• Leader of extensive functional team (solutions, customer support, portfolio management, delivery, data, and transformation) in multiple regions.• Reorganisation and restructure of global solutioning, delivery, PMO and transformation teams.• Successful onboarding of outsourced global call centres in 3 regions with multi languages capabilities.• Ownership of ongoing feature delivery and operations for our multi-million strong global customer base across 5 apps, 4 websites and customer support portals.

• Transformed and built a cross-functional team from 5 to 25 members (product, operations, customer support, project management, IT).• Led the team through multiple platform API integrations thereby enhancing the product ecosystem and network set available to Dragonpass clients.• Ownership of key Dragonpass access management and aggregation initiatives for global lounge and fast track products.• Ownership and delivery of 2 apps & 2 websites and customer support platform to service new clients across the UK, Europe, Canada, and APAC.• Key product and solution lead in deal team for RFP wins and successful delivery across South America and Asia.

• Review and migration of bespoke development to scalable solutions which increased team efficiencies and prepared Dragonpass for the next stage of growth.• Key product and solution lead in deal team for RFP wins and successful delivery of 3 app & web platforms, and payment entry platform to service new clients solutions (Canada, Europe, Russia, Middle East, and Africa). • Successful delivery of multiple large app enhancements in North & South America.• Complete rebuild of key operations areas: (1) Security, controls and governance team. Focus on security scans, pen test, GDPR, security & data documentation and general pragmatic implementation; (2) Customer support team and processes to facilitate the monthly ticket growth which included the implementation of a ticketing systems, agent performance management and overall function management; (3) PMO function to cater for major simultaneous projects. Done through changes in project management tools, prioritization structures, and client management.

• Constructed target-operating model for project delivery, delivery processes and general optimization. Focus in operations, product, sales, finance and platform with adoption in all app and web delivery. • Rebuild of financial analysis and margin management processes for global commercial deal and cost analysis.• Key commercial lead in deal team for business wins in Russia, Middle East and Africa.

• 183% YoY banking & remittance sector growth (in under two years) driven through sales targeting, planning, tracking and cross selling to existing clients. Deals signed to secure further sector growth of 139% over the coming year.• Responsible for sale, build and release of the highest income earning financial services rewards app at wiGroup (now Yoyo). • Drove the identification and construction of new applications of the wiGroup technology to open new areas for business

• Owned the first open banking 3rd party API platform in Africa and directed the delivery of 12 banking API’s and 1 SME app.• Successful approval of API and app release across 3 gate levels and 28 different departments as part of governance approvals.• Facilitated partnership and business development in the go-to market strategy, commercialisation and 3rd party consumption of core and non-core banking API’s on the platform. • Product management of program timelines, risk log resolution and funding.

• Constructed propositions to inform the direction of business banking with relation to a number of components such as product, value adds, processing, relationship model, channel, pricing, credit, communications and marketing. • These value propositions catered across sectors, customer subsets and specific tactical areas which required a customer led focus to proper solutioning• Worked with a wide array of stakeholders to drive increased customer centricity across their respective businesses

Selected as 1 of 6 for the Barclays Global Leadership Development Programme across 35 000 employees in 12 countries in Africa.The FLDP is a two year accelerated leadership program. The program consists of 4 six month global rotations across the Barclays PLC. The 1st rotation was at Barclays UK (London) in the Customer Experience and Product and Segments Strategy team. The 2nd rotation was at the National Bank of Commerce Tanzania (Dar es Salaam) in the office of the COO. The 3rd rotation was at Barclays Ghana (Accra) in the Business Banking Relationship Team. The 4th and final rotation was at Barclays Africa in South Africa (JHB) in the Regional Global Development Organisation team.

• Contributed to the roll-out of Africa GDO Strategy and driving business development with new and existing customers across a range of accounts and opportunities.• Worked with Africa Head of GDOs and Global Relationship Directors (GRDs) in Europe and North America to leverage headquarter relationships to drive business development in Africa and, vice versa, to promote domestic Africa opportunities at a global level thereby driving pan-African opportunities • Supported the Africa Head of GDOs to help drive the follow-up of opportunities identified through to execution, as well to align internal processes and standards across markets• Supported in-country Relationships Managers (RMs) with client opportunities and challenges.• Assisted GRDs, Africa Head and RMs in business & client planning, customer acquisition and coverage strategy• Monitored and tracked client opportunities and accounts, developing a knowledge of the African business being conducted with these clients and maintaining an accurate database and pipeline • Supported cross-segment collaboration with Global Corporates’ MNC business and cross- cluster collaboration with Citizenship, Business Banking and Retail

Sales, Service and Business Management: • Strong focus on acquisition and retention of customer portfolio through leading deal teams and customer service Conducted periodic reviews of customers with borrowing and non-borrowing facilities.  Drove key customer messages, e.g. agreed service standards, negotiated pricing, relationship team contact points and new product changes, deciding upon the most appropriate communication method. • Constructed risk and credit assessments, through multiple presentations and negotiations • Control quality of the portfolio using available triggers and adherence to risk management guidelines and policies.Strategy• Negotiated, constructed and implemented Ghana business banking strategy• Strategy presented at and accepted by country management committee• Key initiative work streams kicked off and was in the process if being implemented Analytics• Constructed RM management tools, including MI analysis

Key role in the formulation of a Pricing function for NBC bank:• Presented and gained EXCO approval for the function.• Established a pricing/tariff review process.• Key driver behind successful tariff review (June 2013).• Transformed and constructed market and competitor analytics.• Built global best practice pricing analytics aimed at providing bottom line implications from pricing decisions and customer behaviour forecasts for business.• Implemented governance processes together with Risk, Compliance and Audit aimed at sustainability and excellence.• Proposed and implemented a structure and subsequently managed the new team.• Set up a council and committee which brought together managers and executives, respectively, from multiple areas within NBC for pricing alignment and decision making.• Implemented branch education program.• Key driver in revenue leakage reductions through process and systems improvement and operational efficiency analysis.

Key lead in a top transactional council current account retention initiative for Barclays Retail, which entailed: • Project managed the initiative from stakeholder management within multiple forums to deck construction and overall critiquing. • Assisted in data analytics in order to understand reasons, trends and types of attrition. • Helped to define the retention strategy based on the above conclusions. • Assisted in building the Target Operating Model as well as Management Information definition and requirements (CRM). • Completed several Governance and Compliance requirements for implementation.Otherwise dealing with multiple ad hoc requests aimed mainly at competitor; product; intermediary and tablet & mobile app application analysis and/or comparisons.

• Assisted in the construction of a new ROEC model for overdrafts.• Developed a 3 year forecasting model that gave granular insight into customer responses and behaviours with regard to interest rates, Medium Term Planning & Short Term Planning forecasts, and interest rate optimization & customer sensitivities. • Completed monthly audit reports on product pricing and performance.• Drove and constructed multiple macroeconomics and consumer market demands and trends analytics.• Constructed and developed product campaign analytics.In the final months I became the Acting Head of Interest Income, and consulted across multiple business units as a result. This included the formulation and analytics of a multi-million rand product campaigns, chairing the retail interest forum, advising on new product interest rates, front line operational assistance, and escalated specialist customer queries.

The AGDP is a 12 month graduate development program for Absa, aimed at a successful integration into the business environment. It consisted of a number of soft skills training courses, guest speakers, panel debates, self-study modules, business report writing and presentations as well as personal performance coaches.

Lectured 1st year, 3rd year and part time students in: • Macro and Microeconomics (1st Years).• International Finance techniques and strategies (3rd Years and Part Time).• Capital Structure looking at debt equity mixes, company governance structures and deep dives into both debt and equity (3rd Years and Part Time).