The primary objective of this role is to transition the Billing and Collection of Non –Domestic water charges from Local Authorities to Irish WaterAchievements to Date in this role include:•Leading a team and ensuring the build of a technical and governance structure to ensure that data is securely and accurately transitioned to Irish Water to enable the company to Bill Customers•Representing the business teams in negotiations with technology stream as regards the scope of the project for release.•Leading meetings with relevant stakeholders to ensure that the deliverables of the project can be met•Developing processes and controls to ensure Irish Water will be in a position to function as end to end utility based on data received•Presenting regularly on progress to date, identifying risks and ensuring risk register is kept up to date

This role involved the establishment of a Data and Customer Strategy Management function within a start up UtilityKey achievements include:•Managing the Data work stream to enable Irish Water to develop the capability to reach out to its customer base•Designed and implemented a process of data quality measurement and improvement•Design and Review of processes and work instructions for both Irish Water and the contact centre•Represented customer department in all discussions with IT Department as regards new requirements for changes required to meet changes in legislation and customer behaviours –•Managed the development of the Data Management and User Access Procedures•Designed a dashboard to measure all KPI’s and channel mixes for the Validation and Application for allowances campaign•Built a quality assurance review and reporting structure for all data related activities in the contact centre

My role involved the management of the Lending Services Teams, Middle Office for the North American based Lending Teams, Limits Team, Data Integrity Team and Reporting TeamNotable achievements in my performance of the duties of the role included:•Staff Management: I successfully managed a department through time of unprecedented change whilst ensuring quality of output has increased.•I ensured the teams were properly resourced and the daily workload was managed by the team members. Successfully managed the recruitment of contract staff for an internal project.•I ensured excellent customer service was maintained by the team members: Department was continually recognised for the quality, accuracy and consistency of output. I successfully integrated former INBS staff into the department and took on the work of satellite offices. •I had responsibility to ensure all processes and procedures are documented and adhered to. I received positive reports from Internal Audit as to the quality and adherence to procedures. No major issues highlighted in 14 separate external audits during 3 years of major change•Assessment and continuing improvement of processes and controls within lending operations to maximise efficiency and improve level of quality. I continuously reviewed and challenged processes to gain efficiencies.•I was a Member of the Group Reporting Steering Committee: Responsible for reviewing and challenging proposals.

I was a member of the Lending Business team which was responsible for delivery of the largest project ever in Bank a replacement of the banking system with Temenos Banking System (T24). Notable achievements include•Temenos Banking system migration. Took ownership and managed the migration of old banking system to temenos for both UK and Ireland. This involved developing of mapping tables, managing of data clean-up teams in two different jurisdictions and development of a reconciliation model. .•Temenos Banking System Development: Ownership of various developments from initial request to final development. Role involved liaising with the business teams to ensure full understanding of requirements, writing of functional specifications, liaison with numerous technical teams and project managers to make the business case for development.•Temenos Banking System UAT Managed the Lending testing phase a role that also included the writing and execution of test cases and also review of test cases to ensure sufficient coverage. I also provided business knowledge and wrote specifications to develop an automated smoke test system for the bank.•NAMA Transfer Process: I designed the process for IBRC to successfully transfer Loan Assets to NAMA.I also designed the NAMA working model and SLA’s for Lending Operations. •Management of the BI Reporting Requirements for Lending Department: I used my negotiation skills in consulting with business leaders representing Risk, Lending and Operations to compile business requirements and obtain sign-off for reporting proposals. I coordinated external contractors to develop and successfully deliver reporting suite based on my requirements. Due to my success in this role I was invited to join the Group BI Steering Committee

The role involved general reporting duties as well as ad hoc projects

I was given the opportunity to work in a variety of roles and take on numerous challenges whilst working in KBC Bank Ireland. Roles wereJan 2003- September 2004 Risk ManagementJan 2000- Dec 2003 Group Financial Control (Project Accountant and also Regulatory Reporting)September 1998 to Jan 2000 Client Services KBC Bank

Jan 1996 to March 1997 Bank Official Wood Green BranchMarch 1997 to Sept 1998 Bank Official Corporate Banking Old Jewry