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.

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.

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.

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.

Regulatory Licensing & Passporting

• Programme management and oversight of the Central Bank's licensing process including both E-Money Institution (EMI) license and Virtual Assets (VASP) registration.​

• Ensured a full comprehensive set of documentation to support the EMI License and VASP Registration.​

• Developed a complete set of business requirement documents for passporting licences across the EU and identified distinct requirements per member state.

EEA launch & Expansion

• Completed requirements gathering and developed a control structure and plans for implementation with a full testing and delivery roadmap.​

• Designed the Organisational Structure, KPIs, Controls and reporting required. Ensured a migration strategy for existing customers to newly established EEA legal entities.​

• Developed significant research and set launch sequencing strategy and country prioritisation which aligned with key business goals.

EU Banking expansion​

• Established a €30bn Mortgage Bank subsidiary for a major European bank, forming a new legal entity.​

• ​Successfully liaised with the local banking regulator, leading to the approval of the EU banking licence application within six months.​

• Developed a comprehensive banking licence application, including the creation of a new set of governance, policy, and process banking documentation, while also revising risk models for capital adequacy assessment of the new legal entity.

European Funds Banking Franchise design / delivery​

• Led strategy work and project delivery to build a European Funds Banking Franchise. Income uplift forecast at £48m / year within 5 years. ​

• ​Built overall business proposition, led go-to-market strategy to enable a phased product roll-out, and defined overarching Finance, Risk, and Compliance frameworks. ​

• Delivered technology and data architecture, including consideration for cross-border restrictions of data sharing.

Depository transformation and cloud data platform

• Redesigned the business model to position Depositary at the heart of an automated data-driven Funds ecosystem. ​

• ​Produced the Board strategy papers, defined the blueprint outlining architecture for an API-enabled cloud data platform and streamlined operating model. ​

• Shaped a 3-year £30m transformation, currently on track to deliver £100m income uplift over 5 years.

Treasury strategy and transformation

• Established a 3-year Treasury strategy and blueprint, worked with Treasurer and CFO – focused on BS management, and operating model. ​

• ​Designed all technology architecture and operating model transformation. ​

• Unlocked a capacity for £0.8bn of new lending, with a potential income uplift of £50m / year within 18 months from delivery.