● Initially contracting until accepting a permanent position in June 2014 and jointing the senior management team.● From October 2014 – October 2015 was acting as Interim Head of Technical Services due to the criticality of successful migration to new IT platform.● In addition to the successful deployment of IT system this role included responsibility for Marsh premium processing including Invoice/Evidence of Cover creation and issuance, generation of ledger entries and submission of insurer documentation.● The role included direct responsibility for c150 heads with indirect responsibility for a further c100 in Pune.● From October 2015 – Marsh 2016 Interim Head of Broker Support (Broker Backup) was also added to my role with responsibility for MRC/MRCE production and iteration and a further c100 staff. This was an interim role pending restructure of the operation.● From April 2016 I have resumed my Operational Improvement role with particular focus on delivering a programme of improvements to release capacity and drive improvements in key metrics.● In addition to designing and delivering improved processes there is also a requirement to drive and evidence material improvement in key metrics.

Financial Services• Head of Technical Accounts (IBA)2010 – 2013o Lead member of the senior management team with direct responsibility for accounting matters but also providing overall insight into the strategic direction of the business. o Directly responsible for c120 onshore team and Indirect responsibility for >200 offshore staff o Handling a BAU budget in £millions.o Compliance with relevant industry regulation with particular focus on client money rules• Director 2007 – 2010o Overall management of c70 staff involved in wholesale client accounts and personal lines client and insurer accountso Attending meetings with prospective clients as senior manager and subject matter expert.o Movement of significant activity from the onshore to offshore domain including scoping activity, staff engagement, training with appropriate tollgates and budget control.• Black Belt (Process Improvement) 2006 – 2007o Managing process improvement projects from the definition of scoping through to controlling project gains after delivery using methodologies such as DMAIC, Lean, 6sigma etc.,

Director, Reinsurance Accounts - 2004 – 2006Steady promotional progress - 1997 - 2004

Various Accounting roles with steady promotional progress