Nigel Thomson Email & Phone Number

Edinburgh, Scotland, United Kingdom

Deployed onto TSA Exit programme with focus on Finance and Anti Financial Crime (AFC), to assist with data separation activities from SLA. Responsible for Finance and AFC Exit activities across numerous core financial applications and functions (including Reg Reporting, Screening of PEP’s & Sanctions, Transaction Monitoring). Encompassing analysis, requirement identification and specification, design, data transfer, de-commissioning and archive activities. Worked closely with the Finance business, other workstreams / business functions and third parties (Deloitte / SLA).

Glasgow, Scotland, United Kingdom

Deployed onto global cloud migration programme to manage the end to end process / plan for the HELIX Reporting Solution. Spanned across a number of projects with some of major components being managed by third parties (i.e. Deloittes and Accenture). The programme seeked to migrate existing healthcare data from existing country based policy systems onto a new global platform. Data then migrated onto a staging area and mapped into a new common data model and ultimately migrated to AWS (forming the Reporting Data Analytics cloud solution). Reporting conducted via an approved BI toolset with existing reports being rationalised and consolidated.

Edinburgh

Responsible for the establishment of a delivery plan, recruitment and management of a specialist team of BA’s, Data Analysts and third parties tasked with the IFRS17 data delivery for Aegon UK (Finance) in order to comply with the IFRS17 regulation set. Workstream spanned the entire project life cycle from requirement definition through to detailed design specification, build and test phases. Core workstream focus was directed primarily on Data Warehouse change initiatives and key data delivery supporting the wider programme. Including: specification and provision of reference data; liability data provision in Data Warehouse; toolset provision supporting the Warehouse; EUC Management strategy (provision of EUC Management Toolset); provision of data lineage; reconciliation and control definition. Strong stakeholder management was key to the success of the programme, including working closely with Aegon Group management, and other country units to achieve shared goals.

Gogarburn, Edinburgh

Responsible for leading a specialist data remediation team consisting of business and data analysts within Data & Analytics (PBB) orchestrating specialist remediation projects within a Customer Contact and Regulatory (such as European Deposit Guarantee Scheme) remit. Complexity and size has varied from project to project involving third parties (i.e. TSys), off shore partners, and Technology (for automation and specialist development). Delivery has also included data lineage, and work developing Key Data Elements within the organisation. Current projects include e-Banking, Marketing Consent (associated with GDPR) and remediation on the main RBS golden source for Customer data. All projects undertaken follow standard bank methodology, and strict adherence to rigorous governance and data policy. Stakeholder management plays a key part in successful delivery, and typically reaches across the business given the nature of the projects undertaken. Privacy impact assessments are completed for all projects as part of core delivery.

Gogarburn, Edinburgh

Responsible for all aspects of Business Readiness, and stand up activity for PMA function within RBS and new bank. In particular, management and tracking of business project deliverables across the programme and associated quality. Preparation and support of senior executive documentation and materials pertaining to stand up of new banking functions to facilitate sign off (i.e. marketing, internet, mobile…) – outlining delivery strategy, critical deliverables and expected functionality. Management of quality closure process associated with PMA project deliverables. Support of programme / project governance functions and management reporting. Management of SBA resource.

Dundas St, Edinburgh

Responsible for managing the Implementation & Cutover Risk Assessment project within the wider programme for Technology Services. Tasked with managing a small team of specialist Risk Managers and Risk Analysts conducting Risk Assessments. Focused on major technology Operational risks at cutover point for the new bank and RBS. Managing geographically displaced resource both on shore and off shore.A total of 13 Risk Assessments to conduct within very tight deadlines. This proved to be extremely demanding and complex, with many challenges. The assessments are critical to the success of the programme and as such are under direct scrutiny of high level management throughout the organisation. Planned both the process and associated activities necessary to conduct risk assessments (based on the RBS Technology Risk Assessment Framework). Various materials produced including: ToR, project plans, road maps, process flows, stakeholder management matrix, and stakeholder packs for the assessments.Responsibilities encompassed all standard PM and Risk Assessment activities i.e. planning, resourcing, milestone reporting, governance / reporting activities, team management, risk assessment activities (organisation of workshops, chairing meetings, co-ordination of stakeholder activity), stakeholder management at all levels across the business.

Head Office, Glasgow

Deployed onto a specialist team set up to co-ordinate a response to a request received from the Competition and Markets Authority (CMA) - personal and business current account switching activity. Very complex set of returns with extremely aggressive timelines. Received the highest priority within the bank. Co-ordinated pooling of data sets from across the banking system landscape given a strict set of criteria defined by the CMA (both core and non-core systems). This required specialist input from IT i.e. extraction of data from the required systems (including data restores) and population of the various templates in the correct format. Required subject matter expertise from across the bank at all levels to provide detailed input on business product composition, sourcing of data, characteristics and to assist with data accuracy checks during Data Quality phase. Regular briefings held with senior management and the bank exec. Answered queries from the Regulator on the data sets (co-ordinating response and input). Managed a Data Management review of the COREP regulatory programme - to ensure compliance with all aspects of the banks data management framework. This was a new series of components within the banks UK Data Policy Supported the Design and shaped the end report deliverables - encompassed all aspects of data quality and was split into components: Profiling, Metadata, Standards, Data Quality Issues, Data Flows and Controls, Master Data Management. Output included a management report detailing compliance / non-compliance. Included gap identification plus remediation required. To achieve this reviewed and evidenced the programmes documentation (all phases – especially requirements and design) and held sessions with solution designers, architects and SME’s. Managed the production of business and data landscape diagrams (COREP) to address identified policy / regulatory gaps (providing visibility of interfaces, controls, and reconciliations).

Edinburgh, United Kingdom

Deployed onto FINREP programme within Commercial banking to lay foundations for strategic programme and to cover project management tasks on tactical until solution implemented. Also providing cover for programme manager up until transition point across to Strategic (December).

Head Office, Glasgow

Deployed onto a regulatory workstream which was initiated in response to a high priority Governance report, under direct scrutiny of the CFO. Report highlighted a number of failings and gaps in the financial reconciliation framework centred on the banks European Data Warehouse (EDW). Given a very high priority due to the critical nature of the data flowing through the warehouse – i.e. the data ultimately feeds statutory and regulatory (including Credit Risk and RWA calculations) reporting, and drives senior management MI. Responsible for managing a three phased workstream directed at meeting the governance audit points raised, and to ensure compliance with Group / UK Data Quality Policy. Phase 1 involved addressing specific gaps, analysis of existing reconciliation environment, review of the governance framework, re-engineering of existing reconciliations to address any identified faults, and creation of a detailed plan to address phase 2 objectives. Phase 2 focused on introduction of a new governance framework, standardised processes and procedures, and associated controls (including change controls and alignment with Group Data Policy). Thus, ensuring a standardised approach to reconciliations across Finance for EDW. Changes to the framework included centralised control of all warehouse reconciliations under one team, creation of an EDW Reconciliation Inventory covering all warehouse reconciliations / controls, and a standardised approach to documentation (new template covering process, procedures and controls). A high level landscape diagram / heat map was produced illustrating the banks systems, reconciliation control points and key data flows from source through to the Warehouse and GL. All delivery had to be documented and evidenced to satisfy both Audit and Governance functions within the Bank, and to specific deadlines. High level of Senior Stakeholder Management (up to CFO level) and liaison with senior management in critical areas of the bank.

Wythall, Birmingham

Phoenix Group Solvency II programme - Design Cluster Business Process Lead replacing interim consultancy lead (PWC). Responsible for development and documentation of all business processes within the scope of Solvency II for the Life business, Group, and transition to BaU. Workstream RAG status at joining stage was red. Carried out analysis of existing approach and re-scoped delivery. Created a new plan drawing on previous Solvency II experience - involved a complete revision of approach, deliverables (in line with CEIOPs / EIOPA guidelines) and mechanism for delivery. To facilitate this and to obtain "buy in" of approach a large percentage of time was spent liaising with senior stakeholders throughout the business (extensively within Risk, Finance and Actuarial), and at group level. Approach revision included: installing governance (incl. creation of a business process steering group and a quality framework to support delivery); creation of a process documentation delivery framework aligning with Solvency II guidelines / directives; project controls (producing a detailed statement of works, planning, reporting mechanisms); seeking stakeholder and executive buy in to scope; and identifying and appointing business process owners. Managed a small team of senior business analysts tasked with delivering end to end process mapping - initially at context level to drive out the process documentation requirements (solvency II process architecture), and to support linkage of processes. Teams primary function to produce detailed process documentation containing low level process mappting, process descriptions and key actions associated with the process (ie expert judgements, weaknesses and limitations, controls, roles and responsibilities). Also responsible for managing the output of detailed process documentation from other programme clusters, and it's quality assurance. Documentation output also subject to QA from external auditors (Deloittes) which I co-ordinated

Edinburgh / Netherlands

Deployed onto Aegon’s Global Solvency II programme. Responsible for Data Quality Management implementation within Corporate Centre. Primarily, a “hands on” project management role. Responsible for planning and implementation of Groups Data Quality Management approach to Solvency II. Group Corporate Centre is responsible for consolidating all reporting from Country Units located world wide (SAP platform) and then reporting results to the Regulator (DNB). Initial approach included a definition of Scope and the embedding of standards within the programme and BaU (data policy and documentation). Stream responsible for a number of deliverables including: high level process mapping detailing all Solvency II / Economic Framework reporting processes (identified in scope); low level process and data flow mapping; creation of a process inventory; data directory design and implementation; definition of governance; data deficiency process, implementation of a data quality management & monitoring framework. Responsibility includes close liaison with other country units (especially UK) to share concepts, and knowledge, leading to best practice implementation. KPMG are providing industry best practice advice and support where required. Cross pillar briefings and communication with senior management and stakeholders (VP and above) are frequent.

Edinburgh, Lothian Rd

Deployed onto Solvency II programme within Reporting, Tax and Documentation workstream to manage Documentation effort for Standard Life. Produced high level Policy and Governance documents outlining Documentation Governance, Standards, Principles for entire organisation. Subsequently included in Group Policy statement. Responsibility for defining work stream approach for management of documentation production throughout Standard Life for Solvency II, and to ensure other work streams embrace same said standards and principles

Edinburgh

Responsibility for producing & managing process models / maps illustrating all processes associated within the Economic Framework (formally Economic Capital Model). Produced supporting documentation covering: any assumptions, known dependencies, issues effecting current reporting regime. The output (process models) is being used extensively throughout the business (Group level included) for many purposes (including communication) and is core to the Aegon’s Solvency II efforts. Produced critical path and timelines illustrating key dependencies - including data - for current ECM hard close (year end). Helped focus business and IT on existing problems such as: data provision; model run issues (platforms: algorithmics vipitech & prophet); acceleration issues; and critical process key elements.Produced TOM critical path (based on hard close), timelines illustrating benefits of new technology & process enhancements. Key contributor to Aegon’s successful pre-application process. Also key contributor to Aegons internal business case for programme. Currently contributing to Contents of Application submission for FSA. Project Managing the Process Documentation stream covering all process documentation associated with the Economic Framework (team of 4 SBA’s). Effectively, this translates into producing process documentation covering; assumptions, parameter & methodology setting (incl operational risk); data preparation & model runs, aggregation, and review submission and queries. This is core to delivery of Solvency II, and is under direct scrutiny from the FSA. Role entails a high degree of stakeholder management (dealing with very senior management and SME’s) and liaison with numerous key elements of the business. Worked extensively with Actuarial, Risk and Finance functions drawing on key business, technology and consultancy expertise where required. PWC are supporting the programme to advise on industry best practice and as Solvency II SME’s.

Core Banking Team:Managed definition of Core Banking requirements (production of core Business Requirements Def / Spec) and capability design. Cross business liaison at all levels (incl. sponsors & exec).Key involvement in producing and supporting RFP for main banking supplier (banking platform)Key involvement in supplier capability (system) sessions, reviewing & scoring supplier responses, presenting results to sponsors / exec, and supplier selection.Identification and Definition of key business processes for core banking elements (management of business workshops, liaison with Operations (RBS)). Facilitated “Show & Tell” sessions between Business & Supplier with the objective of conducting a functionality review against business requirements driving out key changes to core banking system. Key involvement in design of new Operations (incl. Estates Management, Complaints, Operational MI Reporting – incl. Regulatory Reporting / FSA), Products and Savings processes working with Business and RBS Ops.Process definition for new products and banking processes in first phase of implementation.Review of Supplier (Fiserv) design processes & documentation relating to operations, product setup / tranche management capability. Conducted via web-ex involving key business SME’s, development teams in USA, and UK staff.Managed RFP process with third party supplier’s to assist with Origination web processes. Project management activities (incl. maintenance of proj plans and reporting cycles).

Project Role(s)Engaged by Prudential to work on Transformation programme as Senior BA / PM. Contact Centre Programme: Intelligent / Natural Language Recognition: Metrics, Workflow / Process Modelling, Business Requirements specs, Third Party Management (VeCommerce), Stakeholder Management, WorkshopsSALAS Platform - Removal of Manual Processing: Pensions - Annuities: Process Modelling / BPRFSA Regulatory Compliance Project (Key Features // Illustrations): Spanning whole business - workshops, process modelling, Business Requirement specs

Project RoleEngaged by HBoS on Platform for Growth and Faster Payments programmes as a PM. Faster Payments:• Implementation – Planning, Workshops, Creation / Management of Task Lists, Deployment• Provisioning Process for Applications under Faster Payments (analysis / production of requirements / SOC)• Business Process Provision for Application Management • Security / Risk Operational Compliance (HBoS / APACS)• Support to Deployment Teams – liaison between business and IT for delivery of Faster Payments AppsPlatform for Growth:• Supplier Management (Toolsets & Infrastructure)• Requirements Gathering & Analysis – Requirements Specifications, Statement of Works, Business Case• Cross stream liaison• Stakeholder Management• Management of Risks, Issues, Dependencies, Changes • Budget / Forecasting control• Planning• Resource Management

Project RoleEmployed by NAG (Business Change) on major Securitisation project. Produced: • Business Requirements Specification (BRS) for largest single phase of programme. Impacting all major Finance Systems (ie RE, GL), Reporting (Hyperion, Holos) and Secured Recoveries (Oracle).• Business Requirement Specifications for all impacted Basel / Regulatory Compliance components. Namely; Credit Risk Engine (UK & Global), Interest Risk Rate in the Banking Book (UK & Global), Integrated Regulatory Reporting (UK covering BSD3, MM/MQ, Q1D, MLAR), Statistical Based Provisioning (UK & Global). • Business Process Definitions (identification of new processes / amendments to existing processes) covering all effected Business Units including Mortgage Services (new procedures / guides for Real Estate & Prevail applications). Including: Numerous Workshops with Subject Matter Experts / Business in UK & Aus. Mainstream Business Analysis / Change Management Business Process Design / Process Mapping (Visio & other toolsets) Change to existing Business Processes / SLA's Supporting Technical Designers / Architects on Design elements & Security Operational Compliance Liaison with Senior Management, Stakeholders across the Business Management of Requirements, Risks, Issues, Dependencies, & Change Requests throughout project life cycle. Management Reporting All documentation subject to rigorous review process post business sign off

Project RolesRe-attribution Project – Business / Implementation Analysis, Task / Event Management Distributed Change Project – Project Manager (XP Rollout / Delivery)Distributed Change Project – Project Manager / Consultant Data Migration Employed by Life business as Project Manager for Data Migration on country wide programme for NU. Spent initial months managing / supporting rollouts for XP desktops for a number of locations in York. From that point managed Data Migration for the Life business, and XP rollouts throughout the UK liaising and working directly with NUCS:• Managing Rollouts at locations throughout UK - including York and Glasgow (business, contact centres). Liaison between business and technical resources, management of third parties during rollout.• Rollout preparation: Analysis of requirements, Customer Orders preparation, Application Packaging process control (management of third parties / support staff), implementation, and project management.• Management of the preparation & migration of data from existing servers (NT / Novell) to new Storage Area Network.• Management of: in depth analysis of business requirements, documentation of migration process, requirements gathering, process design, data structure design, liaison with business at all levels, project reporting.• Third party management and liaison (ie NUCS) to ensure business requirements being met, and that project timescales being adhered to / deliverables being met

Responsibilities / Experience:Senior Business Analyst / Proj Manager within Technology Services – Cross Platform Group.Project Roles Scottish Power – Senior BA: Transition Analysis (£10 mil) Consultancy Bid Work – Scottish Executive, Edinburgh City CouncilHalifax / Bank of Scotland – Senior BA: Data Migration (Pensions)Internal (CGEY) Project Manager Role – Knowledge Management Solution (Primus) for Call Centres (£4.6 mil).GMAC (General Motors Financials) – Project Manager, Implementation & Deployment (£100mil +)Virgin Mobile – Analysis & Business Support (£55 mil)Powergen – Stream Leading role: Enterprise Systems Management Norwich Union (Morley Funds Management) – Analysis & Business Support role for Clients Business Systems.BT Cellnet (O2) – Telecomms Service Management (GPRS) – Implementation & Gap Analysis (£200 mil) Business Integration Projects:Involvement with various business “pilot” schemes to assist with the Business Transformation Program (merger):• Company Performance Review Scheme• UML & RUP Training Material Sales Support:Scottish Executive and Scottish Enterprise bids.Edinburgh City Council.

Responsibilities / Experience: De-Regulation - Business Process Mapping project team: Responsible for carrying out Business Analysis and Design work concerned with the re-engineering of the Business for the open market:  Statutory Interfaces project team (1997): Business Analysis Team Leading role - involvement with: • Registration / De-Registration process interfaces for new & existing customers. • Business Processing of DTC / CIDA flows Remedy Service Desk project: • Detail the Units Requirements & Specifications • Process Design and Documentation Tivoli Implementation: • Business Requirements Specification • Design and Implementation of Asset Management processes (hardware movement, and changes) • Designed the Business processes behind the Software Distribution module (incl. Release Management, Rollout via Tivoli, Problem Resolution.  Maximo (MRO Software): Project Management. Materials Maintenance Management system rolled out to the Thermal group (Oracle based product), throughout the UK. Responsibility for the following: • Management of the Desktop environment (Design, Specification and Delivery of both hardware and software)• Business Process Design (Specification of Requirements up to Implementation) • Management of Supplier Maintenance Controller (ESBIC): Project Management role involving delivery of a new module for 32 bit Oracle Materials Maintenance Management and Safety System.  Completed additional stream of work for Metering / Supply Business - Analysis of Large Power Sector

Responsibilities / Experience:Employed at the Lockerbie site to provide IT expertise across the business and to manage the introduction and implementation of a new Business System.  Management / Co-ordination of Site Support Business Systems Analysis and Design

Bsc (With Distinction), Business Computing

Hnd, Computing

Onc, Civil Engineering

Ond, Computer Studies & Applied Mathematics

7 'O' Levels; 3 Highers

Business Systems Analysis (Spring – Iseb Bcs Diploma In Business Analysis) – Oct 2003

Cap Gemini Ernst & Young Software Engineering Certification Level 1 – Oct 2003

Data Migration Academy (Cgey) Eti Solution Toolset – July 2003

Tivoli: Software Distribution 4.1, Inventory 4.0, Framework (Elyzium) – May 2002

Solaris Systems Administration Ii (Sun Systems) - Dec 2000

Tivoli: Framework, Management Platform, Software Distribution & Inventory (Protek) - July 1998

Solaris Systems Administration I (Sun Systems) - Feb 1998

Systems Analysis & Design (Delphus) - Jun 1997

Prince – May 1997

Project Management (Parity/Bis) - Jan 1996