Rob Field Email & Phone Number

Alderley Edge, England, United Kingdom

Barby, Northamptonshire, United Kingdom

London, United Kingdom

Lead a large team to successfully complete delivery of Royal London's Actuarial Transformation in addition to the successful submission and approval of Royal London's Internal Model Application

Wilmslow, Cheshire, United Kingdom

Brought in to lead a programme to deliver Solvency II compliance for Prudential’s UK business following the announcement of the 1st January 2016 regulatory effective date. Team fully structured, budgets and plans agreed within 3 months. Delivery has been to plan through 2014 and 2015. IMAP and Matching Adjustment approvals in place and transition plan on track.Following handover I was further engaged to mobilise work in the Information / Cyber Security arena.

Barby (Nr Rugby)

Programme and project delivery specialists, majoring in the delivery of strategic sustainable change within financial serviceswww.amynexltd.co.uk

London, United Kingdom

Engaged by BaxterBruce to support a strategic initiative within a large UK based Insurance company. The assignment reports into the Global Transformation Director and involved the definition and delivery of a strategic report into certain facets of the change agenda together with additional hands on work supporting specific initiatives.

London, United Kingdom

Brought in to re mobilise and structure a team responsible for embedding a framework to enable ongoing Solvency2 compliance across the global Aviva Business. Global delivery responsibilities on this global programme included the Internal Model Justification, Internal Model Review and Data Governance. A robust delivery model and budget was agreed and aligned across the global businesses together with detailed definition as to the quality bar that needed to be met together with the supporting compliance metrics. Additionally the BAU design work has been undertaken and supporting technology implemented.

Northampton, United Kingdom

Responsible for the delivery of strategic sustainable ongoing compliance to a number of regulations within the Barclaycard Business, majoring in the Payments space. A number of key areas were targetted in addition to the definition and delivery of a framework to maintain ongoing demonstrable compliance. At peak over 150 people were involved in this work which was cited as a great example of delivery at pace. The programme has now been handed to internal leadership with excellent feedback received.

London, United Kingdom

Responsible for the set up and running of the Solvency II regulatory change programme at Prudential PLC globally. This is the largest and most complex programme ever undertaken by the organisation and involved the mobilisation of a team globally numbering over 500 people with work underway across 3 continents, multiple timezones and varied cultures. The programme was handed over to internal leadership following a 21 month assignment with excellent feedback at Prudential Board Level.• Initial current state assessment and global vision and objectives agreed by steering committee chaired by PLC CFO.• Group Team structure defined and team recruited• Governance structures defined and implemented including the selection and appointment of a global consulting partner• IT Release Strategy and Transition States for Delivery of the programme agreed and aligned to• Pre Application Qualification Criteria document accepted by the FSA with no further information required (recognised as best in class across the industry)• Overall Programme moved from 3 months behind to ahead of peers within 12 months in the opinion of independent review• Programme Delivery structure and plans aligned globally and excellent team culture established globally• Transition plan and criteria defined and agreed so as to enable transfer to internal resource. References available on request

Headed up the PwC ‘Project, Portfolio and Programme management’ team in London specialising in the turnaround of failing business critical projects and programmes. Assignments were undertaken within retail and investment banking in addition to insurance, public sector and utilities. Recognised as a high performer 2008 and 2009 including an internal award in 2008 for work undertaken at an Investment bank. Assignments undertaken included:FAILED TRADES (Global Bank Administration)Responsible, following the collapse of a Major Investment bank for the rapid mobilisation of a team to define the (people, process and system) approach for handling failed and unsettled trades, including the response to queries, defining the population of fails around the world and building processes to enable them to be managed. PROGRAMME MOBILISATION – SOLVENCY 2 •Initial programme assessment and mobilisation plan put in place Team and Senior management mobilised and plan and business case put in place and presented to the FSA PROJECT RECOVERY (Major Insurance Company)Sucessful turnaround of a business critical actuarial modelling project at a major insurance company• Project delivered to revised timeline – excellent feedback and references available on requestREGULATORY PROGRAMME REFOCUS AND DELIVERY (Investment Banking)Rapid mobilisation and delivery of business critical programme of initiatives at major investment bank• Fast response to acceleration in plans culminated in delivery to revised timescales with excellent feedback at Executive level PROGRAMME DIRECTOR (Abu Dhabi)Definition of Transformation Programme at Investment Company in Abu DhabiPROGRAMME MANAGER (Investment Banking)Reinvigoration and delivery of global financial transformation at a global bank

Responsible for £40 Million Regulatory Programme Portfolio including SOX, AML and Programme delivery of Basel II Programme. Barclaycards Basel II Programme was transformed from worst to best in the Barclays group within 6 months. AML, SOX and Basel II all delivered on time and under budget. Basel II activity outlined below:• Initial assessment of in-flight programme definition and alignment of objectives and structure to vision• Team bolstered and enhanced. Total team size grown from 8 to over 80 within 4 months• Total financial cost reassessed and agreed by Barclaycard and Barclays ExCo and steering committee attendance raised to Board Level with CEO, CFO and CRO all in attendance on a monthly basis• Future state organisation structure and business processes to support Basel agreed and recruitment undertaken• Basel II Awareness Training undertaken at good and general level to 500 staffSecuritisation benefits realised in flight

Barclaycard

Successful turnaround of failing regulatory programme that had been in flight for 2 yearsOver 1000 Business controls required documenting and testing for design and operational effectiveness within 18 weeks. Additionally a SOX operating model was defined and agreed with a BAU SOX Controller recruited prior to handover. This was achieved under budget and on time across 10 locations and 7 countries and necessitated the rapid mobilisation of a team of over 100 people. The project resulted in personal acknowledgement from Group CEO (John Varley).

Leicester And Westwood Park

Following initial assignments within Branch Banking after joining the in the Barclays Graduate Scheme, I specialised in Project Management, starting as a PMO in 1996. Following being appointed a manager in 1997, I undertook various Project Leadership roles, prior to moving to programme level with a £9 Million business area transformation Programme in 2002.