Phillip Kirk Mba Acib Email & Phone Number

Led a team of 8 Area Directors and 70 client-facing Relationship Directors in the South East supporting 8,000 SMEs. £3bn of lending and £5.7bn of deposits.– Five successful years when the region consistently delivered 1st or 2nd quartile peer group performance across all P&L, sales, service & risk KPIs.– Delivered three transformation programmes resulting in a 35% reduction in people. There were significant client moves due to major portfolio reconstruction but successfully achieved negligible client attrition owing to careful planning and implementation.– Drove a step-change in colleague diversity within the traditionally middle-aged male team making 10 female and/or ethnically diverse appointments in 2020/21.– SME senior leadership team role model in group partner engagement and collaboration.– Supported SME clients and colleagues through the considerable uncertainty presented by the Covid pandemic, including >£350m in Coronavirus Business Interruption Loan Scheme (CBILs) lending.

Led a team of 8 colleagues responsible for negotiating UK and offshore outsourcing contracts for up to 8,000 claim handlers and support staff at its peak and was responsible for ongoing contract performance oversight.– Successfully negotiated +4% day rate reductions each year with no deterioration in quality.– Engagement Lead with the UK’s Claims Management Companies (CMC), the Ministry of Justice (responsible for CMC oversight) and the Financial Ombudsman on CMC matters.

Led a team of 850 colleagues across 4 sites delivering a telephony and branch service supporting 1 million Business Banking clients <£1M turnover businesses) and charities. £1bn lending and £5bn deposits.– Successfully merged the Lloyds Bank and Bank of Scotland Business Banking operations. – Developed strategy, secured business case sign-off and delivered the first stage of a new operating model, which transitioned away from antiquated systems and processes to an efficient industrialised operation able to provide clients with a quality service at a low cost.– Continuously identified and delivered cost savings. o Closed charities operation in Taunton and integrated client activity into the Edinburgh site, a net cost saving of 45 people. o Migrated 24,000 clients into Business Banking from face-to-face SME, a net cost saving of 88 people to the group.o Worked collaboratively with Group Digital Transformation to continuously enhance Business Banking on-line offering and migrate transactions away from branches and telephony to self-service. This included account opening, which saved over 115 roles.– Drove service improvements. Extended telephony service offering from 5 to 6 days a week with the same number of colleagues to improve the service to our clients.– Delivered P&L objectives every year and throughout the transformation programme.

Led a team accountable for the Groups complaints performance and managed Executive Complaints.– Developed strategy and achieved group-wide stakeholder sign-off for stretching transformation programme that would meet new FSA regulatory complaint handling standards. Drove implementation.– Designed and implemented a new root cause analysis operating model that consistently reduced complaints each year.– Led project to map every type of customer complaint journey to identify systemic customer experience process failures and held relevant business units accountable for resolution.– Group Engagement Lead for complaints with FSA and the Ombudsman.– Established LBG relationship with Henley Centre for Customer Management at the Henley Business School to help us understand what the very best service companies were doing.

Surrey & Sussex

Led a team of 8 Local Directors, 100 branches and 1,000 branch colleagues to deliver sales, service, cost, transformation, risk and people objectives.– Took over this historically under-performing region who were bottom out of a peer group of 18 regions in the UK and led them to consistently 1st quartile performance across all KPIs.– In 2008, the region was named the Top Performing Region in the UK measured against a balanced scorecard.– Achieved year-on-year improvements in colleague engagement score.– Planned and delivered numerous branch closures necessitated by a migration of activity to digital banking from in-branch transactions.

Led a team of 15 branch managers and circa 150 colleagues in the Earl’s Court, Kensington and Richmond area to deliver stretching sales, service, cost, risk and people objectives.– After year 1, consistently delivered 1st quartile performance out of a peer group of 150 in the UK measured against a balanced scorecard.

Responsible for the development of the Retail Distribution Strategy, including the branch network, telephony, Internet and ATMs.– Preparation of twice-yearly Channel Strategy and Plan Board updates.– Led research and consultation project on the future role of the branch, including piloting possible options in and around Reading.– Responsible for the branch closure plan.– Designed, launched, and led an initiative called Innov8 to encourage colleagues to generate new ideas in which they could raise seed corn funding.

Cairo, Egypt

Part time secondment to the Bank's external consultancy team which was available to Lloyds Bank's Correspondent banks around the world. This engagement was for Banque MISR in Egypt and involved helping them on site in Cairo implement a Balanced Scorecard performance management system.

Executive Assistant to Group Board Director, Distribution, Retail BankingChange Programme Manager, Branch Simplification Programme, Retail BankingFace-to-face Management Trainer, Midlands & North, Group HRBranch Manager, Nottingham, Retail BankingSME Relationship Manager, Nottingham, Commercial Banking

Mba, Master In Business Administration

Associate (Acib)

Senior Executive Programme

4 week Senior Executive Programme

Executives Course

Lloyds Bank Executive Development Programme