·        Led a team of 27 architects to conduct all design activity across the banks change portfolio covering a number of significant changes including but not limited to... modernisation of Banks contact center technology through utilisation of Genesis CX Saas, deployment and adoption of Salesforce and Mulesoft, modernisation and replacement of the Banks digital platforms to become cloud-native, modernisation of the Banks payments, treasury and fraud estates as well as deployment of MS Teams·        Defined the banks multi-year IT strategy including its approach to its core mainframe platforms, usage of cloud and adoptions of SAAS / PAAS including the definition of a future public cloud migration·        Built and maintained the banks five-year Technical Debt remediation roadmap, halving the amount of technical debt in the estate over a three year period and communicated progress directly with the exec, board and industry regulatory bodies·        Ensured a major IT estate rationalisation programme initiated – saving the bank over £15m per annum whilst significantly reducing operational risk and exiting one savings platform and two mortgage estates·        Implemented a streamlined design governance approach, improving project efficiency and increasing visibility of change across the organisation

·        Lead Enterprise Architect for the Consumer Servicing value stream (transformation of all Retail servicing customer journeys across all channels - ~£250m pa investment) – including the banks response to PSD2 and open banking legislation·        Lead Retail architect for the £80m transformation of the Retail sales approach and supporting systems improving the efficiency of the sales process by circa 60%·        Worked as a combined Business and Enterprise architect for the Retail Branch domain during a period of intense change·        Set the IT strategy for all systems across Retail Channels (ATM, Branch & Telephone Banking) and worked with senior business stakeholders to influence future years investment·        Defined a future IT landscape for Retail Business Banking and proposed a set of project interventions to deliver that strategy with minimal additional investment·        Held business unit level architectural responsibility for the Retail Branch and Retail Business Banking domains including owning all IT designs within those portfolios·        Lead architect for any Retail branch design issues across the group including queries from senior IT and business stakeholders·        Line manager for a number of architects setting objectives, monitoring performance and identifying areas for improvement·        Lead architect for the Retail Branch servicing part of the HBOS Integration programme·        Led a team of architects designing all branch and colleague remuneration IT system changes needed for Project Verde (TSB divestment)·        Consistently covered for more senior stakeholders throughout HBOS integration, at times being the main point of contact for large areas of change including the first main release (£148m IT spend)

·        Proved the value an IT division could bring and worked alongside company Directors to setup Calrom as a new startup company ·        Lead architect & designer of all Calrom products including requirements capture and modelling, data models, high level logical design and technical design including tier definition and class structure ·        Hired, trained and managed seventeen developers across four distinct teams including re-prioritising workloads and managing inter-dependencies ·        Project managed the concurrent development and deployment of several online e-commerce-based reservation systems for British Airways·        Designed a system which, when implemented, reduced the cost of Lime Management’s main revenue stream by circa 50%

·        Lead developer on a £2m re-development of the UCAS admissions system·        Key member of six concurrent projects for government agencies with a budget of more than £500k·        Created bid documentation for several large-scale systems improvements for the Environment Agency including defining solutions and estimating complexity of change involved·        Played a pivotal role in an IT support team for numerous systems – one of which classified more than £24m expenses per annum