Joined the Investment Management Revenue Programme and led the business analysis activity needed to provide Investment Management (IM) Business Finance with self-service IM Revenue and Managed Product Assets reporting dashboards.Delivered the MVP for two Oracle Business Intelligence Enterprise Edition (OBIEE) projects covering self-service IM Revenue reporting and Managed Product Assets reportingEstablished performance KPIs to help spot trends and patternsEmbedded and agreed revised processes for MPA reporting and IM Revenue reportingImproved project delivery by implementing ways of working within the project team and Agile concepts such as MVP, Product Road-maps and ‘three amigos’ approaches Business requirements – led the gathering and structuring of business requirementsDashboard mock-ups - mocked up dashboards and specified reports and visualisationsProcess modelling – produced and validated ‘as is’ process models, defined ‘to be’ process models and RACIData analysis – used SQL to analyse datasets such as Portfolio Manager Reference data, Fixed Income and Equity data, understand current state, identify data quality issues and specify changesData flow analysis – analysed revenue data flows and allocations across funds Solution level requirements - defined user stories within an epic, feature requirement structureAcceptance criteria – held three amigo sessions and wrote user story acceptance criteriaProduct Road-map – organised epics into an agreed prioritised Road-map where enhanced functionality could be delivered iterativelyUAT – identified Test Cases, performed UAT testing involving data reconciliationsUser Guides – wrote user guides, shared limitations and supported the parallel runs to transition the changes into BAU

Promoted to Digital Delivery Manager for the final phase of the project whilst still leading the business analysis activity

Digital Transformation ProgrammeProject to implement a replacement open source purchasing platform offering Catalogue, Basket and Ordering services using a PostgreSQL database and hosted on AWS Cloud.Reverse engineering of existing platform for functional requirements and rules.Process Taxonomy, Value chain analysis, As Is and To Be process modelling, RACIs and process embedment.ETL. Supplier product catalogue file specification (attributes, nullability, data types) and technical data validations and business validations

Joined the Finance Transformation programme to modernise the finance infrastructure. My focus was on integrating multiple policy admin systems into Direct Line’s new Financial Staging Hub (Informatica ETL) for consumption by Oracle’s Financial Accounting Hub (FAH).Accelerated the delivery of personal lines insurance financial results from working day three to the morning of working day one Agreed new data contracts with 3rd party suppliersDetermined the source to target mapping and transformation required to enable a standardised financial data set for reportingIdentified and implemented technical and business validation controls to ensure good data qualityAutomated the journal postings for GL Premiums, GL Claims, GL Billing and GL Reserves using Oracle Financial Accounting Hub (FAH)Identified and implemented control reconciliations. Proved that an MI data platform used as the basis for calculating broker commissions, was incorrect and that DLG had been overpaying broker payments Requirement writing – wrote requirements as user stories and translated them into detailed technical data specificationsSource to target data mapping – mapped data from source through to consolidation, staging (including writing transformation logic), aggregation and target object tablesData validation – defined technical and business validation rules including determining reference dataData analysis – wrote SQL database queries to locate the required source system data and documented the data relationships

Recruited into Retail Banking and Wealth Management Finance to resolve IFRS 9 audit issues and streamline the financial modelling processes.Led a detailed review of the Effective Interest Rate financial modelling under IFRS9 for Credit Cards, Mortgages and Liability products for all HSBC brands Resolved and cleared down external audit issuesStandardised and centralised the financial modelling processes Automated the running of the models including cleansing their data inputsImproved the MI around customer behaviourIntroduced a Governance framework, forum and policies Introduced SOX controls

Returned back to Lloyds this time engaged with the Lloyds Insurance Finance Transformation Programme, initially serving as a Finance Project Manager for the first project and then assuming the role of Finance Business Analyst for two subsequent projects.Responsible for investigating and modelling 'As Is' and 'To Be' IFRS Valuation Interest Rate and Solvency II Matching Adjustment processes in order to eliminate EUCs and manual workarounds. Negotiated process ownerships, agreed hand offs between teams and successfully presented the new process designs to the Insurance Finance Design Authority receiving approval. Data File and Journal Automation ProjectLed workshops to establish solution design options to eliminate a manual claims accounting process within Insurance Finance. Wrote general ledger accounting rules and defined the mapping tables needed by SQL to automate the journal postings.

Finance Transformation Programme (Under Part VII of the FSMA 2000)General Ledger and Banking Changes ProjectProject managed and successfully delivered the required changes to general ledgers, banking and payment processes in time for a 2015 year end Part VII restructuring of the Life and Pensions business.

Joined the Solvency II Programme in a hybrid role to lead a Financial Reporting workstream that would complete in time to meet the first Solvency II regulatory reporting deadline. Note: During the project Aviva took over Friends Life and so the Project did not move beyond the first phase. Implemented semi-automated Solvency II Financial ReportingEstablished and agreed an approach and plan for the deliveryAssessed which tools would be most suitable to expeditiously implement the required Financial ReportingSourced the required data needed to report under the regulationEstablished review processes to validate the accuracy of the reports before distribution

Worked as the Financial Analyst within Nationwide’s vendor selection team to analyse supplier responses to RFP requests, enter negotiations and develop business cases for off-shoring IT development centres.Successfully challenged the proposed blended rate card for the Environment Services IT centre proving the resource mix behind it was management heavyIdentified hidden costs within supplier responsesRecommended where Fixed Price, Time and Materials or Resource Augmentation contracts would be best for NationwideIntroduced productivity baselining by determining and establishing KPIsEnsured financial controls were included within the contractsEmbedded new financial processes to support the new contract agreementsProduced the business case financials

Responsible for business partnering the Card Operations area and reporting the consolidated financial performance of the Retail and Wealth division.