• Led £20m Invoice Finance ART over the last 3 years, with the vision of creating a safe and secure technology estate, more unified to the Bank, that delivers a more dynamic and digital journey for our customers. Transitioned off an array of legacy, end-of-life applications, and infrastructure, alongside improving resilience.• As a certified SAFe 6 RTE, I acted as a servant leader, coaching and supporting all members of the ART. • Proactively led engagement with Product, Business and Design to define product vision, roadmap, and subsequent ART backlog. • Facilitated quarterly Planning Interval (PI) Planning events, with approx.100 colleagues located in different countries/ time zones. I worked with Product and Team Leads in advance to confirm prioritisation and prepare backlogs. These events gave visibility of interdependencies and sequencing between teams and built confidence in plan for building integrated solution in the next interval.• Facilitated weekly synchronisation meetings with SCRUM Masters, Business & Product leads. These meetings helped monitor progress against commitments from PI Planning, providing opportunity to raise blockers, and collectively resolve. • Led System Demos at end of each interval. Designed these to ensure they boosted collaboration between teams within the ART and acted as a showcase event for business and product leads.• Led Inspect & Adapt events at end of each interval. Created environment where team leads reflected on flow metrics, and proposed improvements to ways of working. My sharp focus on flow metrics led to a reduction in cycle time and increase in number of deployments. • Managed all ART Delivery risks, escalating as appropriate; represented MMG Technology at various Operational Risk Forums.• Led coordinated response to multiple cost challenges and introduced regular financial reviews leads across the ART.• Led planning activities with several internal and external delivery partners.

• Successfully managed one of the highest profile, complex Value Streams in the Bank. Value Stream automated the set-up and ongoing maintenance of standing orders for c.700k Government Scheme Covid loans, enabling NatWest to take repayments.• Embedded a culture of risk management, working tirelessly with Product, Business and Government representatives to anticipate, and mitigate concerns as early as possible.• Led collaboration with other streams within the Government Schemes ART to create single, data driven customer engagement strategy that included outbound comms, digital application, and automated set-up of standing orders. plan resulted in a positive experience for customers. • Embedded an operating model and supporting metrics, that gave stakeholders visibility of repayments made/missed each day. This included automated triggers into a missed repayment process, which remains in place today.

• Led the business design of a new multi-channel digital sales service for loans and overdrafts that enables customers to borrow up to £100k in under 30 minutes. This product was shortlisted for two awards at the 2017 Financial Services Technology Awards: Best Use of Technology in Customer Service; and Systems Integration Project of the Year. This design formed the basis for Business Banking Lending Journey (BBLJ) that’s live with customers today.• Led the design of a new Event Driven Review (EDR) process that will deliver an automated, proactive, risk-based approach to managing the credit risk of the customer portfolio. It will significantly reduce the levels of manual intervention and will realise a cost to serve benefit of 1.6m each year. This design formed the basis for EDR process that’s live with customers today.• Led the design of a new digital lending application service that with enable Relationship Managers to complete credit applications up to £30m alongside their customers in the client’s office. The product will integrate with CRM to deliver a seamless user experience and removes the need to re-key information across multiple systems.

• Delivered digital base rate lending workflow solution that standardised the sales process and policies for Relationship Managers and mitigated a number of conduct risks. The tool allowed Relationship Managers to produce options papers to share with customers and also automated the credit assessment element of the journey.• Delivered a LIBOR lending workflow solution with integration into the Frontline CRM solution. The process provided transparency and clarity regarding deal progression to staff and customers. Data accuracy significantly improved with a 60% reduction in the number of queries into the Service Centre.• Delivered a digital tool that enabled customers and staff to explore borrowing options suitable for a customer’s borrowing need. In addition to providing transparency for customers, the solution significantly mitigated the conduct risk of miss-selling products to customers.

• Led analysis and delivery of a 200k project to deliver automated 3rd party facility that enabled RBS Corporate Banking Division (CBD) to identify changes against Companies House data and identify any events that could lead to a customers AML risk rating increasing.• Led analysis and delivery of a 500k project that force re-issued c. 250k business debit cards to Corporate Banking Division (CBD) Customers planned to divest to Santander.

• Led project that resulted in the number of Operational Limitations (OLI) on the Midlands electricity network reducing by 47% in 7 months. The benefits of the project was that it supported business in maintaining a rigorous approach to safety management; created a focused delivery approach; supported network availability; reduced network risk; and delivered improvement to Customer Minutes Lost (CML) figures and consequently customer service. • Led change project that reduced planned CML’s per calendar month by c. 50%. Project significantly supported a turn around from potential £3million fine into a £4.5million Ofgem bonus within a 6 month period.

• Led a team of 20 consisting of team leaders, data technicians and operators and was responsible for all aspects of management such as coaching, recruitment, budgeting, training, planning and performance management.• Led a strategic stakeholder engagement initiative to raise department brand and achieved 100% asset records submission. Reduced and maintained outstanding records list from over 1000 projects several months old to within 15 day Service Level Agreement (SLA).• As part of a c. £8 million Data Improvement Project in AIM, I successfully led a Geographic Information System (GIS) recovery project consisting of retraining 22 operational staff and clearing over 2600 outstanding GIS updates. This was alongside ensuring the update of ‘business as usual’ (BAU) records within SLA.

• Provided supervision, training and development for a team of 10; contributed to the strategy and success of AIM.• Recruited, trained and led a specialist business readiness SAP project team responsible for clearing an extensive backlog of 1200 records. This was alongside ensuring the update of BAU records within SLA• Responsible for liaising with stakeholders to resolve any problems surrounding the asset data.

• Led user acceptance testing for new GIS system that was rolled out across Operations and Asset Management consisting of 1500 employees. Identified, developed and delivered GIS system training.• Developed and maintained appropriate training materials for strategic information systems. Included overviews, quick guides, session plans, training data, training presentations, training exercises and review forms as appropriate.