Robert Evans-Brain Email & Phone Number

Bristol, England, Gb

Gloucester, United Kingdom

Managed the Migration Programme for the TSB Savings Product Business Unit, the migration of the TSB Bank from the core Lloyds Bank systems to those run by Sabadell. Responsible for all deliveries required for a smooth transition of the Savings business. Engagement with Stakeholders from across the business ranging from the Products Director and his executive team, IT Development team in Spain and Branch / Operational SMEs impacted by the change, ensuring at all times that the design and implementation met the needs and demands of the Savings business.Managed the full end to end programme life cycle for a major migration programme; requirements gathering, functional design, solution design, test phase, system implementation and data migration. Two key deliverables; the build of the new IT platform (Proteo) to support customer service and sales processes and the co-ordination of all data migration requirements for the Savings business.Working in a matrix management structure, directing and co-ordinating activities across Design, IT Build, Test Delivery and Implementation as well as all data mapping and reconciliation activity at migration. In addition, worked with aligned business units, other product areas and third party suppliers, to ensure their design, processes and functionality were aligned to Savings requirements.

Cardiff

Initially contracted to deliver Payment Automation, contract extended and asked to lead a project for regulatory Change in the Motor Sales business and then lead Project Manager for migration of the Secured Lending business following it’s sale.Payment AutomationProject: Managed the design and implementation of a new payment process and automation of inbound manual payment processes. In addition, implemented IT change by third party system supplier to reduce the Direct Debit Payment cycle from 5 days to the industry standard 3 days. Finical Incentives Regulatory Change: Managed a complex regulatory project requiring the Motor Trade industry to move away from commission based incentive schemes to a more appropriate reward structure, extensive ambiguity as no clear direction set by the regulators. Engaged business SMEs and industry experts to capture requirements, review and sign off by Senior Risk & Compliance teams, designed compliant solution and managed through to implementation. Developed complex new commission structures along with internal and external training / communication material to ensure changes were understood and embed correctly.Sale and Migration of The UK Secured Lending Business To Goldman Sachs: Key member of the core Barclays team managing the project. Personally responsible for 7 of 14 work streams (all IT, Finance, Data Migration, Cutover planning and Decommissioning) but also providing technical input and guidance on the remainder, in particular PPI. Managed key engagement with the external project team working on behalf of the purchaser. Managed internal business readiness activities, ensuring systems and data in scope identified and confirmed by all parties, process in place to migrate data, supporting dress rehearsals and live proving events. Managed decommissioning activities, removing standalone systems and purging data from key systems shared with other parts of the business.

Swindon

Managed business readiness activities for over 40 branches migrating from Dunfermline, Cheshire and Derbyshire Building Societies to Nationwide Brand. In addition, managed Prefix changes and live proving of impacted branch processes and systems (Prefix being the Nationwide equivalent of Sort Code). Changes required within circa 40 core banking systems and reporting tools.

Responsibilities: - Manage all change originated across the Lloyds Banking Group business impacting core Finance systems and processes. - Lead a team of 6 Change and Test Managers to deliver all change activities. - Manage engagement with the Finance System and Process subject matter experts to confirm the impact of such change and the actions required for successful implemention.Accountable for the prioritisation of all such change impacting the Finance business. - Stakeholder engagement with the Leadership Team for the Finance operational function and Executives across the Group in support of their change portfolio. - Managed impact of change on all regulatory and statutory reporting activities; Bank of England, FCA, FSA and Companies House reporting - In addition, responsible for designing the Finance support required by the new TSB business and implementation of the ongoing service agreement.Achievements: - Over the last 3 years, control and management of circa 100 projects impacting Finance systems and processes.Management of a rolling change portfolio of over 30 live projects at any one time. Diverse portfolio of projects ranging from accounting changes to support new product launches and Divisional structure changes impacting financial reporting hierarchies through to complex programmes implementing new technologies and infrastructure impacting the Finance architecture. - Managed engagement with a diverse group of stakeholders ranging from the leadership team of the Finance Operations business unit consisting of 350+ heads and Executives across the wider Lloyds Banking Group. - Managed team personal development, all progressed through APMP and improved their knowledge and capabilities, number being promoted into higher graded roles. - Delivered the new legal agreement outlining the Finances services to be provided to TSB Bank.

Managed Integration activities within the Savings, Investment & Protection Product UnitResponsibilities: - Managed the HBOS and LloydsTSB integration activities for the Savings Business. - Assessed the impact of all Integration activities across the Lloyds Banking Group to identify the impact on Savings sales and service processes, products and service to customers. - System and process changes initiated to mitigate impact of integration to the HBOS product offering and service to customers. - Established impact of change on the Savings Balance Sheet and P&L, reporting impact directly to the Group Savings Director. Achievements: - Established the new Target Operating Model for the Savings business. - Managed delivery of the new Halifax Savings product range, re-designed to align to Lloyds system constraints. - Identified impact on Halifax customers of such changes in products, managing customer communication. - Directed project teams to deliver new systems and processes to accommodate Halifax customers' requirements; in particular focus on Passbook usage in Branch, accommodate unique Halifax product features and changes in Term Deposit terms and conditions impacting the Group Balance Sheet. - Successful delivery of the new Halifax product range and system / process changes in branches, call centres and online to accommodate the integration of the Halifax savings customer base.

Managed Commercial Development activity for the Retail Bank. Responsiblities: - On behalf of the LloydsTSB Retail Bank, managed the relationship with key product units such as Scottish Widows, Savings, Wealth and Loans. - Worked with senior stakeholders from these product units to manage changes in sales and service processes along with changes to pricing impacting. - Assessed the impact of all such changes on customers, staff and the Retail Division P&L. - Presented findings to the Retail Executive Board to support such requests. - Mobilised project teams to implement changes accepted, guiding their activities and tracking implementation plans through to completion. Achievements: - A number of successful new product launches delivered, in particular new Insurance products. - Maximised income for the Retail Bank, negotiated annual profit share arrangements with each product unit. - System and process enhancements delivered to improve the customer experience and increase sales performance.

Member of the central core team of project managers allocated to large group programmes.Achievements: - Delivered final Group strategic Telephony solution, migrating calls from remaining Lloyds Branches and centralising additional call activities. - Delivered a new Retail Reporting process, Branch network run as ‘profit centres'; Individual P&L and balance sheets delivered for each group, extensive communication and training activity delivered, critical executive stakeholder management to ensure successful delivery. - Managed the implementation of new Telephony technologies for Lloyds Call Centres, upgrading the existing architecture.

Responsibilities: - Managed the Process Design function for a new internet start up business launched in Spain, Evolvebank.com. - Subsequently seconded to a joint venture between Lloyds Bank and Centrica to launch the Goldfish.com Internet bank, again managing process design activities.Achievements: - Designed and implemented all back office routines, Customer treatment strategy, Credit decision processes and call centre activities for the new Banks.

Responsibilities: - Managed PMO function for the Telephony and Service Centre programmes, centralising all Telephony and back office process from branches to functional service centres. - Reviewed and implemented changes in processes to improve customer service.Achievements: - Call Centre created to manage all calls into London Branches delivered on time and calls successfully migrated from branches. - 8 large functional service centres and circa 25 smaller sites delivered on time. - Number of process improvements implemented resulting in improved Customer Service scores, reduction in customer complaints and substantial reduction in call centre average handling times.

Management roles in Branches, Group Audit and Commercial Banking; - Personal Banking Manager for group of 6 Branches; - Manager in our Commercial Banking business supporting Small / medium Enterprises - Number of roles across the Lloyds Branch networkRobert Evans-Brain, Progamme Manager