Responsible for leading the reinsurance function and ensuring the team deliver against the companies strategic imperatives.

I was responsible for embedding new insurance arrangements into BAU and managing the operational relationship with primary insurer. I oversaw the production of our inhouse actuarial output (pricing and reserving) and managed the relationship with our external actuarial support. I was responsible for the production of MI and analytics for senior management and for presenting this to the relevant committees in a way that was understandable by a board whose knowledge of insurance was limited. I produced the “Post Implementation Review” of the project that delivered the new insurance arrangements within MO.I managed a small team that produced the insurance analytics and processed information and bordereaux to/from the MO captive and fronting insurer. We were also responsible for producing/overseeing the insurance capital modelling and inputs into the MO Economic Capital process.I had responsibility for negotiating the pricing with the fronting insurer every six months as well as setting the internal view of pricing that would ultimately feed through to customer pricing. I was responsible for managing relationships with the MO reinsurers and ensuring a successful reinsurance placement each year.I was responsible for formulating and presenting proposals for the insurance strategy for both MO and its captive as part of the annually strategic review which was ultimately presented to and agreed by the Group board. I was responsible for ensuring the board remained aware of pertinent developments within the motor insurance market within the UK as well as changes to vehicle technology. A strategic initiative I led was to accelerate the fitment of AEB on the MO fleet, this was initially based on my belief in the customer benefits of the technology ahead of reliable analytics to prove its efficacy.I was a member of the MO captive Underwriting Committee and attendee at Captive Board meetings, as well as attending the MO Group Risk and Insurance Committees

I was Instrumental in delivery of project to fundamentally change the motor insurance arrangements within MO, leading workstreams to determine best risk model and capital structure. Key member of negotiation team in a deal worth c. £2bn, at times being the sole negotiator. I led negotiations with reinsurers to enable the chosen risk model and subsequently managed relationships with the chosen reinsurers and with potential future partners.I managed the Economic Capital process, liaising with teams from across the business as well as reporting to Risk Committee and overseeing periodic external validation of the model/process. I was responsible for articulating the approach to capital management to a number of stakeholders including internal/external audit and to credit rating agencies. I designed the capital modelling approach for the new insurance arrangement and oversaw the model build.I managed transition period between insurance models including the dual-appointment and use of an independent third party to set pricing with the external provider of insurance. I managed the production of internal actuarial pricing forecasts which formed the basis of the pricing negotiations I led every six months with the primary insurer.I was a core member of the Insurance committee that governed the insurance operations within MO, being viewed as the “in house expert”, I designed the reporting and MI that the board relied on to provide stewardship over the new arrangements including managing the newly formed reinsurance captive.

I was part of the team that implemented an “Economic Capital” approach to capital management within MO, with help from shareholder banks. I was responsible for creating models and compiling submissions for a number of risk areas.I developed MI and forecasting for the Debt Management and Dealer Credit teams and bedded these into BAU, including reporting to senior management. I produced and oversaw analytics for these teams including development of tools to streamline workflows. I was responsible for continually refining the credit policy to ensure continual alignment to business objectives. I was heavily involved in scoping, designing and planning for implementation of new consumer credit product to be based around an automated credit scoring system. Implemented a scorecard-based approach to vetting of small businesses and had individual authority of up to £1m for overrides and exceptions outside of the scope of the credit vetting team.