Ravi Malhi Email & Phone Number

X 2 Contract extensions until November 2013

Multi Site

• A business focused change role in the acquisition of a divested business from Lloyds Banking Group. Objective: To provide assurance and conduct due diligence on the operational performance of 632 branches, 5.
• Design and build operational reconciliations, which informed the legal Sale & Purchase Agreement on the operational strength and viability of the planned c.£750m deal, specific reconciliations were:o Branch.
• Business architecture design and validation (level 1 to 4) on the Target Operating Model for the entire back office, telephony and branch operations.
• Produce documentation (interim and final due diligence report), process diagrams/flows (Visio) and weekly stakeholder presentations.
• Manage a functional team of internal BA resource and external consultants, resulting in clear and strong (current state & GAP) analytics being undertaken on the operational capability of the proposed acquisition.
• Define a plan (Milestones), by capturing all business requirements, undertaking analysis and reported against the adherence to the plan, programme methodology and programme management office (PMO) activity

• A commercially focused role in a diverse business unit with strategic oversight of a multi million pound bad debt budget, the financial performance of £9bn in mortgages assets and a portfolio of c.1,300 rental.
• Profit and loss management of £9bn in mortgage assets that contributed c. £35m to £45m (2010).
• Led and implemented business unit wide strategy, resulting in clear and communicated business direction and the production of detailed business plans.
• Prepared and presented business updates at the monthly divisional Directors performance meeting.
• Oversight of all customer/industry insight, trends and external market bench marking resulting in adherence to industry best practice.
• Monitoring of business unit wide performance, including direct accountability of all planning, forecasting and budgeting.

• A commercial role within the Banking Risk division, which provided insight and analysis on business performance, customer trends and key business risks and opportunities to the highest levels with the Bank.
• Leadership and oversight of a team that reported on the performance of a £25bn mortgage portfolio.
• Built and managed cross functional stakeholder relationships with key business units to effectively manage credit and consumer risk across multiple business lines.
• Managed all mortgage asset related input into performance communications to the markets, rating agencies and the Financial Services Authority.

• A highly visible role was created in response to the economic downturn and growing arrears and bad debt across an asset base of £35bn.
• Managed all asset based reporting to the CEO/Executive committee, enabling management action which resulted in loss provision savings of £80m (2008) and £45m (2009).
• Recruited and led cross functional teams, resulting in harmonious working relationships and the production of accurate and insightful reporting.
• Accountability for the build of complex reporting mechanisms and the production of user friendly monthly management information.
• Management of senior stakeholders, including provision of expert advice to Executive Board members and Business Leaders to influence and gain agreement to change.

• In the Change & Integration division, the role involved leading business teams to successful delivery of a variety of projects/work streams through the full project life cycle, key achievements include:-
• Control of two work streams in the significant Group core systems programme, delivering 2 months ahead of schedule and training 2,500 sales and service employees.
• Driving a critical path workstream within the Group’s award winning business integration programme, deregistering savers from their tax free status whilst achieving less than 1% customer attrition and retaining £200m.
• Management of a key relationship project with two leading premier league football clubs, generating £80m of mortgage business and 20% of the annual customer growth target.

• I was 1 of 4, from a application pool of over 2500 that was successful in securing a place on the programme which consisted of 3 to 4, 6 monthly rotational placement cycles, that included:
• Saving Services
• Branch Manager
• Affinity Partnerships
• Change Management

Ba Hons, Financial Studies

3 A Levels

3 Gcse'S