Recent Engagements:Dec 2020 – Now: For a recently merged insurance company and asset manager, Peter directed a Transformation programme aiming to deliver cumulative annual cost savings across 2021, 2022 and 2023. The key focus is: Identifying and developing cost savings initiatives, establishing, mobilising and embedding programme delivery and benefits tracking and reporting in workstreams and delivering programme assurance & portfolio optimisationJul 2018 – Nov 2020: For a recently merged insurance company and asset manager, Peter programme directed the design, build and unit testing for a finance transformation programme (Data and Technology) which aimed to increase the effectiveness of the finance and actuarial function and meet IFRS17 requirements. The programme included work streams for Data Store and Master Data Management (MS Azure & MS SSIS / Informatica RDM), Actuarial Production and IFRS17 (RAFM Models, WTW CSM Engine), Accounting Production (Oracle Fusion GL and Sub-ledger, Oracle AHCS, Blackline), FP&A (Power BI, Oracle EPM, Hyperion) Financial Consolidation Tool (Tagetik), Programme Management Office (Financial Control, Vendor Selection and Management, Design Authority) Mar 2017 – Jun 2018: For a Global insurance (Life, GI and Asset Management) company, Peter programme directed the detailed design and implementation of a global finance transformation programme which aimed to reduce the annual cost of finance by £ 35 M per year over a period of 2 years.

Experience included under banking, insurance and non- FS programmes / projects below

Peter supported the Programme Director with the financial (Impairment and capital) and operational (data, systems, model, processes and disclosure) gap assessment for the implementation of IFRS 9. Peter assisted the Programme Director with the reprioritisation of the Finance Transformation project portfolio (800 change resources), re-shaping of the programme constituents, phasing and timelines and implemented improvements to Programme Governance and overall programme management. Peter coordinated a strategic study that focused on agreeing a Banking Operations and IT Target Operating Model (covering 12000 employees) which included the high level design of enterprise shared services.Peter directed the completion of a Finance TOM, Implementation Plan and Benefit/Cost Case for the creation of finance shared services in Poland, India and Singapore. (approximately 1400 Finance employees in shared services)Peter established and directed the EMEA programme which created Centers of Excellence for operations, IB-research, product control, complex products, IT, financial accounting, and risk management activities in Singapore, India and Poland.As part of the design and implementation of a Global Finance Target Operating Model, Peter directed a three year programme creating finance shared services consisting of circa 550 roles. The TOM included business partnering activities in Amsterdam, London, Chicago, New York, the Nordics, Frankfurt, Paris, Manchester, Singapore and Hong Kong and shared services activities in Mumbai and Chennai, India. The programme delivered annual cost savings of approximately £ 32 million per year and a change budget of approximately £ 70 million.Peter directed the design and implementation of a Financial Accounting Target Operating Model (Investment Banking and Private Clients) by creating a retained organization in London and shared services in Pune, India.

For a Private Equity company, Peter directed the design and implementation of the Finance Target Operating Model for the implementation of a business partner function in USA, UK and Germany and the shared services in Gdansk, Poland.Peter programme managed the detailed design and implementation of a business banking transformation programme which included the creation of differentiated customer propositions, sales force effectiveness and shared services for banking processes. (underwriting, recovery, collections, lending support, security, legal, payments and drawdown) Peter managed a change team of approximately 45 team members.Peter developed and produced three business cases / strategies for the start-up of Internet Banks.Peter designed an Enterprise Performance Management framework, supporting the business value chains and product/service strategies for a UK – based retail bank.As part of a cost reduction programme, Peter led the determination of the unit cost of activities and processes by using activity based costing. The process costs and the activity analysis were then used in the re-engineering of the processes to make the credit card operations more efficient and effective.Peter project managed a team re-engineering the Investment Banking Operations (back office) processes for Fixed Income and Repo’s.Peter delivered a project focused on providing product, service & customer profitability analysis by using activity based costing.

For a General Insurance company, Peter directed the Global Transformation programme delivering cumulative annual cost savings of £ 180 m in 2015. The Global Transformation programme was focused on revenue enhancement and cost reduction across all functions and the main regions of UK, Canada, Scandinavia and Group.For a Global insurance company, Peter programme managed the detailed design and implementation of a global finance transformation programme which aimed to reduce the annual cost of finance.Peter provided external challenge and support to the Steering Committee and Business Design Authority of a Finance Transformation programme. The programme included changes to services, organization, processes, technology and locations.Peter supported the Chief Risk Officer and Programme Director with their Risk Transformation Programme. (Key programme deliverables/milestone sense check, effective Steering Committee reporting, integration/alignment of Risk Plan and Capital Plan).Peter directed a strategy review focusing on the design of an Operating Model for application development and maintenance of global applications.Peter directed the design of Financial Reporting and Consolidation shared services, implementation of the shared services and the establishment of a regional management structure.Peter programme managed the detailed design and implementation of a global finance transformation programme which aimed to increase the effectiveness of the finance function and meet regulatory requirements. The programme included work streams for IAS/IFRS Reporting, Risk Based Capital, Global Financial Consolidation Tool, Actuarial Systems and Processes, People and Processes, Programme Support Office and Change Management.

Peter supported the Group and Divisional CFOs with their Finance Transformation programme implementing programme management improvements and completing an Integrated Finance Target Operating Model, Integrated Plan, and Updated Benefit/Cost Case.

Experience included under banking, insurance and non- FS programmes / projects

Experience included under banking, insurance and non- FS programmes / projects

Experience included under banking, insurance and non- FS programmes / projects