- Managed the Reporting Framework and process, providing monthly reporting pack to the Portfolio Director and external client- Provision of support to the Programme Manager and guidance to the Project Managers on all Programme Management disciplines - Managed Programme plans and Risk & Issue monitoring, reporting and escalation - Managed the Change Control / Business Case process for both internal and external client approvals- Maintained Financial Management controls and processes to ensure time and costs were accurately captured and reported in line with Finance and billing requirements. Undertook reconciliations as required to ensure financial record keeping was current and accurate. Management of Third-Party contract renewals

PMO Lead, Amethyst Phase 3 Remediation Programme - Managed Business & Technology Workstream plans, Reporting, Risks & issues, governance forum materials preparation and all PMO related deliverables including all upward reporting to the Programme Central PMO

Semi-Retired

Planning Manager, Data Strategy Programme- Responsible for Programme Plan quality and reporting- Management and Reporting of Programme budget

PMO Manager, Operational Delivery Workstream, Jade Programme - Set up the Operational Delivery Workstream PMO, rolling out and embedding Programme governance framework across multiple teams- Took on PMO governance for the Technical Delivery & Customer Delivery Workstreams- Managed Workstream plans, Programme Reporting, Risks & issues, governance forum materials preparation and all PMO related deliverables including all upward reporting to the Programme Central PMO - Managed three Workstream resource plans (c60 FTE), onboarding, offboarding and contractor renewals- Prepared the budgets for three Workstreams (total >£46m) for approval by RBS Board and tracked monthly actuals against budget- Managed one PMO Analyst

Career Break whilst looking for a new contract

PMO Manager, SortCode & Account Number Re-numbering (SCANR), Rainbow Programme- Set up the SCANR PMO and managed Plans, Programme Reporting, Risks & Issues and all PMO related deliverables including all upward reporting to the Williams & Glyn Central PMO- Managed Workstream resource plan (c75 FTE), onboarding (including the Central Implementation team) and contractor renewals- Prepared the SCANR budget (>£9m) for approval by the RBS Board and tracked monthly actuals against budget- Provision of support and guidance to the SCANR Workstream on all Programme Management disciplines - Also set up and managed the NatWest Technology, Infrastructure & Data (TID) and NatWest Transfer PMOs - Managed a team of PMO Analysts

Underwent treatment for cancer

PMO Manager, Transitional Service Agreement Workstream, Rainbow Programme- Set up the Workstream / PMO and centrally managed Plans, Programme Reporting, Risks & Issues and all PMO related deliverables - Managed Workstream resource plan and contractor renewals- Acted as conduit between RBS & Santander to prepare joint reporting for Executive meetings - Preparation of high quality presentations for delivery by Programme Manager to Senior Executives / Santander

PMO Manager, Change Management, Business Services- Jointly developed and implemented a strategic partnership framework / relationship with a third party supplier (Accenture) including specific Delivery Day Rates, to support the delivery of the Group’s change portfolio- Through negotiations between the supplier, Group Legal, external Legal counsel and Group Procurement, significant Day Rate cost savings (up to 20%) made compared to the existing Consulting Day Rates- Responsible for all upward reporting, Executive presentation production and management of Risks & Issues

PMO Manager, Management Efficiencies & Effectiveness Workstream, Sunrise Programme- Set up the PMO and responsible for managing Plans, Reporting, Risks & Issues and Change Control - Preparation of high quality presentations for Executives- Preparation of the Workstream Business Case - Workstream exceeded its cost saving benefits through flattening Management hierarchies, following a more prudent approach to spending and removing unnecessary bureaucracy

PMO Manager, Manufacturing Division Programme Office, ABN Amro Integration- Responsible for setting up the Manufacturing Division PMO and implementing / managing a suite of Programme controls

Delivery Manager, Group Security & Fraud- Successfully managed a project responsible for implementing a suite of metrics across the RBS Group to track, measure and report the acceptable level of fraud risk appetite- Prepared a business case to the Group Executive in collaboration with other Group stakeholders for a multi-million pound investment in 2008 to mitigate increasing fraud volumes / attacks, which was agreed - Managed a team of 7 Data Analysts to ensure accurate analysis and reporting of key Financial Crime risks

Manager, Group Security & Fraud- Responsible for Financial Crime reporting to Group Executive and industry bodies- Developed and delivered an MI strategy for Group Fraud Data Collection and Reporting - Wrote many briefing papers and presentations for Executive forums to highlight the fraud risk profile in different businesses across the Group and emerging threats - Recruited and managed a team of 7 data analysts responsible for collation of Group Fraud Data and trend analysis - Team recognised as Centre of Excellence for all fraud related MI requests and Executive Reporting

PMO Manager, Change Management- Responsible for co-ordinating the completion of 17 Business Cases in support of projects delivering strategic, customer and financial benefits within a 90 day window post-NatWest integration - Delivered an objective and independent view of Programme status, highlighting areas of risk and providing recovery recommendations- Driving through resolution of critical issues that threatened Programme objectives- Responsible for tracking benefit delivery across the whole project portfolio and reporting progress to the Group Executive- Acted as Relationship Manager between the PMO and Retail / Offshore businesses during the lifecycle of their projects- Preparation of one hour presentation for the Director of Change Management to external technology vendors at the Edinburgh International Conference Centre - Closely worked with Senior Management to develop the framework for the next set of change projects to deliver value to shareholders, customers and the Group

Manager, NatWest Integration- Responsible for managing business Change Requests during the integration of NatWest into RBS. Achieved 98%+ approval rate by the Change Board for all change requests submitted - Undertook Incident Management duties during the four month Proving Trials leading to the successful integration of NatWest onto RBS core systems in October 2002. Led several incidents, involving the management of senior subject matter experts from across the Group, to satisfactory conclusions - Recruited and managed a team of 12 MI analysts during six overnight Proving Trials. My team successfully collated 100,000 reconciliation data fields and delivered a ‘Go’ decision to the Integration Directorate in support of the systems integration

Assistant Manager, Integration PMO- Produced and implemented a suite of standards / procedures for all Project Management controls following the take-over of NatWest by RBS- Successfully implemented the Planning, Reporting and Risks & Issues processes into both Scottish and London based PMO’s, including staff training- Designed and built a Risk & Issue database for the PMO and delivered training workshops - Undertook review of Change Control process and implemented improvements, including a new database

- Managed and developed a team of 5 credit analysts- Undertook full credit analysis of lending requests up to £1m and prepared decisions for sign-off by the Head of Lending- Undertook preparation of briefing notes for Senior Management ahead of customer interviews detailing lending history, financial analysis, security and sales opportunities