The role is responsible for providing finance business partnering support for the Global Payments (GP) Cost Base circa £200m and the GP Project Investment Portfolio circa £200m. GP is responsible for providing compliant payment operations, products and services across Lloyds Banking Group. The GP ExCo is responsible for processing payment transactions for approximately 33% of the UK economy with 10 million transactions every day with a value of £125 billion. Financial Control of the GP balance sheet including monthly sign off (£18bn). Producing and presenting finance MI including 5YOP. Managing a team of 13 Finance Professionals, reporting to Group Services/Divisional Finance Director and the GP managing Director. Career Highlights• Key contributor at GP ExCo, Performance ExCo and GP Risk Committee• Successfully delivering a range of projects to budget, ranging from the new Scottish Bank Note, Robotics, Payment Services Review 2, GDPR, MIFID, CASS, Mobile Cheque Clearing etc• Transformed the business finance engagement from a very low base, eliminating the need for the many pseudo finance staff previously employed directly by the Directorate. Building the trust and respect of the directors to the point where finance was integral to their decision-making• Complete revision of the basis of £400m divisional cost allocation model with significantly improved analysis available. Gaining acceptance of the approach from the Banks Divisional Finance Directors despite changes to their allocated share• Made major improvements to the £18bn balance sheet control process as well as significantly streamlining the balance sheet by drawing on considerable financial control experience• Managed Investment Transformation project, effectively amalgamating two Investment finance business partner teams• Appointed as sole accountable finance lead in European Exit project with German regulator to set up European branch necessary to enable Bank Payments post BREXIT leave date

Consumer Finance changed its business make up several times and included Wealth, International Banking, Wholesale Europe, Credit Card and Asset Financing. These businesses had a worldwide footprint. The role had a very wide remit with Divisional responsibility for Financial Control, Finance Change, Data Management, Statutory Reporting and Technical Accounting. This role involved daily engagement with Group and Divisional senior management. Managing a team of 13 Finance Professionals and 12 Project Contractors, reporting to the CF Divisional Finance Director.Career Highlights• Recommended and implemented contractual changes with agencies allowing €15m preferential accounting treatment for German commission payments • Created the Divisional Financial Control Governance framework• Volunteered to take over duties and team of departing Head of Finance Change, successfully meeting all deadlines of crucial project delivery with responsibility being made permanent• Successfully managed knowledge transfer/recruitment from Edinburgh to Cardiff resulting from an organisational relocation • Revamped divisional communications with reporting entities, which encompassed a diverse mix of businesses located across several Continents, ensuring consistent reporting• Managed the accounting treatment and project management of non core business disposals – Australia, SWIP, St James Place, Dubai etc

International Banking was focused on providing Wholesale and Commercial banking services across a range of geographical locations, including continental Europe, Ireland, Dubai, South America and Australia. Responsible for consolidated reporting of IB financial results and financial control to the IB ExCo. The role required the development of close working relationships with local business finance teams, located across the globe and to build and maintained mutually supportive and collaborative relationships, to the benefit of both parties. Responsible for regulating and reporting the risk weighted assets of each business during a very sensitive period for the Bank. Managing a team of 8 Finance Professionals, reporting to and deputising for the International Banking Finance Director. Career Highlights• Solely accountable Finance Lead in the 7 month Hermes project which successfully migrated €30bn of Bank of Scotland Ireland debt to the UK while moving management of debt to new Irish management company• Migrated USA Risk Weighted Asset reporting to Wholesale Division• Successful creation of Risk Weighted Asset Target Operating Framework• Significant improvements to the quality and uniformity of the financial reporting processes with much improved production deadlines

Joined Clydesdale Financial Services Ltd (subsequently trading as Barclays Partner Finance BPF), then an MBI with £130m of balances. Barclays Bank bought the company in May 2003. The company provided retail and motor point of sale finance with BPF becoming the third largest independent motor finance provider and one of the largest retail providers. Playing a lead role in BPF’s dramatic growth with the outstanding balances increasing to £2bn in a 7-year period. Successfully managed a standalone finance function, which incorporated the whole range of finance activities including pricing. Performed as FSA Approved Person. Was responsible for Facilities Management of the company offices.Managing a team of 30 Finance Professionals, reporting to the Barclaycard Finance Director and deputising for the BPF CEO.Career Highlights• Lead role in devising the company strategy and achieving the most profitable results ever• Built and implemented new cutting edge in house point of sale pricing model • Successful acting CEO, making significant pricing policy revision during period of market volatility • Developing the finance team, which consistently scored amongst the highest satisfaction scores in the Barclays Group• Taking the company from niche retail player to being the most profitable Retail/Motor point of sale Finance House with volumes meriting top three status in their respective markets • Ensuring the company became the benchmark company for cost control in the point of sale market (Per FLA Statistics)• Lead role in entering the Motor Finance market from standing start to 3rd largest and developing an in-house systems solution to support the business until systems were developed • Led the finance change and introduction of new customer system• Chairman of the Credit and Risk Committee and Treasury ALCO hedging £2bn SWAPS• Proving maternity cover in management of customer service and marketing departments

Took over the role vacated by the Divisional Financial Controller and Chief Accountant to rectify residual Lloyds/TSB merger problems. Complete change of Divisional Directorship team and subsequent purchase of Chartered Trust and their amalgamation ensured a testing period. This was a Finance House with a range of finance products, predominantly Hire Purchase and Leasing based. Managing a team of 170 Finance Professional, reporting to the Group Finance Director.Responsible for a wide range of finance disciplines:• Payment processing • Maintenance and development of accounting systems and financial controls £6bn• Tax planning, compliance and reporting• Statutory accounts filing for eighty companies • Financial reporting to - Bank of England, Financial Services Authority and Finance & Leasing Association – Approved Person status• Member of the Edinburgh Management Committee and a Lloyds UDT Pension Scheme Trustee Career Highlights• Acquired leadership of a dispirited and hostile department, moving the culture into one of best practice and customer focus, transforming disastrous financial controls to cleanest ever position• Seconded for 6 months as finance lead in strategic review team, resulting in change to centralised business model with closure of over 100 branches • Senior role in purchasing team during the Chartered Trust (CT) due diligence purchase process • Took responsibility and gained trust for large Cardiff based CT finance team in challenging company takeover scenario • Managed the successful transfer of finance departments from Edinburgh/London to Cardiff• Managed c170 staff in three sites with different cultures and by gaining their trust succeeded in their working together as a team• Lead role in project managing successful conversion to single general ledger system • Finance lead on the successful migration of £6bn debtors to CT customer system• Initiated and directed significant rationalisation in number of statutory entities

Lloyds Bowmaker was a Finance House owned by Lloyds Bank and UDT a Finance House owned by TSB. These businesses were responsible for a wide range of finance products including Point of Sale Car Finance, Personal Non Secured Lending, Commercial Lending and Contract Hire. The role of this position was to project manage the amalgamation of the two multi site finance functions. This involved the re-engineering of finance processes while ensuring financial reporting and consolidation were maintained during the transition period. Reporting to the Group Finance Director. Career Highlights• Successful transfer of work to Finance department in Edinburgh• Business as usual unaffected by massive systems and knowledge transfer• £500k VAT pa saving as a result of re-negotiated partial exemption formula with HMRC

Black Horse Vehicle Management (BHVM) was one of the largest providers of Point of Sale Vehicle Contract Hire. The role was responsible for managing the Finance Reporting, Credit Control and Financial Control as a member of the BHVM Board. Amalgamation of Lloyds and TSB business prompted a transfer of work to Harrogate necessitating a significant knowledge transfer project. Managing a team of 12 Finance Professionals, reporting to BHVM CEO and Group Finance Director Career Highlights• Lead role in evaluation, choice, testing and implementation of new Contract Hire system.• Introduced controls and customer liaison improvements, regaining finance credibility • Lead role in Strategic Planning process• Lead role in successful transfer of work to Harrogate with quality documented procedures• Gained agreement to changes in pricing model allowing more transparency of profitability

Business mostly concerned with the financing of Car, Motorcycles and Caravans though third parties i.e. dealerships. This was operated through the Lloyds Bowmaker (LB) brand but also through many manufacturer joint venture/managed company relationships (BMW, Mercedes, Saab, Nissan, Honda, Toyota, VW, Audi etc. These companies required management accounts, treasury management and held separate board meetings. The role was responsible for finance business partnering all the manufacturers and the supply of their finance MI including budgets and the development of a sophisticated forecasting model. Managing a team of 30 Finance Professionals, reporting to the Divisional Finance Director Career Highlights• Deputising and attending hundreds of LB and manufacturer board meetings • Divisional choice as Finance Lead in all Change projects• Re-Designed and updated company Pricing Model and responsible for pricing model governance • Consistently received superior performance ratings and awarded employee of the year • Led the project to replace cheque payments to dealers with automated BACS system • Lead finance role in achieving syndicated loan facility for Toyota Finance and BMW Finance securitisation• Finance Director of Toyota Finance & Scania Finance Executive committees• Development and operation of an Activity Based Costing model in conjunction with McKinsey • Finance lead on Divisional Treasury Committee responsible for hedging £6bn book.