- Lead a team of analysts on the Group-wide payments review to identify & remediate all non-compliance to Sanctions policy across all payment processing business units from UK to Australia.- Researched Industry Payment Standards and wrote the LBG Groups Payments Principles & Standards, covering the end to end payments process & assessed all payment processing business units against them. Closed down non-compliances with closely monitored action plans and support to the impacted business units.- Converted & embedded the principles & standards into what is now the Group Payments Policy with an annual attestation process, and lead a business transformation initiative that saw the in-sourcing & centralisation of LBG’s payment processing to the newly created UK based Global Payments team.- Built & wrote online payments foundation training for new to role / new to payments colleagues to support colleague understanding of payments products & process & providing standard payments induction training.- Initiated and established the LBG Global Payments Design Authority; a critical decision making forum that ensures new products, projects & programmes adhered to a set of design principles or standards to ensure the integrity of payments is maintained & impacts assessed. Defined robust governance & standards that the forum is run to, and the format has been emulated by multiple parts of the LBG Group.- Developed and managed the business units’ communication strategy, that ranges from monthly on-line executive cascades to planning and delivery of Team away days and Executive / Director Strategy Days.- Sole responsibility for the management of the business unit operational costs & organisational design within budget.- Perform ongoing day to day report preparation, correspondence handling, scheduling & governance. Ensuring adherence to the Senior Managers Regime.

- Effectively supported the Head of Strategy, Planning & Risk & Business Change Management with requests & actions from executives, key internal & external business partners, consultants & third party suppliers, ensuring there is an effective interface between departments & divisional business functions- Provided comprehensive administrative assistance to colleagues & senior stakeholders supporting key Payment Services & wider business initiatives, e.g. Commercial Transactional Banking Board & Payment Services Risk Committee- Supported the Strategy team with the development of the Transactional Banking Strategy & the progression of the immediate & pragmatic plans key to delivering the objectives & benefits detailed- Solely responsible for driving & delivery of internal initiatives which were fundamental to the success & effectiveness of the team

Thailand, Australia, New Zealand

- Established role new to the business, including strategic development; key deliverables & organisational objectives - Coached, sponsored, facilitated & supported, from clerical to management level, continuous improvement process enhancement initiatives using established tools & techniques e.g. Lean Process Mapping; Waste Walks; 5S’s & 8 Wastes - Used project analyst skills to ensure effective delivery & implementation of solutions, engaging colleagues at all levels - Employed internal communications skills & experience to embed cultural change & share best practice across organisational boundaries - Delivered actual savings of £178K by May 06 (year end target £200K) through incremental step change - Proactively involved in additional roles including project analyst for 3rd Generation Care Team model

- Built & led Payments Centre Support team to ensure multi-functional Centre delivered operational & financial targets- Created & executed business plans in conjunction with Division & Group organisational strategies- Responsible for overall business performance, including identification & implementation of business improvements, & resource management - Developed business continuity plans & initiated quarterly testing, documenting findings & implementing action plans- Worked alongside Internal Controls Manager to develop key control test scripts. Undertook testing, data collation, trend analysis & reporting. Responsible for quarterly business certification for Payments- In-sourced variety of products & processes to create operational efficiencies, standardisation & improvements in customer service delivery- Undertook training needs analysis. Strategy developed to further individual & team development, ensure effective succession planning & reduce short term turnover

- Established Internal Communications role within the newly created RBSI Manufacturing Executive Support Office - In partnership with Offshore Manufacturing Director developed & delivered a co-ordinated internal communication strategy ensuring a consistent approach across the business - Took ownership of the content of communication across the full range of media & events, including Director presentations & conferences; internal message cascades; website development & maintenance; internal & external publications; MI & report writing; change programme communications & team leader training packs - Successful, innovative & varied internal communications methods ensured improved Employee Opinion Survey (EOS) results for multiple-categories. Overall EOS results increased by 22% 2003-2004 & a further 17% 2004-2005 - Shared Communications strategy & best practice across RBS Group Internal Communications teams -Individual RBS Manufacturing Excellence Gold Award for improvements to internal communications within Offshore Manufacturing culminating in an award dinner & 3 day award trip to Prague

-Lead analyst for NatWest (NW) & RBSI Operations centralisation project- Built & delivered the operational in-sourcing & outsourcing processes across the offshore jurisdictions of Jersey, Guernsey, Isle of Man & Gibraltar to create an RBSI Manufacturing model aligned to RBS Group Manufacturing- Ensured good stakeholder buy-in & management through early & continuous communication- Developed, implemented & centralised payments, account management & telephony centre processes- Post-implementation support to operational colleagues as well as cross-divisional business partners and customers

- Coached & developed individuals to create an effective multi-skilled team integrating colleagues from NW into RBSI- Monitored & reviewed staff performance, formulating personal development plans & agreeing key result areas- Implemented processes to ensure adherence to key controls, including coaching & support to improve performance- Successfully lead the project to ‘clean’ the NW Guernsey deposit book & migrate accounts onto the RBSI system & outsourced to central operations function in Jersey