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2006 |
Leading UK Bank, Programme Manager |
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Responsible for delivering large scale changes to the pension administration system of the largest pension fund in the UK |
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2006 |
Leading US Bank, Programme Lead |
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Responsible for the delivery of multiple workstreams (incorporating 31 projects), aimed at delivering projects to address both audit action requirements and long-term process sustainability, where applicable to the IT function and the service provided to its customers. Managed a core team of 8, incl. 5 project managers, within this Enterprise-wide initiative |
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2005 |
Leading UK Bank, Project Manager |
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Responsible for the design and delivery of a Group desktop software license holdings audit, interacting with four other workstreams (business processes, licence installation, licence usage and conversion) on a £1.5M programme. The programme complemented a new Group procurement process. Responsible for five staff. |
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2004 |
Leading UK Bank, Senior Project Manager |
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Responsible for the delivery of business requirements and process design for a record-keeping system to satisfy FSA N(M&GI) requirements, the assessment and selection of third party applications to deliver against those requirements, and the delivery of tactical software to ensure minimal risk to mortgage-selling capabilities, post N(M&GI). Overall programme size £35M. |
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2003 |
Leading UK Bank, Programme Office Manager |
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Designed, developed and managed a programme office to support the integration of a recent acquisition into the Group. Programme size £65M with 150 staff. |
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2002 |
Leading UK Bank, Senior Project Manager |
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Responsible for the implementation of a group of projects aimed at meeting both external (FSA) regulatory requirements, and internal operational risk management requirements. Responsible for five project managers, stakeholder management, and resourcing. Cost of projects £1.5M, benefits largely regulatory. |
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2001 |
Leading UK Bank, Senior Project Manager |
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Responsible for the design and delivery of a WAP mobile banking service (with stockbroking functionality), a new online banking portal service, and the definition and planning of workstreams for the delivery of online deliverables involving integration with other parts of the Group. Share of overall Group Programme cost was £2.5 million on WAP, with benefits estimated at £350,000 (market test), and cost on internet development £800,000, with estimated benefit of £5million over 5 years. |
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2000 |
Leading UK Bank, Programme Office Manager |
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Designed, developed and implemented a programme office for a major Corporate Banking initiative aimed at reengineering the delivery of corporate banking products and services to revised credit and sales segments. |
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1999 |
Leading UK Bank, Project Manager |
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Responsible for the re-engineering of the Finance department responsible for customer accounting operations, in order to attain improved processing service levels, enhanced management information, and reduced headcount. Project cost £300,000, benefits estimated at £400,000. Responsible for 1 analyst, and virtual management of team of 4 covering finance, SAP centre, contact centre and IT development. |
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1997 - 1998 |
Leading Financial Services Organisation, Project Manager |
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Responsible for the implementation of a number of treasury systems within the context of a large development programme. They covered a large back-office processing system, a store and forward system used for multiple system interfacing, and a database system used for the storage of all key business valuation rates. This role involved the direct management of 20 people, both business and technical analysts, and integration with multiple finance users and external consultants. Project cost approx £15 million |
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1995 – 1997 |
Leading Financial Services Organisation, Manager |
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Responsible for managing a team of 8 people with the task of processing listed and OTC derivative transactions in the oil, gas, base metal and electricity markets. The main focus was on process re-engineering specifically for electricity swap invoicing and confirmations, oil swap confirmation and tracking, base metal swap confirmation and tracking, base metal warrant control and automatic futures exchange reconciliations. |
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1994 |
Leading Financial Services Organisation, Project Manager |
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Responsible for a team of three people, with the task of controlling the quality of mainframe product data. Implemented new data distribution methods, and designed and built a system for handling fixed income new issues. |
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1993 |
Leading Financial Services Organisation, Project Manager |
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Responsible for conducting business effectiveness projects:
· Financial analysis and implementation plan for a proposed foreign stock exchange membership, co-ordinating input from business units, operations, financial controllers, legal and taxation departments.
· Cost analyses and recommendations for pricing safe custody services provided to broker-dealer clients.
· Managed the operational requirements of an organizational restructuring aimed at reducing liability to US tax.
· Analysis of software awareness and technology ownership across Operations which was instrumental in the introduction of major technology and education investment |
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1988 – 1993 |
Leading UK Bank, Project Manager |
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Responsible for multiple financial systems development projects |
