Scott Ramsay Email & Phone Number

Glasgow, Scotland, United Kingdom

- Design, build and implementation of regular MI and operational management practices within Customer Services function, enabling data driven decision making and prioritisation.- Creation of demand-led headcount plan and engagement with HR and Finance partners to formulate a 3 year budget outlook.- Rebuild of data sources and creation of reports and tools to enable regular reporting and interrogation of workflow data, contact centre performance, complaints and risk event data.- Providing support to project activity through data analysis, resource impact assessments and consultancy input on the operational impacts of proposed changes.

- Responsible for determining resource requirements for stand up of a green-field Operations business to service major new client.- Providing consultancy support on operating model design decisions to optimise organisational efficiency.- Partnering with client organisation to obtain historic data and remediate data quality issues.- Establishing process architecture view to underpin a structured approach to determining process workload.

- Co-ordinating plans for organisational redesign, including quantifying financial impacts, liaison with HR on people impacts and presentation of consolidated design to Finance Executive.- Ownership of Finance budget forecasting for acquisition transaction delivery, securing buy in from CFO and aligning with Programme Office.- Process improvement and automation within Finance Cost Transformation initiative, including working with EY on process analysis and developing data automations with Alteryx.

Edinburgh, Scotland, United Kingdom

- Developing ‘As Is’/’To Be’ process flows for a large Financial Services company in support of technology transformation and new client bids / onboarding.- Design and build of automated data extracts to codify entire suite of maps into a centralised data repository.- Creation of a process metadata repository to extract and align key features across the process landscape and provide a foundation for a Business Process Architecture.- Engaging with client to highlight opportunities to drive business benefit from the process data.

Edinburgh, Scotland, United Kingdom

- Accountable for planning and scheduling application migrations in a complex technology environment with multiple dependencies.- Designed, built and implemented data storage and analysis environment including automation of reporting and driving data quality on c.200 applications in scope.- Developed dynamic scheduling tool incorporating multiple dependencies and variables to enable end to end view of project lifecycle and capacity constraints based on multiple potential scenarios. - Production of key reports for senior stakeholders to monitor project progress and risks.

- Responsible for forecasting and resource planning for contact centres across EMEA and APAC regions and working with HR / Finance partners and senior / executive stakeholders to agree and implement the plans.- Identifying opportunities to drive efficiency through complex data analysis and partnering with project teams to deliver results, including a creative remodelling of call flows which drove c.15% efficiency improvement whilst also improving staff engagement and the customer experience.- Leading, coaching and guiding a team of senior analysts to develop their capabilities and deliver strong support to business stakeholders.

- Built a brand new team of c.30 heads in UK / India to provide application and user system access support to Williams & Glyn bank post separation from RBS.- Responsible for design of operating model, ensuring efficiencies delivered, risks of stand up mitigated, and team fully prepared to provide support from Day 1.- Partnered with project delivery team to define Day 1 processes and knowledge transfer approach.- Stand up of team halted mid-delivery due to change in strategy for delivering separation of Williams & Glyn from RBS.

- Engaged to stand up the Performance Reporting function for newly created business within RBS- Built Management Information framework to align Performance Reporting with strategic business goals, providing clear line of sight through the business.- Worked with business functions across Payments to define Key Performance Indicators and reporting tolerances.- Implemented Executive dashboards to monitor and drive action in response to hotspots and performance highlights.- Worked closely with HR and Finance business partners to build a clear view of headcount and financial forecasts in a complex business of 2,000 heads / £200m cost base whilst it was undergoing a major restructure.

- Leading a team of 30 Operations Management experts responsible for driving Capacity Management practices through a business of 20,000 staff.- Led the design of the Operations Capacity Management (OCM) methodology and rollout approach. The methodology was benchmarked by an external operations management consultancy / solutions provider and regarded as ‘world class in both its method and implementation’. Typical delivery of 15-20% efficiency uplift per deployment.- Integrated MI, Forecasting, Planning tools and people coaching into a holistic Capacity Management framework focused on delivering for the customer whilst also improving efficiency.- Enhanced forecasting models implemented – reducing non-value add time spent by forecasting analysts and creating scope to engage more effectively with stakeholders.- Key member of the senior leadership team pulled together by the executive to address issues in the Cross Divisional Complaints Handling project – using analytical and modelling skills to provide clarity on situation to senior stakeholders. Providing direct support to Complaints Programme director in analysing and evaluating improvement options, and also advising on IT improvement opportunities.- Supported set up of Analytics team based in Chennai, India, including defining required skill set and developing strategy. Responsible for developing and coaching analysts in translating raw analytic capability into business value-add insight.

- Drove focus on holistic approach to forecasting Operations demand – emphasising importance of relationship building.- Managing difficult stakeholder relationships – moving from combative to collaborative engagement.- Successfully managed people impact of major restructure – maintaining morale during a difficult change period and taking on responsibility for additional staff.- Created an appetite to build an effective Capacity Management framework. This was a significant mindset shift for a number of key stakeholders and required a good deal of influencing.- Designed and piloted an Operations Capacity Management methodology, leading to improved productivity of over 10% in pilot site and improved staff engagement scores.- Sponsored the OP&A Personal Development board. I am very proud of the achievements of the board, particularly the implementation of dedicated personal development time, supported by regular webinars, reading material, online forums and development suggestions. - Key member of the Group Operations Lean Utilisation transversal project, working in partnership with McKinsey to deliver significant improvements to the planning processes in the Operations Contact Centres.- Responsible for impact assessment processes in Contact centres and modelling impact of business changes on operational budgets.

Edinburgh, United Kingdom

- Providing analysis in support of Target Operating Model projects- Supported migration of work to Global Hub India – defining and implementing transitional MI framework.- Built strong relationships with Business Planning Heads across the Operations business.- Supporting business planning and budgeting processes through analysis of resource and capacity plans.

Edinburgh, United Kingdom

- Providing analytics and insight to Managing Director, Manufacturing Operations through presentations and briefing documents for cross divisional and external meetings.- Key role in challenging business performance on behalf of Managing Director.- Preparing input for Group Chief Executive briefing sessions, challenging business performance and monitoring delivery against Service Improvement plans. - Contributed to improved relationships with divisional business partners by ensuring that Managing Director was well briefed and able to anticipate and respond proactively to any challenges from divisional stakeholders.- Responsible for driving actions resulting from executive meetings – strong influencing skills required.- Led the design of the Treating Customers Fairly MI dashboard for Operations.