Providing organisational support to the Board/s. Design and implementation of systems and processes for the benefit of the Non Executive Directors. Board Education. Governance lead.

Providing independent input and challenge in order to deliver robust design, execution and oversight.

Non Executive Director - supporting the Board and Executive Management team. Ensuring appropriate and proportionate levels of Governance.Focussed upon the development of a sustainable and sensible medium term strategy.

Risk leadership and oversight on behalf of the Board. Specifically hired to advise upon and oversee the design of an Operational Risk Management Framework to include structure, recruitment, risk identification and KRI reporting.

I was hired to design and lead risk management across 622 UK Branches, 5 global Contact Centres, and Wealth business, incorporating operational risk, financial crime, ISR, physical security, credit risk and fraud. In alignment with this, I designed and implemented practical solutions, managed governance and led change related risk management programmes with particular focus on cultural attitudes and wider impact on society and PVCs.As a member of the Distribution Executive Committee, I addressed multiple types of risk and implemented necessary actions. Across all risk areas, I led multiple improvements to enhance overall performance. Key Achievements:- Established 200 Protect Advocates and an associated 9-month Risk Development Programme to improve capability and confidence of frontline staff - Reduced number of frontline staff directly engaged in end-of-day Monitoring and Control work by 75% - Streamlined numerous risk procedures with the introduction of an experimental live decision-making process - Established a specific risk team to help instil confidence in the bank’s rapidly growing high-risk Mortgage Intermediary business.

I was appointed to head up the Retail bank’s Financial Crime Risk Management team, leading policy implementation, cultural change, high-risk account management and related controls and governance across the bank's UK Business. My particular focus was on KYC policy and implementation, culture, large-scale programme management, systems and associated technology.Key Achievements:- Developed and implemented a Project Agenda to reduce Financial Crime Risk and improve KRI performance- Drove YOY improvement of c. 30% in colleague awareness levels of Financial Crime Risk policies and procedures- Enhanced procedures, processes, and training to improve quality of Unusual Activity Reports (UARs) by 30% - Moved low volume and highly skilled Financial Crime Risk activities from branch to centralised network team, improving efficiency and realising 50% saving in relevant FTE

I was brought in to this role to lead operational risk and control assessment. This involved designing, building and implementing a secondary control function across UK Branches, Contact Centres, first direct and Marks and Spencer Bank. Following its success, the model was subsequently adopted globally in 2013. Key Achievements:- Instigated a colleague-led review of the top 30 least understood policies and procedures to lead simplification of Risk Management, leading to removal and / or improved training and amendments.- Introduced the first UK bank-wide monthly Risk Recognition Scheme to elevate importance of Risk Management across c.20k staff, encouraging the sharing of stories and best practice. Subsequently, led the initiative over the next 11 years. - Reduced volume of monitoring and controls by up to 70% across locations that met operational risk standards, creating improved efficiency, cost reductions, and consistent performance

General Management role, responsible for leadership of Retail, Commercial and Wealth teams across Essex and Hertfordshire. Focused upon the needs of customers and work colleagues. Judgmental lending and management of AOP. 16 Managerial roles prior to this period covering all aspects of retail, commercial and wealth banking. 2005-2009.