Building on the work of the previous year, focusing on building an enterprise wide Global Automation Center of Excellence (CoE). o Complete a review of the Pega approach and plan with Pega Systemso Built a Global COE team across Europe, Australia and India with COE members in each regiono Commenced the Global Automation Steering Committee covering Pega and Robotics to promote and govern the usage of Pega across the business.o Secured Funding and completed Upgrade of all three Pega Solutions in Ireland, UK and Australiao Tripling the team to provide the necessary support for the business and reduce the cost and reliance on external contractors. o Created Global Pega Capacity planning models to ensure sufficient resourcing across all Companies.o Promoted Pega and Pega Workflow management to the business team; Expanding Pega usage in LCM, LFS and BCM Global. o Worked with Global Transformation to ensure that RSS projects were completed. o Working with the Business Teams to ensure that all Pega related development are delivered as needed and for the right cost.

Responsible for Enterprise class configured systems in Link Group in Europe. Part of the IT Development Management Team reporting to the European Development Director. Introduced and growing the Global Automation Centre of Excellence (COE) in Link Group, based in Ireland, UK, India and Australia. The Global Automation COE is the first global structure within Link Group IT, as we strive to globalise our IT approach and strategy and thereby deliver costs and delivery time savings using common processes, procedures, software and developments. The Global Automation COE is championing the reuse of software/IP across our 3 business units, enable cross-business unit usage of software as well as cross-regional software reuse, thereby reducing the delivery time and costs of additional developments. Within Link Group EMEA, responsible for IT Support, Configuration and Analysis of all configured systems utilised by the Link Group business units across UK and Ireland cover T24, SAP and Pega.

o Managing the IT Project portion of a large system migration and integration of 17,500 loans into the Capita Systems as part of a Bank outsourcing project for Capita. Key challenges are:o Migration of Live loans into Capita Systems including all collateral and case management informationo Migration of all historical data of the bank, over the last 26 years to ensure availability of information.o Delivery within a tight timeframe of 7 months to production deliveryo Led and Managed the IT Integration of seven new Mandates of Loans into Capita’s Systems covering over 15,000 loans being managed by Capitao Established the IT Management Reporting Deck to reflect the status of the IT function in the Weekly Management Meetingso Developed an initial Pricing Model for IT portions of the Sales processo Introduced Capacity Planning approach into the IT Department to understand the impact of the next set of mandates and the effect on internal resourcing. o Providing a link between Change and IT, and the operations Team and IT during and after migrations, by building working relationships with the key members of the management teams in each organisation.

o Global Operations Manager of the Professional Services (PS) Division, which comprises 1,000 staff implementing c.800 projects across 25 different Misys products.o Created and led the development the Global PMO Team, responsible for the introduction of standard Project Documentation and Estimation Tools across all projects in the Professional Services Division. Responsible for the maintenance and execution of the Project Methodology.o Established a centralised Business Desk within the Professional Services Division to review and certify all new sales estimates and opportunities. The Business Desk remains an integral part of the business, ensuring appropriate governance, consistency and compliance with company policy. o Actively participated in the definition and design of a complex software solutions model which captured essential generic processes of banking and facilitated ease of customisation and implementation of the software for clients. This reduced overall costs and complexity of implementations for customers. o Provided ad-hoc support for the reporting needs of senior executiveso Participated and implemented a new Professional Services Sales process for how the Professional Service Division staff work with the sales team. o Managed ongoing delivery of portfolio, time and revenue management systems across the Professional Services Division.o Led an extensive review of the Middle East Professional Services operations, involving c.120 ongoing projects, and managed the implementation of a number of key recommendations to improve business profitability and stability. Following this restructuring, the Middle East business returned to profitability in the year thereafter.o Provided a bridge between Professional Services and the other business functions in the company to ensure alignment of key actions and initiatives.

Responsible for development and implementation of key strategic initiatives for the Professional Services Division in Misys. Delivered key initiatives that expanded the services business into new areas like Premium Managed Support and Ring-Fenced Development. The programme of strategic initiatives led to the generation of over US$30M of new business. Key strategic projects included:o Led the development of the Strategic Business Plan for Professional services which was a yearly process to define the future 3 year strategy for the department. Effectively communicated with the other business groups to ensure that the strategic plans aligned. These plans were present to the PLC board for approval. o Led the development of a joint customer propositions between Misys & HCL, which generated new business (~US$30M) and demand for both companies including Managed Support, Testing and Development Serviceso Led the Americas Recovery Project in Misys, which involved the development and implementation of 6 transformational initiatives in our US Division. The following year, the Americas Region returned to profitability and became the most profitable region in Misys. o Led the successful integration of Misys’ & Turaz’s Professional Services business, following the acquisition of both businesses by Vista Equity Partners.

Part of the European Region, I lead a multi-product consultancy team with primary focus on revenue, resource management and capacity planning.

Progressed through and experienced multiple roles as a consultant, technical team lead on major core banking software implementation projects in Europe, Middle East, Americas and Africa