Reporting to the Advisory Segment & Group COO. Accountable for: Group-wide Programme to deliver efficiency (cost) and effectiveness (revenue) savings through optimised Insurance Broking processes, automation, digital, data and operational sourcing opportunities. Creation of UK Operational Service Centre Joint Venture (JV)Group, Segment and Divisional C-Suite engagement; Third Party strategic partner relationship management; Programme Management; People Leadership… Show more Reporting to the Advisory Segment & Group COO. Accountable for: Group-wide Programme to deliver efficiency (cost) and effectiveness (revenue) savings through optimised Insurance Broking processes, automation, digital, data and operational sourcing opportunities. Creation of UK Operational Service Centre Joint Venture (JV)Group, Segment and Divisional C-Suite engagement; Third Party strategic partner relationship management; Programme Management; People Leadership Achievements & Results• Joint Venture creation• Legal MSA support• Operational setup (corporate systems & platforms, e.g. payroll)• Service opportunity propositions (Business Case; Business & Technology Architecture)• IBA Client Money Process and Platform evaluation • Advisory Insurance Broking Transformation • Programme Management & Governance • Business & Technology Architecture consultancy• Process, Platform &Application evaluationAccountable for: Operational Resilience. FCA mandatory regulatory Programme, in force from March 2022, to ensure the UK financial sector is operationally resilient for its customers.Reporting to Advisory CRO; Delivery and consultative support for Group-wide definition; Delivery and governance leadership for Advisory C-Suite Achievements & Results• Approved and signed off set of definitions, important business services (IBS), including resilience tolerances delivered to FCA submission deadline• Resilience Risk and vulnerability assessment completed for agreed IBS• Transition plan for incoming Head of Operational Resilience • Programme governance and executive reporting Show less

Infrastructure Lead (Advisory) Oct 2018 – Dec 2019Accountable for: design authority, run & change delivery; People & Delivery Leadership of Divisional Infrastructure Architects & Delivery Teams; Strategic outsource Partner relationship & account ManagementDimensions: Reporting to Advisory CIO; People leadership of ~15 FTE.Achievements & ResultsCommercial Insurance Migration to target Insurer• £200m GWP transfer to target insurer• Operational (People… Show more Infrastructure Lead (Advisory) Oct 2018 – Dec 2019Accountable for: design authority, run & change delivery; People & Delivery Leadership of Divisional Infrastructure Architects & Delivery Teams; Strategic outsource Partner relationship & account ManagementDimensions: Reporting to Advisory CIO; People leadership of ~15 FTE.Achievements & ResultsCommercial Insurance Migration to target Insurer• £200m GWP transfer to target insurer• Operational (People, Property, Process, Technology & Data) migration/integration • Programme Management • Relationship Management• Voice Recording PCIDSS compliance - data cleansing, migration & archive• Strategic Partner contract notation & migration of enterprise support for MS Dynamix 365 and Operational Data Warehousing• Development and performance leadership of Infrastructure & Application SME Programme Delivery Lead April 2017 – Sept 2018Operational Excellence Accountable for: Group-wide Programme to optimise Insurance Broking Sales & Service process efficiency through optimisation, robotic automation and strategic technology platforms. Dimensions: Reporting to CTO; Programme & People Leadership including Group & Divisional C-Suite; £15m Budget management; £7.5m reduction in annual run rate Benefit Achievements & Results•Strategic Delivery Partner RFP, selection & mobilisation• Process & Automation Transformation• Strategic Technology platforms• Legal MSA support; SoW management• Group & Divisional Business Case• Programme Definition; Programme Delivery Management• Business & Technical Architecture definition & support• Strategic partner relationship & account management• Group wide Programme governanceSenior Delivery Lead July 2016 – March 2017Accountable for: Defining and delivering all major change initiatives for Group Property. Show less

Accountable for: Delivery of the London Market annual change Book of Work (BoW); Delivery of Insurance Sector (XIS) internal business change; Refresh of the Insurance IT Platforms; Programme Management, Project Management & Business Analysis capability, deployment & professional practices; member of the XIS CIO Senior Management Team Dimensions: Reporting to the ITC CIO; Change Director for Lloyd’s and London Insurance Market Platforms (>£54Bn money traded pa), c£10m budget under… Show more Accountable for: Delivery of the London Market annual change Book of Work (BoW); Delivery of Insurance Sector (XIS) internal business change; Refresh of the Insurance IT Platforms; Programme Management, Project Management & Business Analysis capability, deployment & professional practices; member of the XIS CIO Senior Management Team Dimensions: Reporting to the ITC CIO; Change Director for Lloyd’s and London Insurance Market Platforms (>£54Bn money traded pa), c£10m budget under management, £5m P&L accountability, Leadership of approximately 150fteResults: - Shaped and scheduled £3.5m 2016 London Market modernisation change portfolio - Leadership of £5.4m in-year IT Refresh Programme including the re-platform of the Insurance Market Repository (IMR) to IBMs FileNet solution. £10m overall. “Big Bang” implementation impacting 11,000 users, 80 million documents & 280 audit history records. - Led the XIS Central Services Refresh Programme (CSRP) delivery team, a £20m initiative that is foundational to the £250m strategic London Market modernisation TOM. * Delivered the agreed and signed-off Global message standards for Ebot & Ecot transactions * Delivered the market User Guide for SWH, Brokers and Carriers * Delivered the IT design and data model for the translation service *Managed delivery team of ~100fte, (onshore, offshore, market & KPMG) - Delivered £5.5m market modernisation change through the Associations Administration Committee (AAC) - Upgraded the internal and external workflow system to the latest version of Pega - Managed PM & BA capability for the insurance sector Show less

Accountable for: Delivery of, and migration, towards an agreed TOM & strategy for the Insurance and Group Technology and Change (ITC & GTC) functions. Operational & resource planning & reporting for ITC & GTC; Financial (P&L, CAPEX, margin & cost base) planning and reporting; creating & embedding a KPI framework, governance frameworks, quality management system, internal quality & audit controls; PMO management; setting strategy & developing plans, policies and processes for the accounting… Show more Accountable for: Delivery of, and migration, towards an agreed TOM & strategy for the Insurance and Group Technology and Change (ITC & GTC) functions. Operational & resource planning & reporting for ITC & GTC; Financial (P&L, CAPEX, margin & cost base) planning and reporting; creating & embedding a KPI framework, governance frameworks, quality management system, internal quality & audit controls; PMO management; setting strategy & developing plans, policies and processes for the accounting, budgeting & charging of resources and services Dimensions: Reporting to the Group & Insurance Sector CIO; Leadership of ~20fteResults: - Led the delivery of the agreed 2014 business plans for ITC & GTC - Shaped and agreed the 2 year planning horizon for GTC with budget under management of £16m - Shaped in conjunction with the delivery Directors, the annual change portfolio, investment portfolio,architecture, priorities and schedules for ITC & GTC - Led the quarterly finance re-forecasting for ITC & GTC - Set up the first Exec level Project Boards to govern the change BoW for GTC & ITC - Managed all Executive reporting for the ITC & Group CIO including KPIs, Exec Sponsor updates & portfolio governance boards - Designed & embedded a single technology & change governance framework aligned to COBIT - Designed and agreed the global IT & Change professional practices & supporting framework - Delivered the ITC quality management system (QMS) and associated policies, processes & procedures - Executed the quality audit and risk schedule, controls and actions - Managed the central PMO function for ITC & Group Change - Agreed the annual budgets for IT & GTC and supporting ITC revenue targets. Show less

Accountable for: Business Partner for Corporate & Speciality Risks (CSR) managing all aspects of Change & IT service Management supporting future business plans. Development & delivery of the policy & claims processing for the first product on the strategic Commercial IT Platform, Guidewire. Dimensions: Member of the UKGI Change Delivery & CSR SLTs reporting through to the Commercial Vision Programme Director, Business CEO and the CIO for all aspects of the delivery.Results:… Show more Accountable for: Business Partner for Corporate & Speciality Risks (CSR) managing all aspects of Change & IT service Management supporting future business plans. Development & delivery of the policy & claims processing for the first product on the strategic Commercial IT Platform, Guidewire. Dimensions: Member of the UKGI Change Delivery & CSR SLTs reporting through to the Commercial Vision Programme Director, Business CEO and the CIO for all aspects of the delivery.Results: - Transitioned role form KPMG consultant deployed as part of a major transformation Programme- Delivered the first Commercial product onto Guidewire using Policy Centre & Claims Centre for Policy & Claims processing Show less

Accountable for: UK Service Improvement & UKGI Personal Lines. Defining, mobilising & delivery of a £6.5m Service Improvement Programme. Defining, mobilising & delivery of the Personal Lines Change BoW. All initiatives aligned to strategy & consistent with business plans. Prioritisation & scheduling to defined outcomes & fixed IT Releases. Dimensions: Member of the UKGI Change Delivery SLT; SI for UKGI & UKL technology & infrastructure initiatives. UK Direct Insurance (UKDI) all… Show more Accountable for: UK Service Improvement & UKGI Personal Lines. Defining, mobilising & delivery of a £6.5m Service Improvement Programme. Defining, mobilising & delivery of the Personal Lines Change BoW. All initiatives aligned to strategy & consistent with business plans. Prioritisation & scheduling to defined outcomes & fixed IT Releases. Dimensions: Member of the UKGI Change Delivery SLT; SI for UKGI & UKL technology & infrastructure initiatives. UK Direct Insurance (UKDI) all channels & products, Strategic Partnerships GI products all channels, Claims (all lines of business) and Intermediary Business all channels; Business Unit & UK Exec level reporting; Financial management including budgets, forecasting and reporting. Results:UKDI initiatives mobilised & delivered for: - Aviva Drive Mobile App – innovative solution to drive customer behaviour & incentivise new business - £1m Complaints handling initiative ensuring UKGI compliance with the new FSA regulations. - Launch of the Retail “third brand” aggregator proposition (GA) based on the “Quote me Happy” proposition and IT architecture - Multi-Vehicle proposition launched across all UKDI channels - Launched a new Barclays Mortgage Proposition - Defined the 2013 £4.5m investment in new Barclays UKGI propositions for Home & Motor in line with their internal Customer Strategy - Mobilised the “in-sourcing” of the Santander Home proposition migrating the IT platforms and Operational service model to Aviva Show less

Accountabilities: “Operations 2010 Strategic Transformation Programme”. Delivery of all Technology workstream initiatives to delivery £17m annualised fte savings for UKGI. Dimensions: £100m UKGI Transformation Programme to change the UKGI business to be customer centric. £20m budget under management delivering £17m annualised fte savings. Programme management of ~50fte; Results: - Migration of all UKGI Collections processes to the strategic Oracle platform -… Show more Accountabilities: “Operations 2010 Strategic Transformation Programme”. Delivery of all Technology workstream initiatives to delivery £17m annualised fte savings for UKGI. Dimensions: £100m UKGI Transformation Programme to change the UKGI business to be customer centric. £20m budget under management delivering £17m annualised fte savings. Programme management of ~50fte; Results: - Migration of all UKGI Collections processes to the strategic Oracle platform - Implementation of a Motor Claims Engineers Inspection scheduling tool product -Delivered Multiple Claims & Customer Services initiatives to support 99 migrations to 7 target “Centre of Excellence” sites - Removed IT Development Centre demand “blockers” mitigating the associated risk to the Q1 Fixed Release schedule. Show less

Accountabilities: Specialist consultant deployed through the UKGI Exec (2001 – 2007); UK Shared Service (HR, Finance, Property & Facilities) and GI Finance. Defining, mobilising & delivery of the annual change BoWResults: - £5m “Mass Customisation” initiative shaped & scoped for GI Exec enabling the 2008 Programme to align to a common, agreed & understood architecture - Defined and agreed with the GI Exec the change portfolio for all business units with demand “smoothed” to… Show more Accountabilities: Specialist consultant deployed through the UKGI Exec (2001 – 2007); UK Shared Service (HR, Finance, Property & Facilities) and GI Finance. Defining, mobilising & delivery of the annual change BoWResults: - £5m “Mass Customisation” initiative shaped & scoped for GI Exec enabling the 2008 Programme to align to a common, agreed & understood architecture - Defined and agreed with the GI Exec the change portfolio for all business units with demand “smoothed” to monthly £4.5m profile by functional area and resource type - Launch of Polish Life organisation. Defined the whole operating model from a “green field” site establishing the delivery workstreams for all aspects of the proposition. - Defined and developed a market leading Customer Development & Marketing solution for the Direct market. - Supported; Launch of Life Direct proposition, UK Life CRM solution; NU Direct & N Healthcare businesses - Construction & delivery of “Internal Consultancy Skills” training for the Aviva UK Change community Show less

Computer Operator; Programmer/Senior Programmer; Senior Systems Analyst; IT Project Manager; Business Solution Managing Consultant Results: - Authored the de-facto change delivery methodology for general insurance initiatives using Rapid Application Development (RAD) techniques. Endorsed by the NCC and a fore-runner to DSDM - Delivered solutions up to 8 times industry standard productivity using the RAD methodology & the Sapiens development tool including: … Show more Computer Operator; Programmer/Senior Programmer; Senior Systems Analyst; IT Project Manager; Business Solution Managing Consultant Results: - Authored the de-facto change delivery methodology for general insurance initiatives using Rapid Application Development (RAD) techniques. Endorsed by the NCC and a fore-runner to DSDM - Delivered solutions up to 8 times industry standard productivity using the RAD methodology & the Sapiens development tool including: - EDI/FTII full cycle policy & claims processing - Healthcare Claims - UKGI Complaints Handling Show less