• SLT member contributing to strategic direction & oversight of the company, challenging performance & business practices against industry best practice• Member of Credit SteerCo, Credit & Underwriting and Health & Safety Committees• Transformed, led and motivated the C&R function to maximise capability, productivity and performance within the regulatory and legislative landscape• Contributed to improved profitability by setting and implementing collections strategy, whilst ensuring fair outcomes for customers• C&R team 2020 finalists in the Credit Awards ‘Outstanding Conduct in Collections‘ category• Optimised people, policy and e2e operational processes by driving efficiency & effectiveness• Developed, and implemented, incentive scheme to promote and reward performance excellence whilst mitigating risk• Implemented ’Lessons Learnt‘ forum providing feedback loop to enhance underwriting process, training & inform credit policy• Instigated weekly Ireland meeting promoting collaboration between C&R and Ireland Office to maximise Irish portfolio performance• Successfully managed team through 2020 Covid-19 challenges providing forbearance support for customers whilst mitigating risk and transforming the operating model to a permanent hybrid• Introduced a Team Coach role to support team development, competence and achievement of potential• Co-designed a Risk Framework to ensure robust oversight & controls evidenced• Drove positive performance through stretching targets, whilst managing conduct risk, resulting in significant EBITDA contribution for 2019, 2020 and 2021 due to net write off being significantly below budget• Acted as a change catalyst to improve performance• Developed and implemented revised MI to support the effective oversight of the C&R team and portfolio, signpost adverse trends, enabling implementation of remedial measures• As a member of the Operations SLT contributed to cross functional collaboration to maximise operational efficiencies

• Led, oversaw and controlled the Change Management, HR and Office Management functions to ensure these supported the business in meeting its business targets and objectives within regulatory and legislative requirements. This included the successful management of 70+ projects / initiatives, contributing to new business originations increasing by circa 350% from Q1 2017 to Q1 2018• As a member of the SMT, contributed to the strategic direction, and oversight of the company, whilst evaluating and challenging company performance and business practices against industry best practice. Introduced a new reporting pack and structure for SMT meetings resulting in greater focus leading to meetings being more productive• Led, coached and developed reporting staff to ensure competence and achievement of potential whilst managing performance. This saw the promotion of one team member to a position of greater responsibility• Acted as the intial point of review, on behalf of the Managing Director, for all third party contracts, liaising with Legal to present a finalised document for approval• Succesfully drove the input and final document submission for tenders, resulting in Omni being awarded the Creative United ‚Take it away‘ scheme contract• Produced regular up to date MI and departmental measures to ensure management of all key risks, performance and that controls are effectively managed• Co-designed a Performance Development Framework to support the oversight and development of staff

• Built, and implemented, a project plan for delivery of a new product to the financial services market. This included, but not limited to: regulatory compliance, product design, credit policy, operational model, policies & procedures, MI and marketing. This led to the successful launch of a personal loans product• Designed, and implemented, a Change Management function to drive operational change throughout all functional areas to ensure that the business had the appropriate structure and systems & controls to support the next phase of its growth objectives.

• Reporting to Director of Customer Services, supporting the management of Kensington’s primary and special servicing portfolio, outsourcing arrangements and insurance products, ensuring ICOB compliance (FCA authorised as a CF29)• Responsible for the refresh of the servicing standard letter library ensuring it was effective & compliant• Ownership of functional area budgeting process and weekly oversight of expenditure (>£1m) • Acted as point for the production, and delivery, of investor and rating agency presentations• Member of CML Arrears & Possessions and Interest Only panels• Specific involvement in executive level and litigious complaints, such as MP correspondence, defended legal actions or actions / threats against the company with a potential portfolio or media impact • Key participant, or lead, in projects including Pre Action Protcol, Interest Only, MMR, ‘Koala’, Separation and MCD• Devised and implemented a revised Interest Only policy, including customer contact strategy• Key member of the project to sell Kensington and its extraction from the Investec Transitional Service Agreement (‘TSA‘). Complex extraction project was delivered in 6 months, saving significant TSA fees• Acted as lead in co-ordinating, and submitting information, for FCA Arrears & Possessions Thematic visit and Rating Agency Servicer Review resulting in positive outcomes• Led transition of Kensington’s Customer Liaison and Special Servicing Teams back to outsourced partner

• Responsible for optimal management of Kensington’s post completion customer facing operations, ensuring the customer was at the heart of the organisation• Team delivered superior collections performance whilst ensuring compliance with all relevant legislation, including TCF. This resulted in YoY reductions in arrears and possessions portfolios, and write-off, through customer rehabilitation• Established the internal Legal Review Group to mitigate exposure, and cost, on complex litigation cases, vulnerable customers and executive level complaints. This resulted in: increased control of complex cases, reduced legal spend, reduced resolution times, increased support for vulnerable customers and prompt resolution of executive level complaints• Management of the outsourced administration relationship ensuring contractual service levels were met and that Kensington’s culture was being truly, and consistently, delivered directly to the customer• Development of all aspects of first and second mortgage post-completion mortgage administration value service to the customer thereby optimising income for the company• Minimising arrears and losses subject to agreed strategic direction and within UK regulatory framework• Development of Customer & Asset Management strategy• Ownership of Customer & Asset Management budgeting and forecasting• Formulation of business cases and evaluating the contribution of new strategies & activities as required• Oversight of third party supplier tender process

• Led the ‘green field’ development of an in-house special servicing capability to manage identified mortgage accounts to maximise account rehabilitation and minimise repossessions. This included development and implementation of a special servicing policy and procedures to meet strategic objectives, monitoring all risks and mitigations associated with special servicing, including ongoing development and implementation of technological solutions to enhance the operation. This resulted in bulding a team of 20+ FTE, a reduction in cases being passed to litigation and a reduction in repossessions. This was achieved by ensuring customers were treated in a fair and consistent manner at all times, with focus on managing the arrears situation rather than bringing the account up to date at any cost• Played a key role in guiding and supporting the development of mortgage servicing expertise and established the Sensitive Case Forum to oversee credit management activity for vulnerable customers