Nick Websdell Email & Phone Number

Manchester, England, Gb

Manchester Area, United Kingdom

Using experience and expertise to help a wide range of businesses.'Rhythm' provides risk and business solutions to help businesses become safer, simpler and more profitable.Running a business involves multiple disciplines – hiring people can be expensive, inflexible and inefficient. Rhythm offers a flexible alternative to recruiting permanent members of staff. We are affordable compared to the traditional consultancy firms and you will benefit from our combined 55+ years of experience.We want to bring our experience and expertise to your business – we are keen to work with great businesses across the UK. nick@rhythmsolutions.co.uk / 07936050357

Member of the Barnett Waddingham Consulting Panel

Oldham, England, United Kingdom

Manchester, United Kingdom

Responsible for developing strategies and influencing senior colleagues to drive the effective implementation of the Co-op risk management framework. Key achievements include;- Recruited and motivated a team of high performing Business Partners to provide support, guidance, challenge and oversight to all parts of the Co-op- Successfully established strong relationships with Executives right across the Group (including; MD Funeralcare, Chief Membership Officer, CFO)- Established (and chair of) the Risk Engagement Committee – bringing senior colleagues from across the Co-op together; collaborating to shape and implement the risk plan- Risk maturity improved at overall Co-op level and in each of its businesses; all now have a clear understanding of their top risks, robust mitigation strategies in place and processes to anticipate and prepare for potential issues- Regular and proactive participation in Executive and senior governance meetings to report and provide independent challenge on key plans, developments, risks- Key role in developing and executing robust Brexit and Covid-19 response plans at overall Co-op level; co-ordinating, challenging, translating advice, inputs and updates from specialists across the business into a single clear position and set of decisions; regular updates delivered to the Executive and Board- Lead role in defining and implementing the new operating model for risk management

Manchester, United Kingdom

Reporting to the Chief Risk Officer - a new role created in response to challenge from banking regulators - responsibility for designing and delivering the plan to significantly transform the Risk Function. Key responsibilities and achievements included;- Responsible for design and delivery of the plan to transform the 2nd line Risk Function.- Established end state Target Operating Model for Risk Function- Driving cultural change within 2nd line and across the Bank in respect of Risk Management- Improving capability across the Risk Function through a significant focus on talent, performance management, succession planning, targeted suite of training interventions- Developed robust cost plan and managed successful delivery against this

Manchester, United Kingdom

Reporting to the Chief Financial Officer - a new role created to drive the transition of the Finance Division, following Co-op Bank crisis, into a function with robust governance and an effective operating rhythm. Key responsibilities and achievements included;- Responsible for central management and internal governance of Finance Function.- Designed and delivered new internal governance framework- Achieved a significant improvement in colleague engagement scores through a focused programme of activity- Designed and led process to define the new Target Operating Model for Finance and implemented the resulting Organisation Design changes- Designed and led delivery of cost reduction planResponsible for first line Risk Team

Manchester, England, United Kingdom

A role which evolved significantly through the Co-operative Bank’s crisis - significant uncertainty and ambiguity through this period. Key responsibilities and achievements included;- Core member of the Bank’s Crisis Management Team throughout the crisis - ensuring two way flow of information and making / influencing key decisions to keep the Bank alive and to support customers and colleagues- Successfully lead and supported wider Team (c300 FTE) through a period of significant uncertainty- Active role in designing the post-crisis business (into ‘good bank’ / ‘bad bank’) – acting as the key contact for external consultants and members of the Executive and leading role in determining and delivering the new Organisation Design- In ‘good bank’ - responsible for customer service contact centre (80 FTE)- 1st line risk Team established - significantly enhanced oversight of risks and controls- Designed and delivered plan to hit cost reduction target (25% in-year reduction)- Designed and delivered plan to drive significant change to ‘good bank’ operating model (successfully centralised processes previously undertaken in banking centres and migrated thousands of customers from relationship managers to direct)

Initially on a one-to-one basis working for the Director, providing close support in the management of Corporate Banking. I shaped and expanded the role to regularly take on increasing responsibility, establishing and leading an effective and cohesive central Team to undertake a range of activities. Key responsibilities and achievements included;- Led the preparation of Strategic Plans (3-5-year timeframe) for Function and key member of Bankwide Strategic Planning process- Successfully translated overarching Plans into lower level targets, actions, measures and objectives; clear accountabilities across the function; established clear reporting to track progress against targets and process to ensure remedial action where required- Directorate representative at, and active member of, senior governance meetings- Organised a series of major conferences (300 attendees) with fantastic success and remembered to this day (Alton Towers / Under Concorde at Manchester Airport)