For the first 6 months was the lead in India for a complex and large-scale IT change Programme delivering new finance and risk systems across the RBS group. Later transitioning to Chief Operating Officer type role, when permanent delivery head was appointed. Responsible for managing all of the operational aspects of the programme within India. Activities include, demand and supply management, risk and control, financial management, supply chain, training and development, communication and operating model. Key Achievements:• Led the strategy, design and build of the Programme’s offshore capability in Gurgaon. Built the capability from a zero base at the start of 2013 to a team of 250+ by the end of 2013. Build included recruitment of senior leadership team, integration with existing RBS infrastructure in India, accelerated recruitment and training and implementation of revised global operating model (Centre of Excellence structure implemented), resulted in a significant saving to the programme without compromise on delivery.• Working with stakeholders through complex country specific legal frameworks and compliance issues, was able to re-negotiated all existing partner/vendor contracts within India to achieve a 40% cost saving to the overall programmes vendor costs • Embedded a culture of Risk Awareness across the programme in India. Resulted in deep knowledge of risk across the team and earlier awareness, escalation and resolution of risks within the programme. Represented the programme in the country risk governance forum.• Using prior experience coached the global teams, other members of the Management Board and the Exec on extended team model and cultural diversity and relentlessly drove for the delivery of target state. Programme is now running over multiple locations with a robust model that cuts across geographies and delivers fit for purpose solutions regardless of location.

Overall responsibility for the build out of the Systems and Strategy department within the newly formed Global Finance Services division in India. Key Achievements:• Delivered the whole transition strategy across the UK and India for Systems and Strategy from business case submission to target state delivery. Smooth and seamless delivery within timescales and budget and is still regarded as the gold standard in off-shoring within the Global Finance Services Division• Led cross-functional teams to increase efficiency and drive out waste and roadblocks to globalisation. Resulted in overall productivity increases, reduction in delays to SLA’s and increased staff engagement.• Led a team of Senior Managers within India to imbed the culture and values of RBS through turbulent and ambiguous times. • Relentlessly drove for operating model to be expanded fully across locations allowing for my team to have greater ownership and accountability for key business decisions.• Levering relationships with the Risk community and Lean Partnership was able to embed a truly robust risk culture within the team.

• Overall ownership and accountability for Group’s balance sheet reconciliation and integrity including consolidation of all balance sheet items. • Led the project to increase the stability and robustness of the group Financial Consolidation Platform. Delivered a robust fit for purpose system into production and increased stakeholder confidence in it over reporting periods.• Led and developed a team of accountants to pro-actively manage all issues concerning Data Management over reporting periods. Improved data accuracy over 2 quarters, resulting in less re-work across other finance teams• Decreased the amount of overtime required over reporting periods by 30%, which also increased employee morale and key knowledge retention

• Responsibility for business planning, resourcing, people capability, finance management and communication for the cross-Group Change function (500 FTE, £30M+). Remit included establishing change demand/management planning, recruitment, capability development strategies and leading key performance improvement initiatives.• Leading a team of 25 staff providing detailed project support to a portfolio of programmes at Divisional level. Including the embedding of quality governance and reporting mechanisms, risk management processes and controls