Cost optimisation, climate change risk and regulation, stress testing, financial management, credit risk MI and strategic support.

Fund raising and project management for provision of new school facilities

Created fundamental shift in efficiency culture to sustainably change the cost behaviours of c.22,000 employees, taking 5 year cost trajectory from xx% growth to zero.Delivered through the exposure of hard-hitting cost facts alongside a large-scale hearts and minds campaign to support the traditional cost reduction efforts being made to achieve a net zero cost growth trajectory. - Designed and led the 'cultural change' campaign in collaboration with C-suite Execs, Internal Comms and Human Resources.- Designed the programmatic assurance and governance framework, included effective identification of operational risks to support executive board decisions.- Improved levels of operational optimisation, continuous improvement and employee empowerment to mid-level managers to embed the change from the bottom-up.- Improved Board insight using assimilated MI from multiple data sources (employee surveys, employee spending behaviours, operational risk logs etc). Created suite of new operational metrics to measure productivity vs cost reduction.- Nationwide Team of the Year 2019 for the significant steps made towards managing the excessive cost growth trajectory of the business within a relatively short timeframe.In addition played key role in internal campaigns/focus groups to improve Employee Empowerment, to shine a light on Equality, Diversity & Inclusion and to nurture Talent in Finance.

Transformed Regulatory Stress Testing Programme from bottom quartile to best in class operation.Achieved Nationwide Team of the Year 2014 and regulatory acknowledgement for the overall quality of stress testing submissions and presentations to the Bank of England (BoE).• Highlighted scale of the operational challenges to meet new Financial Services regulations, achieved ExCo buy-in to £m+ transformation plans. Gained endorsement from divisional leaders to re-prioritise resources in support, saved £m’s in operational overheads and avoided a potential increase in regulatory oversight.• Delivered a culture of continuous improvement, engaged peoples’ curiosity and empowered them to say ‘no’. For 2 years running achieved target of zero resource growth across >250 employees whilst supporting increased regulatory demands.• Delivered £m+ projects for new technology and improved connectivity between systems, overall bought in under budget and within tight time constraints.• Influenced the Board to use a greater variety of economic stress scenarios, resulted in changes to operational strategies to reduce the Society’s exposure to future credit and market risks saving £m’s+.- Led internal training program to promote development of high performing teams,

Transformation of capital adequacy modelling, planning and reporting to unlock financial benefits from capital issuances and improve overall capital awareness.- Unlocked the complexities of the linkages between capital, liquidity and balance sheet risks for ExCo. Provided improved insight at ExCo to support decisions on new capital issuances and improve market pricing with investors.- Transformed ICAAP processes and improved capital management awareness within broader Finance teams.- Overhauled regulatory reporting to reduce error rates and improve insight.- Improved collaboration with operational teams across the business, reduced end to end process times and increased effectiveness of operations.

parish Councillor, involved in NDP and improving sports provision

1 of 3 founding members of the Flamingo Foundation charity, formed to empower vulnerable people through long term, sustainable solutions that benefit their community and the wider public.- Provided all Treasurer functions- Involved in fund-raising activities and eventsOur experiences with the variety of projects we supported eventually combined into a single focus on the creation of a dance school for less abled children. This now runs as its' own fantastic charity - Flamingo Chicks.

Private practice for small, local clients needing FD support

Group forecasting, planning & analysis of net margin income & balance sheet, and reporting of group profits, cashflow and asset quality. Fast-paced, highly pressurised role to protect income and manage the market risks/opportunities arising during financial crisis.- £5m+ systems project to digitise income forecasting, liquidity and funds transfer pricing, ALM forecasting to meet new regulatory requirements and support growth demand- team and process development alongside the introduction of operational efficiencies to make savings of around 25%- Improved reports to deliver greater insight and provided interactive dashboards as a way of driving buy-in for greater financial awareness in other parts of the business- Introduction of a Funds Transfer Pricing methodology to meet FSA regulations and internal sales/service commissions to improve product pricing

Board member for Finance, responsible for all aspects of financial control, financial planning and financial management. Working closely with MD, completed effective turnaround on this loss-making business within 2 years.- Created their first ever 5 year business plan encompassing worst and best case scenario analysis, followed by their first detailed budgets for operational areas.- Project COT (Cost of Transaction) – activity based costing exercise to determine underlying cause of business losses incurred in 2003/2004, consequently introduced profit generating activities.- Introduced and managed cost saving and profit generation projects, working closely with Operations and Marketing Divisions to improve profitability of the company.- Oracle Financials implementation (AP, AR, GL & Projects) achieving improved cashflow and reduced administration costs for the business. Implemented and successfully provided payroll services for all Stella employees in the UK (800)- Restructured finance team and improved resource usage, stabilised the workforce which was previously 70% temporary workers.- Creation of group annual bonus rewards scheme, provided great rewards for excellent individual performance, enabling company to meet business objectives- Production of all statutory accounts and appointment of new auditors.