Sue Rees Email & Phone Number

Edinburgh City, Scotland, United Kingdom

Responsible for the definition and delivery of a programme of work to address key Technology People risks, including Capability development and Leadership. Strategic Workforce Planning for Technology is a key responsibility.

As Head of a newly formed Service Management organisation, the focus of the role during my short tenure was function set up alongside acceptance and operationalization of strategic change programme deliverables (from IT Critical Process Programme). I was invited to take on the role as Head of Technology People soon after Heading up the Service Management function, because of the strong alignment between the requirements of the new role with my skills and experience.

Edinburgh, United Kingdom

Responsible for the definition and delivery of a programme of work to establish an appropriate Function, Framework and Toolset to manage Technology Risk. Extensive external testing and assurance was a key feature, requiring significant internal and external stakeholder management.

Edinburgh, United Kingdom

Responsible for defining and implementing a global governance framework for the technical platforms across RBS, underpinned by platform road maps, design and development principles.

Edinburgh, United Kingdom

Functional Head of Change Services, reporting into the Chief Operating Officer for Technology Services, accountable for all aspects of the Change Services function, with ongoing Headcount and People Management, Capability Development and Reporting, for Technology Services.

Edinburgh, United Kingdom

Following the move of Change Management into Technology Services, the scope of my role expanded to include Business Management of Technology Services, incorporating Headcount and People Management, Capability Development and Reporting for 6,000 Technology Services colleagues.

Edinburgh, United Kingdom

• Unit leadership responsibility for the people within the function, the ongoing development of their capability (including the tools and frameworks used by all Change Management teams, across RBSG) and resourcing of Programmes.• Initiation of Strategic Change Programmes, across the Group, led to an unprecedented level of demand for change resources, exceeding 1,200 fte (700 more than the permanent capability). Set-up and managed the operation to procure and induct resources, matching demand and supply.• Head of Practice Management and Capability Development for all permanent resources, responsible for the performance management and engagement of all colleagues.