Sesame Bankhall Group (SBG): A subsidiary of Aviva, SBG provides sales and regulatory support to more than 10,000 financial advisers who deliver independent investment advice and write £45 billion of mortgages per annum. I joined as Chief Finance Officer at the shareholders’ behest to support, stabilise and restructure the business in the face of fierce regulatory pressure and FCA censure resulting from legacy mis-selling and ‘pay to play’ issues. I subsequently became Business Development Director with specific product portfolio responsibility.SUCCESSES: • Cut £17m (35%) from the expense base and recovered £5m from PI insurers • Won shareholder buy in to hold and grow strategy securing £35m new capital• Redesigned the Network business model delivering 50% cost savings• Aviva shareholder now considers SBG to be a strategic assetOther Achievements:• Ran the Finance function reporting to the Board & Shareholder with a £30m budget• Managed Operations, Change, People, IT and Product Development functions• Renewed the company’s protection panel delivering market leading provider terms and reduced ‘clawback’ risk • Delivered new procurement, product pricing, and fair-value governance processes• Lead the teams which recorded best-ever net promoter scores and staff engagement survey results• Chaired the incident management team through the COVID Pandemic

SUMMARY APPENDIX CHAIR, NON-EXECUTIVE, EXEC & REGULATORY ROLES 2014 to2021 CFO Business Development Director: SBG Exec and Exec Risk Commitees2014 to2021 Non-Executive Director: Sesame Bankhall Valuation Services Limited2014 to2020 CFO, Director: Sesame Bankhall Group Limited Board2014 to2020 CFO, Director: Sesame Limited, PMS Limited and Bankhall Limited Boards2017 to2019 Director: Sesame Services Limited (Regulated Entity)2017 to2019 Director: Premier Mortgage Services Limited (PMS) (Regulated Entity)2017 to2020 Director: Sesame Bankhall Loan Administration Limited (Regulated Entity) 2015 to2016 CF1 (AR) Director: Sesame General Insurance Services Limited2015 to2016/9 CF28 Systems & Controls: Bankhall Support Services Limited & Sesame Limited2020 to2021 SMF18 Other Responsibility: Sesame Limited 2017 to2019 Chair: SBG Supplier Management (Procurement) Forum2019 to2021 Chair: SBG Product & Pricing Committee2005 to 2012 Euromark Poland2007 to2009 Chair: Euromark Polska Supervisory Board2009 to2012 President: Euromark Polska Management Board1999 to2004 Aviva/Norwich Union/Sampo (Poland)1999 to2000 Project Director: NU Poland Life Project2000 to2001 Chair of the Management Board: NU Poland Life2002 to2003 Country Manager (Life, Pensions & GI): Sampo Poland1991 to1997 Royal Bank of Scotland (RBS)1991 to1996 Finance Director: Royal Bank Branch Banking Division (Retail Bank)1996 to1997 Chief Executive: Royal Bank Invoice Finance 1993 to1996 Chair: Royal Bank Invoice Finance 1993 to1997 Chair: Royal Bank Insurance Services 1993 to1997 Chair: Royal Bank Insurance Consultants 1993 to1997 Non-Exec Director: Royal Scottish Assurance 1993 to1997 Non-Exec Director: Roy-Scot Trust

I have a broad based business background beginning in Financial Management through Operational and Project Management roles into General Management. I have been Chairman, Non-Exec Director, Country Manager CEO and CFO. I have also lead teams which have purchased and sold businesses in the UK, Hong Kong & Poland. During this period I used this experience in a number of freelance strategy consultancy assignments in Poland.Achievements:• Developed a strategy for private healthcare insurance funding in the Polish market.• Facilitated CEE market entry of a smart building software business.• Delivered Private Equity Commercial Due Diligence, buy side, for the acquisition of Poland’s largest private healthcare service provider.

Joined Euromark – a Polish outdoor clothing/equipment provider - to steer the company through its IPO flotation then Chair the Supervisory and Management Boards to deliver the IPO prospectus commitments. Achievements:• Took Euromark to the Polish Stock Exchange, listing @ 15 * EBITDA;• Implemented retail strategy 2 outlets to 26; Improved sales by 110% Poland & CEE;• Carried out due diligence, purchased & integrated retail subsidiary.

Management Team Builder in an International Business Environment.I headed up Norwich Union’s entry into the Polish life assurance market in 1999. Prior to joining the EU Poland ran a one-year, pensions privatisation programme from which Norwich Union secured 12% market share and established a 4,000 strong direct salesforce. I lead the initiative to leverage this asset by establishing then running a life assurance business tailored to the country’s emerging economic markets. Both businesses were subsequently sold to Sampo of Finland who made the sale conditional on my agreement to join them to oversee the integration.SUCCESSES:• Set up a Life Assurance business from scratch, in 5 months, for Aviva in Poland• Sold the life and pre-existing pensions business at 5* cumulative investment after Norwich Union, General Accident, Commercial Union merger in the UK• Lead the Life, Pensions and General Insurance businesses for Sampo of Finland the new owner• Devised strategy and lined up acquisition target for Retail Bank market entry

Chairman of the business from 1994 and then Chief Executive from 1996 to 1998.Achievements:• Set new strategy for business-to-business sales;• Reduced Retail Bank Credit risk substituting unsecured loans with asset backed finance; • Improved income and profitability by 120% and 180% respectively in 3 years.Responsible for redefining the strategy in conjunction with the Parent Bank's Branch Banking Division to focus and manage client debtor risk with the best risk management expertise in RBIF.Improved income by 120% in 4 years and profits by 180% .... an almost 3 fold increase.

1991 to1997 Royal Bank of Scotland (RBS)1991 to1996 Finance Director: Royal Bank Branch Banking Division (Retail Bank)1996 to1997 Chief Executive: Royal Bank Invoice Finance 1993 to1996 Chair: Royal Bank Invoice Finance 1993 to1997 Chair: Royal Bank Insurance Services 1993 to1997 Chair: Royal Bank Insurance Consultants 1993 to1997 Non-Exec Director: Royal Scottish Assurance 1993 to1997 Non-Exec Director: Roy-Scot Trust 1992 to1996 Finance Project Sponsor: Change Management Group1993 to1996 BBD Executive Member: Credit Committee1994 to1996 BBD Representative: RBS Group Asset & Liability Committee (ALCO)1994 to1997 Committee Member: British Bankers Association (Bancassurance)1996 to1997 Council Member: Invoice Finance Trade Associations

I joined the Royal Bank of Scotland at the height of the 1991 economic crisis in the UK as the Finance lead of its change programme, focused on improving profitability in its Retail Bank (Branch Banking Division). Achievements:• Changed management’s profit focus from Branches to product ownership;• Increased Retail Bank income by 20%; decreased bad debts by 70% and increased profit by 300%• Reduced Retail bank credit risk, substituting unsecured loans with asset secured finance from Royal Bank Invoice finance and RoyScot Trust

Jim Kelly joined this business, the first real bancassurance business in the UK to establish and then run its Management Accounting, Board Reporting and then Stock Exchange & Statutory Accounting Reporting Requirements. His focus as defined by the Group Finance Director was to understand and then report on the real underlying financial dynamics of the various different businesses under the banner. "tell me which buttons I can push or levers I can pull to improve profitability"The business which was quoted separately on the London Stock Exchange was a merger between Abbey Life Assurance Company and Lloyds Bank who were a 60% shareholder in the entity having contributed its insurance businesses Black Horse Life, and Lloyds Bank Insurance Services as well as Lloyds Bowmaker its asset finance arm and Black Horse Agencies the estate agency business.Jim Kelly delivered the monthly Plc Board accounting pack and ran the Group Budgeting Processes as well as using his broader remit to identify profitability improvement opportunities across the Group of more than 15 million GBP per annum.Jim Kelly also performed the FD role for the start up of Ambassador Insurance which became the Lloyds Banking Group healthcare insurance arm. He managed it from a finance perspective from refinement of the original concept through the business planning and licencing approval stage to readiness to write business.

Jim Kelly's first responsibility at Chase in London was to use his manufacturing accounting experience to build Client, Product & Line of Business profitability analyses of Chase' businesses in London. The overall business was hugely profitable. The income sources were clear and the expenses were understood at cost centre level but not how they related to line of business or client or product activity. Jim Kelly built the bridge.Chase needed that to inform its investment and pricing decisions and to drive improved profitability.Having built these systems Chase asked him to run their budgeting and management reporting systems and processes.

Project Controller responsibility for the financial control, and management of the day on day progress of the installation of the hardware and software which delivered Nat West Bank's Network communication and control of its ATM platform throughout the UK.Responsibility for the management accounting and financial control of Racal-Milgo's manufacturing plants in Warrington and High Wycombe. Budgets, Standard Costing, Management Reporting, Variance Analysis, & Statutory Reporting.