Paul Champness Email & Phone Number

Cheltenham, Gb

London, England, Gb

2LoD Operational Risk and Resilience Oversight. Close and continuous oversight and support of 1LoD functions, focussing on Third Party Risk Management for the L2 Supplier Risk category. Targeted assurance reviews, sample based testing, risk appetite monitoring, risk and controls assessment, and ICAAP scenario analysis.

Bradford, West Yorkshire, Gb

First line (1LOD) assurance of risks for the Customer Services Division as part of the 3 Lines of Defence model. Currently focussed on Collections and Recoveries; trusted SME; providing operational support in relation to improving customer outcomes, processes, and internal controls through outcome testing and thematic reviews. Development of a risk based approach framework and assessment methodologies targeting conduct, compliance, operational, and credit risk; encompassing historical regulatory censorship (s166) themes. Partnered with key stakeholders, building strong collaborative relationships and trust through regular engagement, levelling, and negotiating; driving a pragmatic customer-centric culture and risk awareness. Evolved monthly Key Risk Indicator MI feeding into Risk Appetite measures combined with key operational theme data and risk mapping to provide timely assurance, including emerging risks. Planning and prioritising of risk activity; accommodating horizon risks and those associated with change activity; maintaining flexibility to support operational areas in emerging risks. Production of monthly MI packs and presentation through regular informal and formal relationship meetings and governance forums, including key message provision and appropriate challenge for action. Successful management of process of identification and prioritisation of root cause issues; including tracking, validation and escalation - leading to enhanced customer service, policy and process improvements. Customer outcome Risk Appetite measures at sustainable ‘Green’ status following successful partnering and development of action plan.  Management, development and support of a team of risk partners over two sites.

Bradford, West Yorkshire, Gb

Provision of independent assurance on all YBS Group Buy to Let lending to confirm the effectiveness of underwriting and consistency of lending policy application.  Creation of BTL QA function processes for newly established BTL brand (Accord BTL). Delivery of assurance on quality of underwriting to provide confidence for increased targets. Provision of primary lending guidance in the interpretation of lending policy during establishment phase with a focus on appropriate risk exposure and policy evolution. Monthly reporting to operational teams highlighting issues/trends and corrective action/training as appropriate.

Point of primary lending guidance and expertise for the CBS lending function, related departments, and multi-sourced sales network. Built comprehensive knowledge and understanding of all aspects of underwriting and completion practices and procedures including risk assessment, FSA Regulation, compliance and TCF. Frontline driver of quality control, analysis, assessment, and reporting. Pro-active delivery of process and system improvement projects. Introduction of SOAP style reports to speed up executive and Board level discussions. Successful relationship building, and provision of and commentary on mortgage data and corporate governance with external bodies including PWC and the FSA. Established track record of astute identification of trends, risks, and opportunities; taking action and making recommendations to maximise quality and throughput.

Primary management of direct underwriting teams with business sourced from 34 branches and telesales function, with additional processing of packaged broker business. Management of processing and resource allocation to accommodate 600 applications per week via multi-source channels with peaks of 1,500. Responsibility for 30 staff across 2 teams with appeal and individual mandate authority (£1m). Focus on innovation to increase efficiency and SLAs without compromising controls and quality. Manual sorting and release process for application cancellation letters challenged and automated within 1 month of promotion saving 75 hours pa of management time. Designed and implemented staff benchmarking and integrated T&C scheme for 70 underwriters across 5 teams within the lending function.

Management of activities to facilitate completion of mortgages and further advances to achieve annual lending target of c.£3.3bn. Responsibility for 14 underwriting and administrative staff.  Designed and deployed comprehensive T&C scheme for 25 underwriters and administrative staff across 2 teams. Streamlined administrative processes through non-system innovations and continuous improvement techniques.