 Delivering sustainable change across Fidelity by focusing on top down, strategic business priorities to maximise business and commercial value Empowering and upskilling internal teams to create sustainable capability, and promote a culture of innovation and continuous improvement as part of new and improved ways or working  Leveraging an integrated operating model to work with IT, Risk, Compliance, and Shared Services with an objective to deliver better outcomes for the business and our customers Responsible for stakeholder relationships across Asset Management and Workplace & Personal Financial Health businesses, bringing in $20m pipeline of work

• Client Lifecycle Programme Manager, consolidating all CLM processes and creating a Client Middle Office for IB clients with targeted savings of CHF10m• IB Onboarding Programme Manager owning BAU governance, metrics and reporting as well as a portfolio of projects to meet annual efficiency targets• Programme Manager for global regulatory KYC/AML projects ensuring technical and process elements in place within regulatory timelines• Creator of Client Lifecycle Management Dashboard for Front to Back Steering Committee in addition to tableau dashboards for Front Office stakeholders

A senior member of a small IB Business Re-Engineering team, using data analysis to identify significant cost savings in the Investment Bank and review findings with senior members of the Front OfficeMember of management team for Client Lifecycle Management project, implementing a workflow system for onboarding, offboarding and maintenance

Head of global risk programmes, managing a portfolio of projects across three regions and multiple sectors, reporting directly to the VP for Quality & Risk Management; a member of Platts Executive Committee.Key Programme: ‘Project Readiness’ – a global regulatory project to bring Platts in line with G20 ratified IOSCO principles for Price Reporting Agencies (PRAs) in order to pass an external audit for Oil Pricing in October 2013. Inaugural audit successfully passed by all regions in 2013 with results published online and in press. First BAU audit also successful in 2014.All other commodity sectors in Platts prepared for inaugural 2015 external audit. Other commodities comprise: Petrochemicals, Agriculture, Power & Gas, Freight, Metals & The Steel Index

Head-hunted back to Credit Suisse to bring change leadership skills into risk project management teamProgramme Manager for FLEX – a global multi-million dollar regulatory project to automate the way in which Market Risk limits and excesses are monitored, approved and controlled; reducing time to resolution by 75%. Effective IT PM with a global team across 5 countries and multiple time zones. Re-engineered process for introduction of new market risk methodologies, reducing time by 33% and ensuring true end to end involvement of all stakeholders. Introduced business launch gate processes, reducing number of proposed methodologies from 220 to 48 per annum.

Ownership & design of all operational metrics for UK & Ireland. Measurement was sporadic and inconsistent. Worked with business lines to identify and implement key metrics for productivity and risk across the business and develop action plans for improvement using consistent criteria. Developed and delivered training as appropriate.Ownership of ‘Quality+’ - monthly meetings for all staff to share performance measurement & improvement at all levels. Relaunched meeting with in depth analysis of key metrics and understanding of end to end process and client and risk impact across all areas, not just Operations. Worked with each functional area to develop metrics for accuracy, timeliness, efficiency and risk. Introduced accountability and understanding. Worked with global team to ensure consistency across all countries. Increased UK attendance from 15 to 300 to the extent that external venue had to be hired for monthly meeting.Development of global efficiency metrics across 6 operational functions in 4 regions. Operations measured globally for first time in company history and results reported to Global Executive Committee and CEO.Responsibility for global Functional Working Group for Corporate Actions, Income & Tax – developed global quality and risk metrics for these functions. Discrepancies in process identified and driven out across regions.

Partnered Senior Management for Asset Management, Shared Services & IT to ensure appropriate personnel and project selectionEstablished key metrics with IT End User group to evaluate performance of third party suppliers. This work was instrumental in deciding to bring Helpdesk back in house Managed FSA Reporting Project to mitigate Credit Suisse exposure to £8m potential fine following reporting errors. Control demonstrated through project enabled relationship with FSA to move from adversarial to partnering over this issue

Created team of internal consultants, specialising in six sigma.Created six sigma training & development at Yellow, Green and Black Belt level for LTSB Group. Established six sigma governance for group

Member of Business Improvement Team with specific responsibility for HR division and lean sigma training. Member of HR Executive Board

Member of Leadership TeamChair of Quality CouncilRan and/or mentored all cross functional projects within company, including at customer base.Responsible for all lean sigma training, development and communication