Head of Finance for the Enterprise Transformation Directorate (c8000FTE) involves partnering the Transformation Director and leading a combined team of c30 Finance business partners facing off to multiple Product Owners & Platform Engineering leads across the Directorate leadership team ultimately accountable for a Business as usual (Run) cost base of c£0.2BN, an Investment (Change portfolio) cost base of c£1.4BN and an asset balance sheet of c£2BN.

Leadership of a team accountable for the finance partnering support of the Insurance, Commercial, Group Operations & Group Functions CIO teams across a c£0.5BN annual business as usual and investment change cost base. Finance lead on the delivery of annualised business as usual cost savings of c£30M & investment change cost reductions of c£55M from the successful tendering of 14 CIO Offshore vendor work packages in 2016.Led team to work collaboratively with both CIO & procurement teams in relation to supplier negotiations (disputes, renewals, new contracts) & business case derivation - driving the delivery of challenging year on year annual business as usual cost reduction targets in 2017 of £25M (17%).

Led a team accountable for all aspects of financial support & business partnering of the COO, Project manager / Business Analyst practices & Enterprise Architecture Directorates (circa 3300FTE in total with an annual cash spend of circa £400m). Also led the finance support of a ‘special project’ initiative in relation to the tendering of business & renegotiation of contractual terms with all four of the Groups IT Off-shoring partners totaling c£0.5BN annual spend.Drove increased commercial awareness & cost consciousness leading to the realisation of a number of material cost efficiency savings (c£40M+) and a notable change in attitude towards ‘value spending’.Provided bid analysis & insight, scenario modelling & recommendations that enabled the Sourcing & IT Business teams to drive significantly improved competitive tension between the competing Offshore suppliers resulting in improved terms which delivered c£0.25bn of benefit to the bank over the 3.5yr term of the contract.

The IT integration was one of the largest European Banking integrations to date with a total IT Integration spend of c£2.0bn over 3years, in excess of 500 projects under management & exit run-rate synergies of c£0.4bn. Drove successful financial management of costs to budget (£2.0bn) & synergy deliveryLeadership, line management & development of a central reporting & planning team of 5 Co-ordination of activity of a further 30 Finance Business Partners who provided financial support to Program & Project managers.

Provision of Finance business partner support, including forecasting, budgeting & reporting of a c£100m cost base to the Wholesale Bank Chief Information Officer.Relationship management of shared service charges & value for money messaging to the 5 Wholesale Business Units including identification & communication of key cost drivers and levers – enabling commercial decisions to be made on the basis of cost vs. benefit.Drove an effective commercial strategy for the Chief Information officer function balancing the commercial needs of the business, affordability and do-ability

Key member of the European IT Transition Program Board responsible for providing sound financial insight, commercial advice, business case production & recommendation of investment for Board approval in relation to strategic offshoring, cost optimisation & consolidation of IT shared service centres across Europe – achieved total approved investment of €320m.

Reporting into the Group Finance Director, with dotted line to the Sales & Marketing Directors this partnering role leading the Retail business Finance Planning & Reporting team involved provision of analytics & commercial insight that was integral to the formulation of the Groups Retail Strategy and its successful implementation. Mergers & Acquisitions Experience included identification of synergies associated with acquisition of United Assurance Group