New Role within Organisation responsible for delivery of all Change to iPSL IT applications including client driven requests. Team of 80 covering Change Management Front Door, Change Team, Architects, Development Team, Test Management team managing 3rd Party Test Provision, Deployment Teams. All overseen by a Release Team. Direct Reports of 4 Senior Leads.

Engaged into iPSL via Stellar to oversee the final months of the ICS Migration Programme, involved close liaison with client banks and iPSL teams to ensure successful delivery of the new system to be ready for all channels going live on the industry platform.

Engaged to manage Branch Migration for key iPSL Clients onto the new ICS Industry Platform, included ownership of the IT system build, test and delivery. Also responsible for Business Processes and face-off to the individual bank project teams and branches in the roll out.

Programme Manager covering Technology & Business elements reporting to the Programme Director. I managed the work stream from initiation defining the scope, building the team & securing budgets through to delivery of projects.The RBS Payments Transformation Programme is a 5 year £120m+ undertaking to re-engineer the major payments systems to maximise efficiencies & resilience for RBS CustomersThe work stream was made up of 5 areas; • Payments Monitoring - Provision of real-time payment transaction monitoring solution • Liquidity Reporting – Provision of new analytical tools & reports using SAS Visual Analytics• Payments MI Reporting/Analytics – Reporting solution for Payments Operations• Payments Data Provision – Building data extracts from key payment systems & creation of Payments MI data stores in Hadoop.• Payments Data Management – Creation of consolidated near real-time data store & Services for New Payments Engine and Archive solution.Responsibilities;- Driving the programme via continuous tracking of agreed plans for 10 projects with combined budgets £15m+ by holding daily check points for each area- Line management of 6 RBS PMs, 3 contractors & Matrix management of Test & Implementation resource- Management of Business Lead producing Business Operating Models & Proving Plans.- Key relationships with 3 external suppliers, & 4 main stakeholder groups- Status reporting – Formal updates for Programme Board, daily updates in delivery stand-up- Drive Risk management by working with all stakeholders; agree mitigation strategies, & action owners- Track project costs forecast (Manpower, Capital & External), resource & delivery schedule for the programme- Oversee Implementation Plans- Represented Technology on Transformation Programme Delivery & Risk Boards- Chaired fortnightly work stream programme board.- Supported the wider matrix team, which was more than 100 people in Application, Infrastructure & Business Teams, with monthly update calls

Delivery Manager role for SEPA within Payments Technology, which was delivering 2 releases for the 3rd party Clear 2 Pay SEPA DDs and Credit Transfer systems that RBS use. Reported to Technology Payments Strategic Programmes Senior Manager.

Reporting to the B&C Technology Senior Manager within the Corporate delivery team with responsibility for the B&C Digital Programme. This was a Programme of projects delivering new applications for the Small Medium Enterprises in Business Banking across digital channels specifically Mobile & Internet. Projects included;• Mobile - NatWest Business Mobile apps for iPhone & Blackberry/Android, this was UK’s first app for Small Corporate Clients. Worked with Monitise on Development, project run fully Agile. • Business Communities (Bizcrowd) – Open Platform for SME market to match businesses with suppliers.• Public Web - Building of new website for SME business within RBS/NatWest.com, new Websphere portal solution, included introducing Content Management, & Web Chat & Call Me functions.• Business Monitor – Online tool for RBS/NatWest SME customers to track their spending & produce graphs & analytics. Worked with 3rd party Shiftpoint.• Working Capital Optimizer (WOCA) – Tool for SME’s to see Cashflow, identify improvements & plan future scenarios.• Business Customer Text & Email Alerts – Account warning & action alerts.Responsible for Technology budgets of £15m+, utilizing RBS offshore teams, 3rd parties in the UK, India & New Zealand. Mix of permanent & contract PMs both on & offshore. Role included close liaison with B&C Business Change Director with 2 days a week co-located with change & business senior management. Worked closely with Infrastructure Programme Manager & 3rd Party account managers to monitor progress & ensure rapid issue resolution.Represented Technology on a number of B&C wide boards, including Design Authority, Digital Project Board & Change Board.

Technology Programme Manager within Corporate with end to end responsibility for Lombard development projects. Key part of the role was relationship management with the head of Lombard Change, oversaw development projects for all areas of Lombard mainly with Lombard Business Finance in Redhill & Lombard Vehicle Management in Birmingham. I had 8 PMs & 2 Technical Consultants reporting to me, delivering releases, small projects & running a work reception function. Team was a mix of permanent & contract resources, with some offshore resources. Worked closely with Business PMs & management from 2 key 3rd party suppliers. Budget across the area was £10m+, which I was accountable to the Lombard Board to manage & take any mitigating actions to reduce variance.As Lombard Vehicle Management was designated as one of the assets that RBS wanted to divest, for over a year negotiations were ongoing to agree a deal to sell the company. I represented Technology in all key meetings with prospective buyers regarding IT systems & migration strategy.

Senior PM with the responsibility of delivering the Lombard Vehicle Management Inlife application into the RBS production system. Team of 3 Project Managers working very closely with business, 3rd Parties and RBS Infrastructure teams. I continued to have responsibility for the Artemis project at this time.Used some elements of Agile, stand-ups and time boxing but due to challenges with needing new infrastructure, opportunities were limited, as we needed to do most build as waterfall.

New initiative within technology to introduce a Agile project method. The Accelerated Solutions Delivery programme was a small team working with Infosys, to define & look for suitable projects to incorporate Agile. I was responsbile for Corporate projects, & working with PMs to identify projects that would be suitable to use Agile techniques & then support the Project Manager in implementing backlogs, sprints, & daily scrums within the Corporate Development projects. At this time I attended training held by the Scrum Alliance, & gained the Scrum Master certification. Towards the end of my stint, I took ownership of the Lombard Artemis project which was being run as an accelerated project, this was utilising sprints & daily standups during development.

Part of a team of 5 senior PMs reporting to Senior Manager, we were responsible for preparation of the technology business case for the Ulster Corporate Migration Programme. I had sole responsibility for the financial elements, including requesting estimates, collation and presentation. This involved 50+ systems and managing production of estimates with the platforms involved which at the peak topped £38m.

Management of Platform Development Unit with a team of up to 7 PMs reporting to me delivering development projects for the RBS Customer Database area. Requirements came from many different parts of the bank, and involved matrix management of dependant teams.Included managing remote teams in Edinburgh and Dublin. Area was one of the 1st with RBS to work with offshore teams when engaged 3rd Party supplier Infosys to undertake development in India. At a peak the overall team was 80+ people. Reported to Senior Managers in Edinburgh and Dublin.

Following the RBS takeover of NatWest, the Migration programme to move from NW to RBS systems was started, I managed the IT Customer Migration Project team to build solutions to move from NatWest Systems (ISS) to RBS Systems (Customer Database). The main team was London based, working with IBM(US) to develop the transform solution, with target systems platform resource in Edinburgh.

Work on various projects as first project leader and then PM including TESSA Maturity, Lending and Account Management programme with the Customer Systems particularly ISS.In 98/99 I spent 3 days a week in Dublin, to help support the setup of an IT department for NatWest. This involved help train Irish PMs about NW systems and processes.

Having trained as Systems Analyst on NatWest's internal scheme I worked as a SA on various projects and small enhancements for ISS. This was a new Customer system on a cobol/DB2 platform. At the time it was the biggest DB2 database within Europe.

Having joined Electronic Cash Management from 6th form I worked in various roles in a newly formed electronic banking department including support of backend systems and undertaking UATs of new payment systems. Worked as an analyst within Research and Development before working on screen design for the 1st version of the Nat West BankLine system. Left to retrain as an system analyst within the central technology division.