Experience

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  The co-operative bank plc

  Oct 1997 - Dec 2015

  Leading the transformation of the assurance function within Distribution to increase the risk sensitive approach and enhance the focus on delivery of fair customer and commercial outcomes. This incorporates field and desk based teams focused on transactional and thematic reviews totalling 38 FTE, and utilises a suite of activities including mystery shopping.Key Achievements:• Led the team through the transition and a period of significant change, including the successful integration of a 2nd line Conduct Risk monitoring team into 1st line assurance• Headed the development and implementation of 1st line assurance over the intermediary channel Show less My primary responsibilities were for the design, development and enhancement of Network Risk Control Self-Assessment (RCSA) framework in line with Bank’s appetite and strategy.This included developing the 1st line branch assurance programme to evidence conduct and operational risks were being managed in line with defined standards and customers were achieving fair outcomes. Additional responsibility for design and application of the Training & Competence (T&C) scheme for all Distribution channels, circa 3500 colleagues, ensuring oversight of channel adherence and impact on customer outcomes.A significant piece of work I delivered was as Business lead on sourcing and implementing a 3rd party T&C system supplier to enhance colleague competence, supervision and oversight. This meant full involvement in the whole project from leading the procurement process, commercial benefits analysis and development of the proposal for Business Sponsor which achieved sign off. Additionally, I was responsible for the on-boarding of the supplier, internal/ external relationship management, leading contractual agreement and IT due diligence and delivery of implementation plan to time and budget. Key Achievements:• Initiated the design and implementation of conduct risk assessment within the branch assurance programme producing additional 110 reviews in order to enhance delivery of fair customer outcomes• Instigated new mortgage controls to build and sustain colleague competency and confidence, raising right first time quality rates consistently above 90% • Developed a risk embedding programme for branch network significantly improving the overall performance• Led the implementation of an RCSA testing programme to ensure control design and performance were effective• Directed the review, and subsequent simplification and enhancement to the T&C role requirements to make appropriate and proportionate, resulting in enhanced colleague competency and right first time rates Show less Driving the risk agenda within the Branch Network working as a ‘critical friend’ to the Head of Network. In particular, the development and implementation of a governance framework incorporating the establishment of the channel RCSA as the core component. This included the identification, quantification, management and reporting of key risks and controls.Key Achievements:• Set up the governance approach incorporating key stakeholders which was recognised internally as ‘best in class’• Drove the embedding risk agenda including the creation of assessments, attestations and audits to hold leaders to account, significantly advancing the culture and achieving 15% rise in audit results• Established and led a peripatetic risk support function to drive the Network’s risk transformation journey There were 3 specific internal projects that I led, following reviews that I initiated. • Re-wrote the control framework for the merged business to transform the approach to a proportionate approach, reducing the cost of control through 40% less management checks. Led the implementation, embedding and review • Created a 1st line branch assurance programme delivering an increase of 120 annual audits, driving awareness and culture through combining the independent assessment with a supportive approach. This transformed the perception of assurance within the line to be value added benefit.• Led competitor benchmarking of own organisation cash handling approach and designed and implemented enhancements to significantly increase the level of control and reduction of losses by 26% in 1st year and 34% over 2 years. Show less Following the merger of the Bank and Britannia, my responsibility was to review the two Distribution channels’ approach to risk management and support the transition to a single approach. This was a specific technical review to establish the most appropriate channel strategy while maintaining sensitivity to the politics that a merger brings. Core to the role was establishing the new key stakeholders across the three lines of defence and creating effective relationships to fulfill the present and future requirements.Key Achievements:• Completed a comprehensive review and evaluation of the risk and control approach of 2 legacy businesses and defined go forward approach for a single aligned business• Implemented a risk model to objectively rank branches in order using a combination of inherent risk factors and performance data to drive leader actions to areas of greatest potential need• Built extensive stakeholder relationship matrix across heritage businesses which enabled effective mobilisation of change programmes Show less The role essentially consisted of leading the risk and operational support areas for the Branch Network of circa 100 branches. This included directing the leadership team on their potential and actual issues and actions to address, whilst ensuring the Network continued to be able to function operationally. One of the main challenges was to ensure risk management was given sufficient profile by the Senior Management. The establishment of an effective governance structure relevant to the maturity of the channel was a key achievement, and one that I nurtured and continually developed with the different leadership teams. Key Achievements: • The most significant achievement was the transformation of the branch control framework which was a 9 month project led by myself. The existing approach had become outdated and complex and by going back to basics, re-designed and implemented the new control framework for the Network which transformed management actions to be risk based and to drive colleague competency which achieved 13% increase in positive audit outcomes in 2 years. To achieve this, risk identification workshops were held with all key stakeholders, new controls designed and tested, and robust protocols put in place centrally to enable effective day to day oversight and management. Through piloting new approach, enhancements were identified and the pilot areas became business advocates which supported the full delivery and implementation.• Developed a suite of new MI to identify emerging issues and to direct management actions significantly reducing issues including cash losses which dropped by a third over 2 years• Led the development of Know Your Customer (KYC) quality control through multiple stakeholder relationships which drove a 3% increase in quality rates• Delivered significant efficiency improvements within the operations team after initiating activity review Show less I managed a number of branches in increasing size, working my way up to become an Area Manager and a National Mortgage Manager. My primary responsibilities were for all sales, service, risk and people objectives through effectively leading teams to develop themselves and their colleagues to perform across the balanced scorecard. At peak I was leading a team of 90 FTE across 12 remote sites.Despite my success within these roles, I chose to move to an Operational role to diversify my skills base and to be able to support the entire Network to increasing success. I was very passionate about directing operations to enhance the experience for customers and colleagues, and this included improving the risk management approach Show less

  • Quality Assurance Manager

    Jul 2015 - Dec 2015

  • Risk, Controls, T&C and Assurance Manager

    Jul 2014 - Jul 2015

  • Network Risk and Governance Manager

    May 2011 - Jul 2014

  • Risk and Governance Manager

    Aug 2010 - May 2011

  • Risk and Operations Manager

    Feb 2007 - May 2011

  • Area and Branch Manager Roles

    Oct 1997 - Feb 2007
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  Nationwide building society

  Apr 2016 - Nov 2023

  • Senior Risk Business Partner

    Jun 2019 - Nov 2023

  • Lead Risk Manager

    Apr 2016 - Jun 2019