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 operational sites (telephony and back office) and c.6,000 employees. Responsibilities:• 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 transactions (current and forecasted).o Back office processes, timings, volumes and call handling times.o Premises (current & future proof).• 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• Track and resolve project issues and manage risks, which resulted in the project delivering 2 weeks ahead of schedule. • Build of business operational processes and re-engineering existing process for both current and target operating models (As is & To-Be analysis), including benchmarking, measurement and operational readiness capability.• Control expectations through collaborative working, workshop facilitation and data reconciliation with internal stakeholders, acquisitions partners and Lloyds Banking Group.• Senior stakeholder management – Stake holder range, Group board, Banking Group Directors to SME’s

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 properties.• 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 in retail funding.• 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