Graduate Health, Wellbeing, Performance and Placement Management

Supporting Audit Teams

Gain assurance that all BPO offshore suppliers are delivering the onshore Business owner’s strategy effectively and are in control of the sameEstablished valuable relationships between suppliers and onshore business unitsSupported the design and implementation of Bank’s offshore strategyLead and managed a team of Offshore Operations ManagersDeputised for Head of Country as and when requiredOwn and manage the offshore BPO footprint (circa. 3500 FTE across all business units currently offshore & 2 BPO suppliers). Oversee the operations strategy, efficiency, and related bottom line managementRelationship management in a complex matrix organisation. Including all the onshore stakeholders for every Business Unit at any time OffshoreUnderstand the unique relationship between stakeholders onshore and offshore suppliers for each of the different BUDrive better customer & colleague experience and operational efficiency.Lead and develop the virtual team providing leadership, coaching and development for OOMsOwn and manage all changes to the offshore BPO worldResponsible for GSL financial management for the team and companyIdentify understand key risks, assess raise and monitorDrive continuous improvementLead supplier review meetingsKeep team members, stakeholders and relevant colleagues appropriately informed Lead BCP situationsDrive key surveillance activities to provide assurance for onshore

As the Offshore Operations Manager I was essentially the facilitator of the relationship between the onshore Business Unit and our offshore suppliers. Based offshore on the supplier’s floor, I was required to challenge and drive the supplier’s to optimise on their delivery performance for our customers and onshore stakeholders. All this had to be done in line with progressing our journey and within the Vision and Purpose of the Bank, keeping our customers at the heart of everything we do. Objectives of the roleCarry out assurance activities both planned and ad hoc to test supplier delivery of process owner strategyFacilitate the relationship between supplier and onshore Business Unit such that the supplier operates as part of the extended team delivering the end-to-end value stream Support the suppliers to improve delivery performance, to progress the journey for LBGSupport suppliers in delivering Continuous Improvement ideas accepted onshoreMaintain oversight of quality programmes, change implementation and risk profiles in the suppliers organisationBe the escalation point for the supplier and UK stakeholders when opportunities or issues ariseWork with colleagues within my own team, BUCF, Group Sourcing and onshore stakeholders and to benchmark supplier performance against best practiceTo be familiar with the suppliers day to day operations, as well as focused on anticipating medium to longer term issues within the framework of the year ahead and ensuring the supplier has appropriate plans in placeDeputise for the Country Manager in meetings as directed, Contribution to strategic planning and organisation is an important element of the roleBe available at home site/centre during UK core hours, to be amended when required to cover Out Of Hours work patterns and weekends to fully support the LOB I was responsible for

Main AchievementsResponsible for managing 300fte across dual brand call centres and proactively managing call volumes (circa. 7,000 daily). This includes full operational accountability for 210 colleagues off shore in Manila through an Outsourced Contact Centre.  Implemented a continuous improvement strategy and culture to improve both efficiency and effectiveness across both on and off shore, direct accountability for shrinkage, AHT and abandon rate metrics within policy and risk framework Strategic role and point of contact for all Project initiatives into PPI Telephony raising the profile of telephony throughout PPI to act as gatekeeper for on and off shore ensuring consistent approach to comms, implementation, risk, etc Instrumental in reducing headcount thorough progression and strategic policy initiatives Implemented a new complaint recording system in both heritages, on and off shore - improving functionality, increasing capability and ensuring convenient access to data in one central location Influenced off shore to accept the introduction of Risk based Quality approach to call monitoring on and off shore – giving a dedicated, reliable focus on Quality and Driving Fair Outcomes which is best for the Customer and Business I proactively manage the 3rd party supplier relationship including: - project management (including risk management etc.), measurement of the daily progress/metrics, engagement of stakeholders and communication, emotional and cultural awareness, continual evaluation of the business case

Worked on a variety of projects including managing a Budget

Project Manager – BD&I Telephone Banking To deliver projects within the agreed time / cost / quality criteria To set up the project governance, establishing and implementing project processes and controls  To ensure a common understanding of the business needs and the project deliverables  To ensure compliance and adherence to Group Polices and Rules and Practices  To establish and implement effective risk management processes, co-ordinating the management resolution and/or mitigation of and risks & issues that may arise To ensure compliance and adherence to Group Polices and Rules and Practices  To report project progress  To ensure key stakeholders are identified and effectively managed. Work closely with the IT Project manager and any third parties suppliers to ensure development is completed to the required specification, within timescales and to agreed budget  To ensure the project is managed into business as usual processes before closure  Undertake Post Implementation reviews and share and act upon any learning

Responsible for a team of 38 staff of various roles supporting a centre of circa.750heads. Budget Control Coaching and development Costs and Headcount management. Project Management Absence Level Reduction at Centre Level Cross Site Succession Planning Effective Management of Pay Recruitment/Training Attrition Call planning Staff scheduling Ongoing Site Training requirements Adherence to schedules Site Strategy Development Technical Support Comms Management

Responsible for leading c85 staff in two disciplines S&G/TSC. People Management Coaching and development Costs and Headcount management. Sales Management Customer Service Change Management Project Management Risk Absence Level Reduction Succession Planning Effective Management of Pay Recruitment/Training

Responsible for leading 100 staff to deliver high quality Customer Service, achieving key business results including sales and service targets .