Technology design and CRM modernisation

• Shaped the delivery for the full front office transformation including lead management, sales, referrals, and client onboarding.​

• ​Led options analysis for middle and back-office technology modernisation / replacement strategy, including evaluation of potential outsourcing of business functions.​

• Designed a cloud-based technology strategy to transform the advisor platform and introduce a common CRM – breaking out “customer”, “product”, and “agreement” to deliver a single view of customer (SVOC) and enable enhanced customer onboarding journeys.​

Treasury strategy and transformation

• Defined the 3-year Treasury strategy and blueprint, working with the Treasurer and CFO – focused on balance sheet management, and operating model.​​

• Designed all technology architecture and defined the target operating model, with associated transformation roadmap.​​

• Retained to deliver the programme (£17.5m budget), standing-up 7 project clusters across 5 locations, and managing 60+ people.​​

• Delivered a structured execution with phased outcomes focused on realising value early.​​

ISO20022 compliance and Payments re-platforming

• Recovered a failing payments programme focused on ISO20022, taking over a delivery with no design or plan to reach compliance.

• Managed a rapid RFP process (c.6 weeks) to evaluate options for a new payments platform and select a technology vendor.

• Led enterprise architecture design and mobilised a phased delivery (c.£10m budget), focused on i) compliance with new payment standards, and ii) full migration off legacy platforms.

• Phase 1 delivered on time and on budget, with phase 2 progressing to plan.

Operating model and business systems optimisation

• Conducted current state operating model and technology assessment, including documentation of key processes and associated risks / inefficiencies. Produced recommendations covering; i) operational optimisation / scalability, ii) cost reduction, iii) technology integration and simplification.

• Designed ERP / FP&A to interface with product / service agnostic order data from Salesforce, for single exchange of data.

• Produced target operating model and technology / system design in line with buy-and-build value creation approach for growth, with a proposed c.50% reduction in systems.

• Defined the delivery and migration approach and documented a detailed technical blueprint to give confidence in delivery.

Front-to-back business systems transformation

• Conducted full review of process and systems, including API integrations with external platforms, to document current state and identify technology and data optimisation opportunities to delight the customer and increase operational efficiency.

• Produced future state design for a scalable and modern technology architecture to underpin the business growth strategy.

• Recommended Oracle NetSuite for Finance, Booking Ninjas for property management, and Salesforce for CRM – enabling a streamlined and integrated operation across all customer interactions and underlying processes.

Trading Wind Down

• Engaged in the delivery of a trading winddown (TWD) programme and created a multi-domain, cross workstream project and implementation plan.​

• Coordinated the PRA response to contain the description of the plan to deliver TWD across all entities and worked on the budget planning for the entire programme.​

• Created E2E process flows as part of TWD to flush out the requirements to construct a comprehensive log.

• Rapidly designed and tackled urgent Audit findings across annual DD and periodic testing process for IB clients.​

• ​Led the internal operating model redesign for the Reliance process across technology, People, systems, and process. Ran process Pilot to determine the operational and commercial viability of the revised process.​

• Managed the operational and strategic customer treatment through the data remediation process to ensure a robust go-forward annual DD/periodic testing environment.

Design of a new Financial Institution’s customer business

• Assisted the client in pivoting from a product-led sales model and supported the design of a franchise-led model across key sectors. Establishing key parameters, governance model and controls.​

• Advised on short and long-term strategy for the new franchise identifying key areas for growth across the Financial Institutions market.​

• Mobilised the franchise, aligned to strategy and new governance framework, establishing operating rhythm across the business.

Automated Feed FCCS

• Automated the FCCS financial reporting process and created a single end-to-end feed that submits reports for over 100 disclosures .​

• ​Delivered a gap analysis on the current FCCS process alongside a working proof of concept which previously been untracked.​

• Clarified a key process with a concept that showed i) different data sources that were being used for each disclosures ii) the way they were being used.

ISO20022

• Led options analysis to achieve ISO20022 compliance, including comparison on whether to develop existing systems, vs. buying a new system.​

• Managed RFP to evaluate options for a new payments platform and led vendor selection. Designed both enterprise and integration architecture for the new platform. ​

• Shaped and mobilised the transformation delivery with a 4-phase agile project management to achieve compliance and enable full migration off legacy platforms.

Youth Banking Fintech Acquisition

• Delivered a review of Youth and Family banking strategy. Worked to assess the existing capabilities against market demand. ​

• Identified an opportunity to acquire a disruptive fintech and integrate its capabilities within the incumbent bank's existing product set.​

• Provided delivery assurance as the acquisition was made and drew up the implementation and integration plan for onboarding of the technology capabilities and personnel included in the acquisition.

Risk Aggregation

• Led a multi-disciplinary team of business SMEs and project resources to define the strategic architecture options to aggregate counterparty credit risk.​

• Facilitated multiple discussions with the ExCo and senior leadership team to bring them to a consensus on a single solution. ​

• Worked with business SMEs to define and deliver the roadmap and plan for the multi-year programme of work.

Inflation-linked Bonds and Cleared Proceeds Asset Swaps

• Worked with business SMEs in Treasury function to define an instrument to hedge inflation risk on a £10bn portfolio.​

• ​Determined requirements for the 3-part package trade made up of: Inflation Linked Bond, Cleared Proceeds Asset Swap and a Cleared Interest Rate Swap.​

• Facilitated workshops to set the target state operating model for the new trading instrument and embed processes.

Legacy Platform Stabilisation

• Reduced operational risk by fixing critical components of the legacy investment platform. ​

• ​Worked across a multi-jurisdictional, multi-server environment spanning both Linux and Windows components joined via API.​

• Lead the design and delivery of a project to upgrade all system components and eliminate operational and data security risks resulting from going out of support.

Strategic Asset Allocation

• Created the technology roadmap necessary to effectively support a thoroughly revised asset allocation strategy across various unitised funds.​

• Revised the asset allocation to meticulously design to seamlessly integrate environmental, social, and governance (ESG) considerations.​

• Streamlined risk assessment processes for enhanced client onboarding experiences.

Technology Transformation

• Provided comprehensive assistance to a prominent WM firm with assets totalling £47 billion with an aim to foster substantial growth in their advisory business.​

• ​Effectively mitigated any potential scalability costs that might arise from the expansion.​

• Engaged in the development and successful implementation of a cutting-edge technology strategy that revolved around leveraging cloud-based solutions, advisor platform's capabilities and facilitating the establishment of a unified CRM system.

CRM

• Diagnosed CRM issues as a result of deriving customer knowledge from a single, central, legacy investment platform.​

• Demonstrated the evolution of data and system architecture required to break out attributes into separate domains to deliver flexibility and scalability.​

• Developed a comprehensive set of business and technical requirements for implementation and commenced both technology and operating model delivery to enable a cohesive CRM capability.

Delivery of service oriented architecture (SOA)

• Delivered options analysis, solution design, and vendor selection to stand-up a service-oriented architecture (SOA) in a legacy mainframe environment. ​

• ​Led the transformation programme (£60m budget) to implement an enterprise service bus (ESB), delivered a suite of strategic services, defined the technology operating model and overarching services governance.​

• The ESB is now used for all Faster Payments traffic and to enable Open Banking.

Finance Operating Model

• Designed and implemented a new Finance operating model for the Global Treasury Finance team. ​

• Converted GL accounting detail down to deal level for all Treasury Companies, into Enterprise Data Warehouse (EDW) to improve data integrity.​

• Built the EDW scheme for all accounting details required to support the Bank’s Global Treasury products.

Operating Model & Resilience

• Developed a comprehensive operating model including organisational structures, governance, reporting processes and control functionality.​

• ​Defined critical processes and teams impacted, performed a gap analysis and developed a Performance Management Framework.​

• Defined and implemented operational resilience plans including, risk appetites, tolerance levels for disruption of services to customers, internal stakeholders and business continuity.