Nicola Boardman Email and Phone Number

Leading and developing a team of risk and service specialists to ensure high customer service levels are deliveredBuilding an efficient and scalable operation, maintaining quality with a focus on a strong service culture

Identified and planned delivery of 20% efficiency savings through system developments, target operating model, changes to risk appetite and embedding continuous improvement culture (6 month contract)

Developed and implemented CRM and website to support continued growth (3 month contract)

Reporting directly to the Deputy CEO / Group Commercial Director working on strategic initiatives across Corporate and Retail operations to drive sales productivity, revenue generation and ensure operational efficiency, effectiveness/control and scalability (including Target Operating Models, Transformations, Conduct and Operational Risk event – strategic and tactical resolution)

Programme Manager for the Bank’s successful Initial Public Offering (IPO) in March 2015 – worked closely with all key functions (IT, Risk, Finance, Investor Relations), the Executive Committee and the Board to ensure operational and corporate readiness, closing any gaps for operating in a public environment. Displayed excellent stakeholder management skills throughout the IPO process engaging with Sponsors, Reporting Accountants & Lawyers. Particular highlight to meet the aggressive IPO timeline involved project management of the Finance work-stream to deliver year end IFRS audited statutory accounts in a record 6 week periodSuccessfully delivered the processes / system changes / controls and MI required to allow Aldermore to be accepted for the government backed Funding for lending scheme (Aldermore was the first lender to be accepted for scheme and is now the 2nd highest lender to SME’s utilising the scheme)Using LEAN six sigma tools and techniques worked and engaged with senior management of mortgages division to deliver cycle time and headcount reductions leading to a cost saving of approx. £250k per annumLed the process change management work stream of the Invoice Finance transformation programme that standardised disparate processes in 12 regional operational support locations. This enabled a successful migration to a centralised operating model. Facilitated work-shops to identify ‘one best way’ and used LEAN techniques to remove waste and automate where possible to deliver a scalable operation Asset Finance re-structure – Engaged senior management team to review and create Target Operating Model which was scalable to meet aggressive increases in volume and business mix