Val Reynolds Email and Phone Number

Yorkshire Building Society - Senior Project Manager (Distribution and Brand Changes Programme)DeliverablesVolvo – first phase of brand rationalisation under the parent YBSG brand. - Business lead PM for Customer and Colleague Communications work streams. Approached to take over responsibility for, and regenerate focus and delivery of, the Property work streamLakes – continuing brand rationalisation and initiating the network rebalance - Continued to lead Communications work streams, working across multiple operational teams to ensure all communications were effective, timely, appropriate, informative and clear, and aligned to those of the wider businessCygnet – continuing the network rebalance and growing the agency footprint - Took over Technical & Process work streams for branch closures, rebrands and agency replacements - Worked with Property, contractors and IT teams to decommission/refit 26 sites, to challenging deadlines and during the brand retirement and platform migration- Headed the Implementation work stream in the final rebranding phase - Controlled a joint work stream budget in the region of £3mKey Achievements - Took responsibility for the Communications work stream at a time when key marketing stakeholder engagement was lacking and regenerated their support and pivotal contribution to the programme- Established a strong and collaborative team successful in delivering multiple customer mailings to 509.5k customers, and branch collateral and marketing materials to a network of c330 branches and agencies- Approached to take over the Property work stream, responsible for the void management of redundant branches and the onward sale/lease release of c22 closed branches- Supported Readiness, Implementation and post implementation planning and execution- Continued to support the evolving phases of the programme and lead multiple work streams incl Communication, B2B Marketing and Prospect On-boarding, HR/People and Technical Systems/Process

• Lead business PM, managing TSB’s common portfolio of hardware replacements, upgrades, and branch refits across the TSB network• Lead business PM, working directly with TSB Change team and across multiple internal departments and external contractors to coordinate the refurbishment of existing branches in the TSB network • Key liaison and single point of contact for TSB Change team into Lloyds Change Delivery, providing effective relationship managementKey Achievements • Managed contractors and internal support teams to deliver circa 300 ATM hardware replacements and 220 ATM and IDM hardware and software upgrades • Delivered a programme of 20 branch refits, working collaboratively with internal Property and IT teams and external contractors • Managed the coordination of support teams to assist TSB in growing their network coverage nationally by 70 new devices in sites where no previous hardware capability existed (green sites) • Responsible for, and successful in, providing strong relationship management between client and internal governance • Initiated 2016 Refits project planning just prior to leaving

• Business PM managing the MI work stream for the bank’s Self Service Software Replacement programme• Performed a full review and rationalisation of the bank’s reporting suite in collaboration with the relevant business areas • Worked with the supplier to ensure the new software platform system provided robust and reliable data collection for the onward measure of the bank’s operational performance

• Led the business event design and implementation elements of the Lloyds Bank Rebrand, part of the Verde program • Liaised with the relevant business and technical teams, and managed key stakeholders and Senior Management, through effective, regular communications, to successfully deliver the brand changes for all customer facing channels, properties, artefacts and collateral for the bank, both UK & international • Key contact in central team for stakeholders and Senior Management to provide clarity of scope of design and implementation approach • Linked in to other major business projects ie. Revitilisation, Twin Peaks, to ensure deliverables of Rebrand were aligned, where appropriateKey Achievements • Business Event Design lead in Customer, Brand and Marketing, for the Lloyds Bank Rebrand, part of the Verde program, liaising with 23 business work streams, and corresponding technical platform teams, to design event approach, successfully delivering the brand changes for all customer facing channels, properties, artefacts and collateral for the bank, both UK & international • Event Wellness lead, coordinating central team of 8 during the event weekend, managing the business work streams in the execution of a full schedule of system & process wellness testing

• Led projects through the end to end project lifecycle, with multi functional, multi national & virtual teams, effectively utilising and communicating project methodology. • Liaised with & managed business sponsors, stakeholders and SMT, through effective communication & strong leadership skills • Ensured project deliverables met customer needs, and maintained compliancy with relevant Codes and Legislation, whilst maintaining Commercial objectives. Managed risks and issues through to resolution • Responsible for the development and execution of business readiness and implementation plansRecent Achievements • Change Management lead for Retail and Bank Cards in the Payment Services Regulation for Faster Payments compliancy program • Change Management lead for Lending Code (compliancy of GE legacy systems)• Client exit program from Republic Of Ireland, for 2 major retail clients, circa 15k accounts • Upgrade program for 1 major retail client, circa 60k accounts, from standard to Gold Private label Credit Card• Managed 3 key work streams simultaneously in corporate Transformation program (Servicing, Production and Interfaces and Operational Risk and Fraud), successfully migrating circa 12mill accounts from GE‘s V+ infrastructure to Santander’s Parthenon Infrastructure • Managed rollout of originations on to Parthenon, and the migration of the existing customer base for 11 retail clients, inclusive of multiple origination channels, product mix, bespoke system functionality and test schedule and execution

• Led multiple cross functional, cross-platform change initiatives simultaneously, through the project lifecycle utilising GE Money project methodology • Negotiated with external suppliers to source cost effective solutions, and managed the relationship throughout the project • Managed clients and third parties through project methodology and communication rigour • Approached to program manage the Regulatory and EBusiness work stream programs.Motivated and performance managed a team of established project managers, to effectively deliver these 2 key programs