficiencies through organisational change• Project lead for employee engagement for the Financial Services Division• Responsible for the Senior Talent Management Programme in the London and South East Division.Achievements• Implementation of a revised Financial Planning Division, with reduced costs and larger profit, including the sourcing, and redeployment of colleagues. Compliance with the requirements of the external Financial Services Authority also met. This was achieved within 6 months resulting in cost savings of £500,000• An 8% increase in the completion of the Employee Opinion Survey led to a more comprehensive analysis of the scores, as a result leadership talent programmes were introduced, which in turn improved employee advocacy and knowledge• Designed and delivered a bespoke senior talent management programme which improved employee advocacy and provided a talent pipeline for future senior manager roles. This ultimately led to a 7% reduction in management turnover and talent drain, it also led to reduced recruitment costs and operational impact.