I am currently leading the delivery of RSAs Cyber transformation programme. It is a £30M+, four year initiative covering all aspects of Cyber Resilience.

I was responsible for three separate pieces of work on the ICB programme:- Preparation and execution of the initial ICB dress rehearsal event. This was a complex event run over a three week period that involved front to back data processing and around 60 Finance systems- Management of a project to support new regulatory reporting requirements. - Creation of communications material for the Finance part of the programme, e.g. intranet content, webinars etc.

I led the RWA workstream of the BCBS239 programme at RBS and was responsible for planning and delivery of the suite of technology and non-technology change required in response to BCBS239 for the RWA area of the bank.

I managed the Business Continuity workstream of the EMIR / Dodd Frank programme at LCH.Clearnet. The project was focussed on ensuring a rapid recovery of both technology and business processes in the event of a metropolitan disaster.

I managed the technology stream within BAML’s Retail Distribution Review programme. This was a complex, multi-million dollar programme that resulted in significant change across 20 applications and three regions.

I managed a team of developers, BAs and testers with the aim of rolling out a customised version of the Barcap collateral management application to Barclays Wealth.

I led an IT team of up to 22 resources in order to automate the production of a number of monthly regulatory reports for the front office.

I led a team of 15 users, internal developers and external consultants in order to mitigate a number of issues with the UBS Russia regulatory reporting system

I worked closely with a range of business representatives to map the trade capture processes, identify the measurement points and understand which were the relevant IT systems. I then agreed metric definitions, obtained source data and, using MS Excel primarily, manipulated the data in order to provide the required metrics.

My role at UBS involved managing the Finance IT area of the Russia emerging markets project. The project was in the latter stages of the lifecycle and so the focus was on supporting the release of the remaining financial products to the market.

At Reuters I was involved with the definition and assurance of a global service improvement programme with over 30 year long projects across a range of business areas in Reuters.

At UBS I led a number of projects in the Financial Control area of the bank. My role involved managing multiple projects simultaneously, co-ordinating global teams and delivering to tight deadlines.

My role at HSBC was one of project management and business analysis on a balanced scorecard implementation project.

My roles typically involved Project Management for Financial Services clients such as Reuters, Egg, London Clearing House, Banca IMI