- Responsible for leading the Horizon Inquiry cost management of £160m (£120m legal spend). - Provided in-depth advice to the Post Office Board of Directors, influencing the financial strategy vision and challenged assumptions to ensure the organisation achieved value for money and met their KPIs.- Completed several successful multi-million funding rounds with the Board of Directors, HM Treasury and the Department for Business and Trade to obtain the required cost budgets for the Inquiry to continue operating effectively.- Produced and presented high quality materials for HM Government, Board of Directors, executives and steering committees incl. management information and supporting board papers on funding requirements and forecasted lifetime spend of the Inquiry to enable informed decision-making by stakeholders.- Fostered robust cross-functional relationships with Operations, Procurement, and third-party legal providers leading to improved transparency, shared objectives and tighter cost control.- Completed in-depth reforecasting due to frequently changing assumptions, provided key insights for each cost phase by employing a stop / start / delay approach and collaborated with stakeholders throughout.- Oversaw the production of comprehensive monthly reports (forecasts, costs, risks, opportunities, KPIs and cash flow) enabling appropriate decisions regarding allocation and timing of spend, also ensured all statutory reporting requirements were met promptly.- Designed and implemented rigorous processes and controls so that all costs and procedures were within governance for spend approvals.- Flexibly accommodated ad hoc reporting (incl. deep dives, HM Govt. Select Committee / Inquiry / FOI requests).- Responsible for the line management and career development of a team of 3 FTE.

- Led the financial forecasting, budgeting and reporting for Roadside Operations (costs £360m, revenue £60m) whilst developing a thorough understanding of all elements of performance (financial and non-financial) to ensure accurate and effective decisions could be made for the business.- Owned the balance sheet and cash flow performance, ensuring appropriate control and awareness of the AA’s cash flow trajectory, working closely with the wider Financial Reporting team to ensure accuracy.- Proactively contributed to the strategic direction and decisions of the business area, constructively challenging and influencing business leads and executives to optimise cost performance.- Supported the COO in investigating new investment opportunities and partnered with the business to implement strategies that increased the AA’s income, reduced costs and improved profitability.- Parachuted into the Commercial team by the COO, successfully participated in negotiations leading to the signing of a new outsourced contract for contact centres, resulting in £3m cost savings.- Responsible for the line management and career development of a team of 10 FTE.

- Accountable for financial regulatory, statutory and management reporting for 5 legal entities within Jaja Finance (a start-up), ensuring compliant financial consolidated reporting.- Directly reported to investors and executives on all BAU and Migration costs.- Strategically modelled and forecasted Jaja business profitability and cashflow to provide executives with increased insight into the overall performance of the business and card portfolios, enabling commercially sensitive decision-making.- Core member of the programme and commercial leadership teams focusing on new business acquisitions, producing business plans instrumental in the acquisition of the ASDA loyalty card portfolio.- Responsible for cash flow management of both Jaja Finance and the Bank of Ireland credit card portfolio, with a particular focus capital adequacy reporting.- Finance change lead for the Bank of Ireland credit card portfolio migration (change budget £20m), utilising both financial and project management skills to deliver a successful portfolio onboarding.- Key relationship manager with banks (HSBC and NatWest), scheme providers (Visa and MasterCard) and taxation authorities (local and abroad).- Performed market analysis to identify new suppliers (auditors, banking providers and outsourced accounting services) resulting in greater alignment to Jaja business strategy.- Responsible for the line management and career development of several teams (incl. Financial Control, Change, Payments and Reconciliation) totalling 10 FTE.

- Designed and implemented a universal benefit policy (incl. type, definition, metrics and reporting levels) for the Digital Lab IT business unit leading to a standardised benefits management approach and greater accuracy in how benefits were captured and reported.- Authored and delivered the financial benefits plan for the reduction of 4 contact centre sites (relocation and closure) resulting in cost savings of £25m.- Developed and delivered spend vs. benefit business cases for new strategic projects (e.g. Chatbot, Voice ID, Paperless, IVR and site strategy), employed “what if” scenario analysis to generate strategic and commercial insights leading to an enhanced new business selection criteria and improved rates of success in delivering key benefits.- Responsible for monthly benefit tracking and reporting (KPIs and KRIs) with data-driven recommendations on how a project could return to Green.- Collaborated with business leads to perform quarterly cost and benefit planning, forecast budgeting and allocation, resulting in clear KPI definition and timeline identification.- Provided ongoing support and advice to the COO and leadership team on benefits tracking and new business projects backlog to ensure appropriate resource and funding allocation.- Presented on benefits management best practice at numerous steering committees to upskill colleagues.

- Accountable for the financial management of Finance and Business Operations, spanning 6 countries ( 6 currencies) and reporting directly to the CEO, COO and Board of Directors.- Responsible for all card accounting reporting in 7 different currencies.- Produced monthly investor and board packs. Also regularly attended board meetings to deliver updates on the financial performance of the business, providing financial transparency for the directors.- Partnered with the wider business to influence all commercial decision-making via the production of objective business cases.- Worked flexibly to offer a quick turnaround on ad hoc reporting requests, enabling the management team to operate effectively within a dynamic wider business environment.- Changed banking services provider to align to the growth and needs of Bankable. - Created investor decks crucial in securing the £6m equity funding raise from Visa.- Delivered monthly management accounts and forecasts containing in-depth management information with full commentary to support management decision-making.

- Responsible for monthly reporting of Cost to Achieve targets and benefits for Risk Compliance Transformation while providing in-depth analysis of variances on cost and resources giving enhanced insight on the overall business performance resulting in the effective deployment of resources to key projects.- Developed and delivered business cases for new projects with detailed insights into benefits and costs at a country level to enable informed decision-making by the management team.- Drove the cost savings agenda giving ongoing advice to country heads on new projects, cost saving initiatives and benefit target achievement to ensure both funds and resources were allocated appropriately.- Designed and implemented a universal benefit policy for all new projects resulting in standardised approaches for the tracking of benefits and feasibility assessments of proposed new projects.- Produced high quality materials for the CAO and COO on restructuring and benefits measurement and tracking to support them in assessing the restructure and meeting cost reduction targets.

- Led and managed short, medium and in-year planning processes within the Cost Reduction programme for 15 business units and 8 workstreams, all with a global scope.- Challenged the drivers of expenditure with the programme managers for both DevOps and Agile based projects ensuring the bank got value for money.- Controlled programme costs (£130m) and played a key role in decision-making and resource evaluation to challenge base assumptions resulting in better value for money.- Reported on monthly programme benefits vs. budget with detailed insights on major risks and issues that would impact the delivery of the project.- Compiled CIO and executive packs for programme stakeholders and provided accurate monthly business unit risk and cost reports to inform management decision-making.- Conducted and presented scenario-based modelling for potential new businesses and activities, supplementing with in-depth financial analysis empowering the business to select appropriate projects.- Planned all resource demands (350 FTE) and directly input into the target operating model to maximise resource allocations and make efficiency savings for the business units and workstream leads.- Led a team of 3 FTE.

- Controlled all IT Integration costs (£45m) across 12 workstreams for the Coral / Ladbrokes merger with total overall costs of £100m. - Created management information packs for the CIO and CFO, focussing on resource deployment and performance vs. KPIs as well as tracking merger costs to facilitate executive decision-making.- Advised program managers and executives on how to reduce costs and mitigate financial risks via comprehensive presentations at steering committees, resulting in greater return on investment for the business.- Produced the monthly costs report for IT, including in-depth analysis on vendor spend.- Oversaw weekly programme spend forecasting, tracked actual spend vs. budget ensuring accurate and compliant financial reporting.

- Responsible for the financial management and control for 16 programmes with costs of £200m for the regulatory change portfolio to deliver new banking regulations.- Engaged and supported programme managers and senior executives, advising on the forecasted and actual costs as well as FTE numbers vs. approved budget with keen focus on project delivery to ensure regulatory commitments were met.- Created new programme business cases for the executive, facilitating a more in-depth understanding of costs associated with implementing new regulations. - Led the definition and creation of the annual operating plan and the 5-year plan, requiring awareness of the relationship between the organisation and wider regulatory landscape.- Responsible for overseeing the quarterly funding drawdown process through Funding Control Boards resulting in appropriate funding allocation for successful programme delivery and early identification of financial risks.- Delivered monthly spend reports to track costs against allocated funding drawdown spend and held regular review and challenge sessions with senior stakeholders to ensure spend remained in-line with business need.- Delivered and maintained in-depth resourcing plan (200 FTE) for 15 workstreams, which supported resource needs and deployment.

- Controlled Trans-Service Agreement (TSA) costs between TSB and Lloyds (£150m), held deep dive cost reviews across Operations and IT ensuing costs were transparent and correctly recharged between both banks.- Delivered month-end processes to produce core outputs covering TSA costs for both TSB and Sainsbury’s (c. £150m p.a.) for recharge back to Sainsbury’s. - Created policies and procedures, including costing models for TSB costs to support Lloyds’ preparation for the TSB IPO.- Delivered TSA monthly forecasts with in-depth variance analysis focusing on environmental factors and customer trends allowing for great understand of TSA costs between both banks.- Provided in-depth IT cost benefit analysis (both BAU and projects) on IT allocations (location / cost per seat) to assess impact of funding allocation.- Managed monthly reporting of P&L and balance sheet (£600m) for both TSB and Sainsbury’s, compliant with S166 cost transparency reporting.- Produced weekly dashboard reports including key KPI / KRI for senior executives to communicate IPO progress.

- Managed all operating costs, compensation, fixed assets and IT project spend c. £600m p.a. for the ICAP group, ensuring compliant regulatory reporting with IFRS 2 and 38.- Designed, implemented and led the month-end reporting cycle for 32 companies with comprehensive analysis on business performance with recommendations on cost efficiencies.- Owned and led review and challenge sessions on balance sheet reconciliations with the Finance Director ensuring no unexplained items remained.- Set-up monthly review of projects for capitalisation / depreciation and monthly costs with Group CIO.- Created strategic 5-year plans for project costs, compensation and IT spend to enable effective allocation of funding.- Responsible for the line management and career development of 22 FTE situated within 3 teams to achieve high performance levels and deliver against targets.

- Prepared the business for year-end audit readiness whilst resolving legacy issues from the NatWest migration (audit pre interim contract commencement had run over by 6 months).- Responsible for delivering the financial year-end statutory reporting for Streamline.- Planned and co-ordinated the group monthly reporting, statutory year-end reporting and audit timelines for the Streamline business resulting in the year-end audit delivered on time for the group.- Conducted risk analysis and reviews to challenge balance sheet reconciliations and successfully moved balance sheet status from 5 (unreconciled and significant material differences) to 1 (fully reconciled and all variances explained).- Reported on monthly P&L with detailed cash analysis for the CFO providing insights into cash requirements for the Worldpay group.- Up-skilled a team of 6 FTE to generate improved month-end controls and processes and delivered against financial targets.

- Responsible for APS Finance for the Global Restructuring Group working on an asset portfolio (£63bn) and triggered assets (£15bn).- Produced management information reporting packs for NatWest and HM Government on a monthly and quarterly basis which would determine if HM Government had to pay out under the scheme rules.- Set-up and re-engineered the APS reporting process compliant with requirements from the Asset Protection Agency (APA).- Engaged with senior executives, steering committees and the APA to provide detailed movement analysis of the portfolio, providing insight into which assets might trigger.- In-depth modelling of potential APS claims to understand the total potential claim from HM Government and enable appropriate funds allocation within NatWest.- Identified resourcing needs, defined the recruitment strategy and subsequently responsible for the recruitment, line management and career development of 14 FTE.

- The Dublin unit was responsible for all costs associated with the Barclaycard credit card business in Europe.- Provided clear direction and management of ongoing financial performance to agreed profitability and cost targets.- Managed and controlled the pricing policy and recharging for 7 countries, as well as the taxation and payroll function for 700 FTE.- Delivered financial forecasting and modelling for all costs relating to impairments, funding and headcount analysis to provide a better understanding of potential trends, opportunities and costs to the business.- Fully accountable for month-end management accounts, statutory accounts (IRFS and GAAP) and budget processes, ensuring compliant financial reporting for 3 legal entities.- Reported to the Operations Director and developed monthly reporting packs for internal and external key stakeholders (IDA) ensuring the company remained complaint with Grants Received (£11m).- Supported the major restructure of Dublin operations by developing and presenting strategic business plans to executives, focussing on cost and headcount reduction, consequently resulting in significant cost savings.- Led and managed a team of 9 FTE.

- Overall responsibility for the financial function of the Sella Life offshore life assurance business with funds under management of £850m.- Created and designed reporting packs with quarterly presentations to the Board of Directors.- Preparation of all regulatory returns, statutory reports (incl. IRFS and GAAP), management reports and budgets.- Responsible for audit, compliance, Investment, AML, HR and IT functions.- Involved in the negotiations of a new outsourcing contract with cost savings of £750k p.a. - Responsible for the migration of the unit-linked Personal Portfolio Bonds to the new outsourcer for ongoing management and administration. - Automated the financial and regulatory reporting of the Personal Portfolio Bond assets (£435m).