As Chief Administrative Officer, responsible for components of the internal running of GHR/CC from establishing an HR strategy through overall budget management, communicating with approximately 500 GHR/CC employees and the establishment, and internal tracking against our annual goals. Managed the implementation of staff-related cost reductions (reductions in force) for the organization and led the multi-year GHR transformation program.• Establishment of GHR strategy for the organization in partnership with the GHR executive team.• Establishing and monitoring GHR/CC annual goals.• Management of the GHR/CC $100M annual budget.• Oversee all communications strategies and forums with 500 GHR/CC staff.• Managed the Risk & Compliance function for GHR/CC• Managed multi-year Reduction in Force programs globally encompassing annualized financial savings of $500M+ and headcount reduction of 2,000+ positions.

Senior Vice President – Senior HR Business Partner Global Markets (2006 – 2010)HR Director – Europe, London (2005 – 2006)Senior Vice President – Senior HR Business Partner Global Markets (2006 – 2010)Responsible for the delivery of all Human Resources services to all of State Street’s 1,200 sales and trading employees across 21 countries.• Development of an HR strategy and full HR service delivery for the Global Markets (Sales, Trading, and Securities Finance) businesses within State Street.• Managed all aspects of compensation, incorporating structure, funding, and implementation of incentive programs.• Developed a resourcing strategy to ensure supply of suitable talent at all skill sets, including the introduction of a global ‘rotational’ program.• Led all aspects of HR provision on all corporate deal-related activity (for the markets businesses) from due diligence through bid process and finally integration.HR Director – Europe, London (2005 – 2006)Reporting to the Head of Human Resources in Boston, responsible for the delivery of all Human Resources services to State Street’s European Executive Board and the 4,500 employees across 17 locations and 12 countries in Europe and South Africa. Leadership of the HR team of 70+ HR professionals from a full range of HR disciplines.• Provision of the overall HR delivery to three main business lines—Asset Management, Global Markets & Securities Finance and Investor Services—as well as corporate functions such as IT, legal, and financial controlling.• Leadership of the European HR team across the region and creation of a ‘one team’ culture.• Leadership and rebuild of the Global Inclusion/ Diversity initiative across the region.• Led the integration of employee groups joining State Street Bank & Trust Company via acquisitions in various countries including France, Netherlands, and the UK.

Program & Planning Manager (2004)HR Director, Edinburgh (2003 – 2004)Program & Planning Manager (2004)In charge of all aspects of project management activities within the function. Member of the Human Resources Leadership Team which was responsible for the company’s HR strategy and delivery of all aspects of human resources within the company.• Established and developed the Program Management function with HR globally, including the identification, escalation, and resolution of risks across the Program and within specific projects. Coordinated and directed major HR projects via project managers, HR Business Partners, and other centers of excellence.• Evaluated HR project plans, ensuring appropriate focus on cost, quality, and service levels.HR Director, Edinburgh (2003 – 2004)Part of State Street’s European Human Resource function, accountable for the delivery of the human resource service to the four businesses as well as support functions based in Edinburgh—approximately 750 employees. The HR team consisted of 10 individuals incorporating HR operations as well as training and development. • All aspects of HR for the Edinburgh site and integration of the Deutsche Bank business into State Street Bank & Trust Company including overcoming the cultural and operational challenges faced by legacy State Street staff who viewed the purchase of the Deutsche Bank GSS business as a ‘reverse take-over.’• Provided leadership, support, and advice to managers during periods of significant change and uncertainty.• Played a lead role in the development of the State Street HR function within Europe and the UK in particular; this included restructuring and merging two HR departments (Deutsche Bank and State Street).• Completed a TUPE collective consultation exercise as part of the State Street purchase and a collective redundancy consultation to identify areas of duplication and redundant activity.

Regional responsibility for Human Resources function within Deutsche Bank Edinburgh incorporating coordination of activities across the site, as well as direct line HR responsibility for global custody employees in the UK and Continental Europe. This required a combination of direct and matrix management of HR Advisors in each of the continental European locations, as well as other global sites, such as New York and Singapore.• All aspects of HR for the Edinburgh site and Custody Operations in Continental Europe and Global Transaction Processing.• Integrated former WM Company HR operations and staff into Bankers Trust and subsequently integrated WM Company and Bankers Trust into Deutsche Bank.• Successfully managed the implementation of two new contracts of employment, including associated changes in pension funds over an 18-month period.• Recruited new executive team within the WM Company in the six-month period ending December 1999 and combated the poaching of large numbers of Deutsche Bank staff by a significant competitor.• Successfully restructured WM Performance to improve client focus and profitability.

Human Resources Manager – Technology Department (1997)Human Resource Manager within the Technology Department of the Royal Bank, with responsibility to provide all aspects of HR service for Technology staff from job design and HR planning, through recruitment and training and development to appraisal and reward. Operated as part of the systems development management team, ensuring that HR implications were considered at every stage of the operation and that Bank-wide HR initiatives were adapted to meet Technology’s specific needs.Human Resource Manager - Information Systems (1996 – 1997)Manager of the Human Resource Information Systems Department, with responsibility for the provision of all aspects of HR information including the design and delivery of a framework of human resource procedures and management information for the entire Royal Bank human resource function.Human Resource Development Manager (1994 – 1996) Human Resource Development Manager responsible for the Assessment and Development Team within the Royal Bank. Focus of work included the design, delivery, and evaluation of assessment and development centers, responsibility for ensuring the Royal Bank competency framework was relevant and appropriate to the organization’s needs.Human Resource Manager – Technology Department (1992 – 1994)Created and managed a team of 15 people responsible for the delivery of a human resource management service to the Royal Bank’s 850 strong Technology Department.Earlier RBS roles:Personnel Manager – Midlands Region, Manchester (1991 – 1992) Personnel Officer – Edinburgh Lothian & Borders Region, Edinburgh (1989 – 1991) Analyst – Operations Support, Edinburgh (1988 – 1989) Graduate Trainee (1985 – 1988)

Employed as a clerk in various branches in the North of England. I was also employed by Midland Bank during all vacations from University.