Appointed to the board with specific responsibility to drive commerciality throughout the business and to (1) ensure maximum financial efficiency with no loss to patient care achievement (CQC) levels and (2) invigorate brand awareness and development. In addition to provide financial expertise and acumen to supplement the Finance Director’s core objectives of reducing the non-core cost base and associated finance costs. The business operates over 7 sites and cares for c100 service users

Appointed as a Skilled Person within a section 166 review. The role required detailed examination of a Tier 1 Bank’s behaviours in non-regulated and specific regulated environments, with a detailed review of policy application and the behavioural approach to customer relationships. This required analysis of individual cases under the management of the Banks Risk Management unit, producing a detailed case by case synopsis of the Bank’s behaviours measured against the Requirement Notice and associated allegations. My key additional responsibility was to conduct a detailed review of the Bank’s regulatory compliance obligations and a detailed analysis of the Bank’s whole cycle approach towards customers in ‘initial stage’ distress.

This role required forensic examination of the regulatory sales principles (CoBS) of a Tier 1 Bank in relation to the sale of Interest Rate Hedging products (IRHP’s) with a determination of regulatory non-compliance and appropriate remediation. The role of Customer Review Director required direct engagement with external regulatory reviewers as well as internal legal/litigation teams to facilitate a regulatory compliant solution and remediation decision.I designed and implemented the working practices within the local team to ensure compliance with the project principles while achieving optimum efficiency. The role also involved the direct delivery of the decision to the customer and required strong conflict management skills. Trained in Consequential Loss claim assessment and review.

Developed the lending portfolio and ancillary income lines in the Birmingham area in the £500k to £15m turnover segment. This required leading and driving cultural change locally to broaden the ‘new to bank’ strategy away from its traditional ‘third party introducer’ dependence while maintaining strong risk management principles. Responsible for leading and shaping the new business development team (9 FTE). While focused on winning 'new to bank' relationships this role required extensive understanding of the regulatory compliance and policy requirements together with a comprehensive awareness of AML principles and fraud avoidance. It also demanded maintenance of strong risk management principles across the team, ensuring all new to bank business reflect the market risk.

Led the Birmingham/Wolverhampton Area team c35 FTE across Corporate and Commercial banking sectors handling clients from £5m to £500m turnover. Responsible for the growth of the client base in line with the 3-year Corporate Banking strategy. In addition to deliver growth in key areas of lending and ancillary income lines while ensuring deposit levels were above market growth norms and that all risk management processes complied with Bank standards.

Working with the Head of Corporate Banking to develop the growth of the Corporate Bank business across West Midlands, by leading a team of (12) Senior Corporate Business Banking Managers in the £25m to £750m turnover category. Direct management of Corporate Banking Managers (8), the Operational support team (8) with functional responsibility for an additional 8 Corporate Banking Managers and matrix management of all Product Sales Specialists (11 FTE).

Led the strategic development of the business. This involved redesigning the core business operations and direction of the business, implementing significant changes in business structure and approach to the key areas of growth opportunity and business development of the £1.2bn lending book across finance and operating leasing and hire purchase business.Rigorously led the lending quality within the business within default, bad debt and provisioning levels budgets and held the principal lending authority within the business (£3m new money). Line responsibility for c54 FTE; functional responsibility for c99 FTE.A key member of the management team for the Bank’s Commercial Raising Finance Lending business, (Bank domiciled commercial lending, Asset Finance and Invoice Finance businesses) with a lending book of £10bn+, with responsibilities for development and delivery of strategic and operating plans across HSBC UK. Chair of HSBC UK’s national job evaluation committee, operating the Hay points modelPrior roles:2000 - 2003 Head of Sales, HSBC Equipment Finance (UK) Limited1999 - 2000 Head of Operational Services, HSBC Equipment Finance (UK) Limited1997 - 1999 Head of Divisional Credit and Risk, HSBC Equipment Finance (UK) Limited1979 - 1997 Various roles including risk management, credit underwriting and direct sales, Forward Trust Group