• Delivered a Training & Competency framework across the Servicing function enabling the measurement of staff’s competence to perform their role within a regulated environment.• Designed & implemented a series of key performance indicators, driving appropriate behaviours towards achieving stretching delinquency targets & internal service levels.• Identified, created & implemented a number of operational processes & procedures including return of surplus funds following account… Show more • Delivered a Training & Competency framework across the Servicing function enabling the measurement of staff’s competence to perform their role within a regulated environment.• Designed & implemented a series of key performance indicators, driving appropriate behaviours towards achieving stretching delinquency targets & internal service levels.• Identified, created & implemented a number of operational processes & procedures including return of surplus funds following account closure.• Re designed recruitment & selection process, including Team Leader assessment.• Managed staff issues, including absence & disciplinary processes, in accordance with appropriate HR policies & practices. Show less

• Operational & strategic management of the New Business department.• Managed a redundancy process identifying resource requirements & co-ordinated the information consultation process, where the end result reduced FTE from 50 to 6.• Liaised with external stakeholders including Financial Service Authority, Investors, Office of Fair Trading & CIFAS.• Re designed & fully documented all New Business processes & procedures identifying & delivering substantial efficiency gains.… Show more • Operational & strategic management of the New Business department.• Managed a redundancy process identifying resource requirements & co-ordinated the information consultation process, where the end result reduced FTE from 50 to 6.• Liaised with external stakeholders including Financial Service Authority, Investors, Office of Fair Trading & CIFAS.• Re designed & fully documented all New Business processes & procedures identifying & delivering substantial efficiency gains. Re-designed the Responsible Lending Policy. Show less

Head of New Lending – Mortgage Express (Bradford and Bingley)Mortgage Express was the Specialist Mortgage Lending Division of Bradford and Bingley, focusing on the intermediary market. In 2006 Mortgage Express lent £10 billion. The company won a number of awards including the Business Moneyfacts 2007 Best Overall Buy to Let Mortgage Provider and the Mortgage Strategy 2006 Technology Service Award.• Operational and strategic management of the New Lending Division (400 FTE)… Show more Head of New Lending – Mortgage Express (Bradford and Bingley)Mortgage Express was the Specialist Mortgage Lending Division of Bradford and Bingley, focusing on the intermediary market. In 2006 Mortgage Express lent £10 billion. The company won a number of awards including the Business Moneyfacts 2007 Best Overall Buy to Let Mortgage Provider and the Mortgage Strategy 2006 Technology Service Award.• Operational and strategic management of the New Lending Division (400 FTE), including 5 Senior Operation Managers and 22 Team Managers.• Led New Lending through a relocation project, including operational logistics, new infrastructure and a staff consultation process that resulted in 100% staff retention.• Managed New Lending through a business transformation programme that achieved productivity and efficiency gains of 20% over a 6 month period.• Appointed as a champion for the Bradford and Bingley’s culture and values initiative ‘Building a Better Future’, including identifying role model attitudes and behaviours, and implementing the programme throughout New Lending.• Made business lending underwriting decisions on outside criteria cases with a mandate of £1 million per mortgage loan.• Motivated, coached and developed leaders of tomorrow through inspirational leadership style and personal mentoring.• Created and delivered a Succession Plan for New Lending that identified key personnel and their development requirements.• Re-engineered processes to improve turnaround from 72 hours to same day service. Show less