Stephen Creighton Email and Phone Number

I am currently on a career break following 15 years working with Aviva Life & Pensions Ireland.At Aviva I was very fortunate to develop from entry level to senior management working in various roles including; customer experience, project management / change, compliance, risk and outsourcing. I take away with me a wide range of skills, experience and professional education. I am very lucky to be able to take some time off before I begin the next chapter - in the meantime please feel free to contact me with any opportunities you think might be suitable.

I managed the oversight and governance of multiple 3rd party outsource suppliers; 6 across Europe (France, Germany, Iceland, Sweden, Italy & Poland) and 1 in India.Key Responsibilities:• Oversight and governance of each outsource provider’s performance, capacity, productivity, and quality – ensuring efficient delivery of the services as outlined in service level agreements.• Regular monitoring and annual due diligence of existing vendors including; contract reviews, contract performance reviews, contract risk reviews, exit / contingency plans, business continuity / disaster recovery, vendor strategy reviews, information security reviews, and financial stability reviews.• Maintain effective and efficient risk management and internal control systems, in line with agreed risk appetite. Where necessary directing action plans to rectify ineffective controls and bring associated risks within appetite• Provide analysis, insight and MI to Executive Committee, Operational leadership teams, Risk owners and Second Line Risk on the outsourcing status of each supplier. To provide assurance that appropriate governance is place and operating effectively, that services are managed in line with services agreements and that effective risk and control management is in place.

I was chair and one of the cofounders of Aviva Pride (employee LGBTQ+ community group) – an employee community group to create a positive, open and inclusive culture where our people are free to be who they are and perform to their fullest potential.Key Responsibilities & Achievements• Key point of contact for network and Aviva staff. • Provide resources and assistance (internally or externally) for LGBT+ staff and their families.• Plan the activities of the network with the co-chairs and committee members – ensuring full LGBT+ representation across the year.• Liaise with HR, Executive Committee and Senior Management on equality and diversity issues of relevance to LGBT+ staff. • Developed and launched an ‘Allies Programme’ to all staff across all locations in Ireland. 70% of our people have come out as an Ally by wearing Aviva Pride lanyards. • Delivered the first companywide inclusive diversity survey – now an annual survey to understand who our people are, any issues there may be and and to ensure an open an inclusive workplace for all. • Ensuring our customers know we are an open an inclusive insurance provider whilst working with LGBT+ charities to give back to our community – annual campaigns where we light up Aviva Stadium and ‘Lace up for Pride’.

As the Customer Initiative Manager, I supported the business’s change agenda across the Customer Experience operational teams. Using customer and broker insight my role was all about supporting, shaping and seeing through to delivery customer focused changes/initiatives. Key Responsibilities:• Manage and collect customer/broker insight and feedback:o Manage and co-ordinate Customer and Broker Net Promoter Score (NPS) surveys o Analysis of Relationship Net Promoter Score (RNPS) results.o Bi annual complaints deep dive analysis.• Identify trends, issues and opportunities from this data and deliver meaningful action plans to drive changes for our customers/brokers.• Collaborate and work with other operational teams to understand their customer/broker demand and use this data to drive customer improvement initiatives.• Manage the ‘Change Programme’ – collaborating with all parts of the business and working closely with IT to deliver priority changes whilst also taking into account the value/complexity of the change.• Shape requirements for new changes to aid decision making and illustrate where larger projects may be required to underpin the changes needed.