Successfully achieved annualised savings of £1.1m by delivering a new target operating model. Integration of the insurance risk function, together with two smaller departments under the Group risk directorate. Delivered the change programme on time and to budget and integrated a department of 80 FTE. Key achievements. Key achievements;• Aligned risk reporting to the existing group standard, providing consistency.• Worked closely with all risk departments, to gain an understanding of their functions in order to effectively consolidate roles and reporting – this included Operational Risk, Financial Crime and Financial Management

Achieved annualised savings of £21.4m through the successful delivery of strategic transformation programme within the Commercial and Home Insurance division of the Bank. Recruited a permanent resource to manage the remaining delivery in 2013 of a further £19.1mReported to the MD of Claims, my business sponsors were the Commercial & Assurance Directorates. The strategic programme represented an annual indemnity spend in excess of £600m. • Delivered a new target operating model to service c60,000 annual claims;• Managed personnel including project managers of 20 FTE, across multiple business areas - operations, procurement, supply chain, risk, commercial, legal, policy & process and third party vendors;• Evaluated the open market, ran a formal bid process to select new technology providers and implemented IT solutions to support the new target operating model;• Managed individual budgets for supply chain, procurement, operations and overall programme;• Renegotiated contracts for existing suppliers in parallel with running a formal request for a proposal to onboard a new supplier;• Chaired the Home Claims Strategy Board on behalf of the Operational Directorate, this included specific preparation of board packs and maintaining accurate minutes for all initiatives;• Established and maintained sound relationships with all stakeholders and ‘C’ level sponsors;• Secured programme funding through successful business cases

Secured £0.9m investment and implemented strategic business change to Partnership’s existing target operating model. Achieved over 50% of target annualised savings before transitioning the programme to an internal resourceReported to the Director for Change. Defined and delivered a revised target operating model and workflow across the department. Key achievements: • Documented and gained approval for a business case with annualised benefits of 26% and delivered 13% in phase 1 • Transitioned phase 2 and 3 of the project to permanent staff members within Partnership• Implemented change to nTouch components (Broker Agency, document management and underwriting);• Managed the small change team to deliver product changes for nTouch Platform

Promoted and appointed by the Financial Services Board reporting to the Managing Director.• Delivered a £55m portfolio of client change programmes; o Mortgage Clients (Deutsche Bank, Tesco Bank, UBS, Commerzbank, Morgan Stanley)o Life and Pensions clients (Royal Liver, AIG, Living Time, HSBC and Jessop Fund Managers);• Owned and managed a department budget in excess of £10m and delivered transition, transformation and client changes across each business unit;• Implemented a five year strategy for the ‘Mortgages’ and ‘Life and Pensions’ department;• Successfully delivered a critial regulatory programme (section 166), FCA reportable. • Delivered corporate governance framework, revised systems and controls, risk appetite, policies and procedures for the mortgage division;• Delivered revised policies and procedures for mortgage lending and servicing;

• Achieved annualized savings of £29m; • Appointed to transform the ‘Life and Pensions’ business unit comprising 250 staff. Reported to the Financial Services Board and regular reporting to the Vertex Group Board;• Implemented risk controls, transformed client contracts through re-negotiation, managed regulatory risks, delivered operational efficiency with contract values in excess of £50m.

• Successfully negotiated and secured a £17m TCV contract; • Delivered a programme for a start up Insurance firm based in the London to launch a new investment product to market;

Appointed to rescue the “Orange” contract for Vertex which was delivered from offices in New Delhi within an aggressive timescale.• Established an excellent relationship with the client;• Achieved client set targets for both service lines (PAYG and PAYM)• Mobilised and established a UK/India based transformation team supporting 100+ agents

Appointed by the Vertex Finance Director to deliver a transformation programme to save £5.1m• Delivered closure of key offices and moved significant BPO contracts with no disruption to clients or customers;• Achieved savings of c£6m following identification of additional opportunities

Successful leadership for a bid to deliver ITFM services for United Utilities, reporting to the CTO with specific focus on improved customer experience.• Established and delivered a change programme to transition new services impacting c16,000 users;• Delivered a new operating model, rationalised back office services and reduced operating costs through introduction of self serve

Appointed by the Business Unit Director to deliver a “Customer Experience Strategy” for key BPO contracts delivering significant margin for Vertex.• Successfully established and delivered programmes across United Utilities, Vodafone and three local councils (Westminster City, Birmingham and Thurrock)

Recruited by the Customer Services Director to deliver a five year “Operational Strategy” impacting c8500 employees to support the achievement of Vertex’s ten year business plan.• Successfully achieved sign off of the Strategy by the Vertex Board and established key budgets (£15m) to deliver the ten strategic goals within six weeks;• Managed a number of change managers and projects across the portfolio;• Resulted in a split of Customer Services into sector business units with appointed MDs

Appointed to deliver a transformation programme following contract signature with Boots PLC.• Delivered a £4m programme ahead of schedule;• Integrated a £10m operational service into Xansa working as part of a tripartite relationship with IBM;• Achieved 30% productivity targets saving £0.7m in the first six months of the live service

Working for the Information Systems Director at Barclays, headed up a transformation programme to merge two departments.• Achieved alignment of processes, target operating model and £1m of savings;• Introduced balanced scorecard mechanism;• Achieved 10% headcount reduction

Recruited to take accountability of outsourced operations to Xansa on behalf of BT, Yorkshire Water and Electricity and The Post Office with a P/L of £4.5m.• Achieved and excelled ALL contractual SLAs;• Delivered 10% year on year savings, 30% increase in customer satisfaction;• Achieved contractual renewals• Delivered transition programme to integrate ‘The Post Office’ contract into existing operations

Recruited to take full responsibility for customer services operations based in Northampton supporting 8 million cardholders. Promoted to deliver a significant part of Barclaycard’s £84m card replacement programme

I was responsible for development and delivery of EDI interfaces for the Insurance Broker TSB