Governance Lead/1st Line of Defence (Risk Mgt/Controls/Assurance), Savings Transformation Programme – SBS Change DeliveryInitially contracted to embed the programme’s governance structure before becoming responsible for the 1st line of Defence for the Savings Transformation Programme (the largest Programme in the Society’s history), assuring the quality of Risk management, appropriate engagement with the rest of the business and reporting at all levels. Worked with the delivery teams to create a bespoke risk capturing and reporting tool/process, providing Risk Management oversight/insight for Programme Leadership and other key stakeholders up to Board/C Suite Level. This is an important layer to achieve Agile success whilst tracking and translating the risk profile for stakeholders. Worked with the other lines of defence (Financial Crime, Compliance and Data Protection, Operational Resilience, Information Security, Operational Risk, Internal Audit and the Readiness Councils) to ensure engagement and appropriate requirements/progress playbacks remained in place throughout the agile delivery through to the readiness/implementation process.♦ Created the Society’s first Risk and Audit Working Group to facilitate Stakeholder management and engagement towards successful delivery, crucial for the programme as well as the Society wide roll out of scaled agile (SAFe) ♦ Developed (and gained Board approval for) a new Change Delivery risk management process for the Society (both from a top down and bottom up perspective) meeting the needs of Operational Risk, Audit and other stakeholders from 2nd and 3rd Lines ♦ Implemented a bespoke reporting process (to support the risk process) covering all other key programme controls to support (and gap fill) the agility required for Agile working whilst still sharing the right information for effective decision making

Governance Lead, Operational Excellence & Governance – Amlin Business ServicesEstablished a new governance function and governance framework for the newly federated MS Amlin business. This followed the move from Plc to a new federated model with 12 new legal entities (LEs) serviced from a new central services hub, Amlin Business Services (ABS). Initiated ways of working and reporting between ABS and the LEs which included regular service meetings with the 12 LEs both monthly and quarterly to provide progress updates and report on performance of service. ♦ Subject matter expert, working with Accenture to build the service based, ‘Key Performance Indicator’ (KPIs) reporting toolset for use with the 12 LEs♦ Stakeholder management with LE teams in Dubai, Singapore, the Netherlands and Switzerland as well as the UK ♦ Worked with 9 internal service providing functions to ensure appropriate service reporting was shared with the LEs and regulators♦ Oversight over the Company Secretary team to ensure all governance requirements for the business were adhered to throughout the business year, including complex Head Office reporting to the Japanese Head Office meeting precise Regulator requirements – working closely with all C-Suite and Company Chairman♦ Responsible for the Company’s governance calendar adherence and annual refresh ♦ Assured effectiveness of the internal ABS Operations Committees, Risks Committees, Executive Committees and ABS Board Meetings, including the quality of the submissions

Managing Governance and Reporting frameworks, providing overall governance and ‘controls’ of service provision from within the Ring-Fenced Bank (RFB) to external clients as well as internal non Ring-Fenced Bank (NRFB) Entities. Managed external governance forums at executive level containing legally discoverable inputs/outputs. Manage all aspects of internal and external (Cross Entity) reporting. Analysed monthly MI for emerging trends and issues within service provision. Updated Shared Document Library (SDL), maintaining alignment to Group’s records management policy and AMU contractual document retention policy. ♦ Designed and implemented bespoke advanced service performance reporting toolsets, reporting processes, and governance framework to ensure contractually obligated service provision between 80 Ring Fenced-Bank (RFB) business areas and 19 Non-Ring-Fenced Bank (NRFB) and European entities (post Brexit).♦ Collated, analysed, and packaged 2054 separate service levels from 345 individual service schedules across 80 individual service providing business areas within the RFB, working with the contracts team to ensure all changes are applied correctly keeping the integrity of the data.♦ Systematised and analysed service and operational performance/volume MI for 39 transactional service agreements (TSAs) and KPI MI for 40 TSAs on monthly basis for external clients (Sainsbury’s Bank and TSB). ♦ Played integral role in establishing AMU’s continuous improvement plans.♦ Streamlined the process for reporting NRFB impacting change (using collaborative tools within O365).

Implemented PMO Governance and Assurance framework into transition phase of large IT Transformation Programme. Structured reporting process for suppliers into NPG Management Team as well as process for compiling MS Project Plans into consistent format to form basis for weekly analysis and reporting. Facilitated daily governance meetings with full Transition Team (NPG and suppliers) and weekly governance meetings with suppliers and internal NPG teams to track and report on progress and ensure adherence to contractual obligations. Guaranteed Sarbanes Oxley Compliance as well as compliance with NPG Gateway process and project methodology.♦ Simplified transition of IT supplier from long-standing incumbent to two new suppliers within very tight three-month timeframe.♦ Designed tailored Governance & Assurance model complimenting fast-paced Transition Programme.

Oversaw daily financial management for Office 365 Programme, including supplier and consultancy costs. Functioned as primary contact for Programme Director, Senior Civil Servant for Collaboration Services, Office 365 Programme Manager and Product Owner for the provision of PMO services for Office 365 Programme. Supervised PMO planning lead on all planning activities across Programme, supporting Programme Managers/Lead PMs/Architecture Leads/Service and Testing Leads from detailed MSP plan tracking to high level 12 week look ahead of key milestones.♦ Initiated comprehensive PMO function for Office 365 Programme with PMO solution tailored to Office 365 Project and wider DWP Technology area.♦ Established infrastructure enabling regular reporting of key performance indicators/hygiene factors to immediately identify and rectify anomalies.♦ Created Raid controls, Change Control Process as well as Governance, Assurance, and Gateway process for Office 365 programme.

Implemented supplier specific financials, risks, and milestone reporting. Contracted master service agreement and statement of work progress and status reporting. Shared reporting structure with Service Delivery, Onboarding/Work Area Management Team, Legal, Practice Leads and Finance to ultimately feed into monthly Supplier Assurance Board. ♦ Formulated robust and comprehensive reporting framework to cover all third-party suppliers.♦ Formed central tracker used for trend analysis as well as regular status reporting.♦ Advanced assurance in monthly financial figures as well as established firm control on supplier liabilities and risk with enhanced Supplier Risk, Financial, Milestone and Status reporting framework.

Deputised for Portfolio Lead, Finance Lead, and Operations Portfolio Manager whilst managing gradual hand over to permanent Delivery Manager ♦ Rolled out new forecasting and cost tracking system and new Operating Model/Structure across Group IT. Achieved PMO Rationalisation and 50% reduction in PMO Resources.

Managed Group IT PMO function for International Banking IT with the Wealth & International Business and with Consumer Finance Business and Credit Card Change. Steered team of seven onshore and offshore PMO Analysts. Liaised with Heads of Systems/Programme Delivery and Programme/Project Managers, feeding into Head of Operations, Group IT Portfolio Team and originating Business units. Monitored and provided insight and commentary on status of Project delivery. Led Finance Month End meetings for accurate forecasting and OTE workshops to determine upcoming Portfolio list of Projects.♦ Coordinated Group IT specific Governance, Resource, Project Controls, Financial and Compliance requirements of rolling Portfolio of approximately 45 Projects (valued at £31M).♦ Delivered consultancy service on all aspects of project lifecycle and deliverables to Group IT and business area colleagues.

Oversaw project controls, RAID management, budget and resource management, and reporting throughout several Workstreams from Retail Mortgages, General Insurance, and Scottish Widows) divisions for Mortgage Insurance Cross Sales Programme. Partnered with Group Audit to ensure project adheres to LBG standards of QMS compliance throughout Project lifecycles, ensuring all deliverables conform to required standard.♦ Modified internal process and merged into wider ‘Integration’ Programme level process.♦ Co-facilitated two weeks of IT requirements review workshops to compile detailed quotes for final Business Case production and sign off.

Governance Manager for the Wagner Election Event within the Implementation Management Team. Other roles during this period include;- Programme Level Change Review Board Manager (Wagner – Aviva, York)- Wagner - Communications Team (Wagner – Aviva, York) PM/BA- EUK Relationship Management (Wagner – Aviva, York) PM/BAThe Wagner Programme was the largest Reattribution ever undertaken in the UK with £1.2bn in benefits, with a total asset movement of £26bn, benefiting 7m customers. Throughout the lifespan of the project there were 0.4m calls and 0.4m web hits from 9 mailings of over 10m mailing packs (across 130 countries) culminating in 0.8m payments to customers (with 0.7m being made automatically over a 6 week period).

Managing the processes surround the proofing and amending where necessary (pre sign off ) the mailing pack variants for the 8 non UK Wagner Partners as well as the Distribution and Policyholder Advocate variants with Marketing Services, ahead of printing the final versions.Version control with the mailing project, Office of the Policyholder Advocate, Distribution and the non UK Partners.

Effective management of the Property Management team for Hunters Estate Agents in York, Leeds, Harrogate and Manchester offices, whilst also working on a number of change projects throughout the Company.Regular monthly reviews of targets and practices with individuals, through to management of the full property portfolio of over 800 properties of single client landlords and larger corporate clients. With the remit of using my project skills and experience to help develop the Lettings Department as the company grew, I successfully introduced a number of new processes & structures. This included a stronger structure of reporting and directory management, utilising the intranet where possible towards increased cost effectiveness, quality and service to our clients.As a department we exceeded income targets set in March 2004 by over 50% just missing the £1m barrier.

Building Societies, Partnerships Programme Oct 2002 to Feb 2004 The Partnerships Programme dealt with the take on, retention and disengagement of Norwich Union Life's BS Partnerships.The effective management of implementation/transition plans, budgets and Programme controls along with Stakeholder Reporting and Project Controls for several projects within the Programme. Business Analysis towards the production of MI/Benefit & Business Cases.Liaising with numerous business areas with interdependencies to any change transition undertaken. Realisation of maximum benefits from as small an investment as possible, ensuring a strong focus on costs & efficiency. Managing the resource requirements of the Programme with the rest of the Business, particularly at year end planning working closely with all component areas. Involvement in new partner initiatives that were estimated to create an additional £15m in real terms over 3 years.

RIO was a £20m flagship change initiative for NUL to develop and roll out a brand new 'Point of Sales' laptop system for our internal Direct Sales Force, for a number of our Partnerships Sales Forces and for the Sales Force within our Joint Venture with the RBOS Group totalling circa 2000 people.Managed the Project Controls for the Programme, which included People Deployment, Issue/Risk Management, Project Planning, costs control and executive reporting, along with project management on work packages towards the transition from legacy systems to the new all in one sales platform, with interdependencies with back office systems. This Programme was successfully completed on time, to cost and well within the quality levels agreed at the outset.

Acting as Programme Office Manager I initially established the Programme Office for this newly created Programme following the merger of CGU & NU in Oct 2000.I dealt with a portfolio of projects linked to increasing and maximising NUL's Distribution channels. We consistently increased our distribution and enjoyed record sales.

Upon moving to Business Change within the then CGU, I worked within the Programme Office of the Stakeholder Pensions Programme, dealing with Project Controls and Reporting. The NUL Stakeholder Pension was successfully rolled out on time, and stayed as market leader for a long period despite this being a very difficult sector.