• Analysed training requirements and formulated and implemented a training strategy for a process critical compensation package to a compliance department of 30, motivating, coaching and developing individuals to maximise their potential, whilst ensuring capacity not effected. Collaborated closely with the PMO coaches to help reinforce performance standards and targets, process conformance and re-enforce recent changes and improvements.
• Monitored productivity and efficiency of internal consultant team to ensure annual consultant cost of £3.4m was effectively leveraged and improvements in performance were realised by releasing 3rd party resource or internal capacity of consultant team
• Owned and was accountable for the testing and risk management of new calculation methods required by increasing FSA rules or FOS guidance, ensuring mitigating reasons are raised and conversely any change required was raised to Senior Consultant or at change control forums
• In conjunction with IBM, produced and managed the test plan and carried out system and migration testing of new software releases ensuring there was minimum risk of failure of process critical software, which could have resulted in FSA sanction. Following implementation, user training was provided and a report produced for regulatory purposes
• Liaised with key stakeholders across the group, including Customer Relations, 3rd party outsourcers, Quality Assurance, Group Audit and Group Legal to ensure procedures were consistent and conformed to FSA regulatory and FOS guidance as well as BBG policy.
• Responsible for trend analysis and risk mitigation of all redress offered by team, approving all individual payments over £10k up to sign-off level of £50k, acting as the final stage of escalation for technical queries guiding internal team, consultants, 3rd party supplier and Governance Team as required
• Attended regular one to one sessions with Team Leaders giving feedback on a team member’s progress towards sign-off.

Carry out risk and trend analysis of detailed Fact-Finds and Suitability Letters to identify and rectify procedural gaps in order to mitigate risk and maintain the integrity of the SJP Guarantee. This involved relationship management with Principal Partners and creating addendum Suitability Letters to clients where required. Products analysed included PEP’s, Unit trusts, Investment Trusts, Investment Bonds, Estate Planning Service and Pension Transfer business

Review compliance of a variety of pension review, reinstatement and endowment complaint cases, for a number of clients, including the Financial Services Authority. Following a determined and persistent process, collect, analyse and validate all information required to enable a review in line with legislation and regulatory requirements.

As part of the placement team contracts included:

12-month contract within Royal Bank of Scotland group as a Business Review Officer. The main purpose of this role was to:

• Consistently achieve the demanding productivity target, whilst maintaining quality, and resolve each case issuing 98% of Final Decision Letter’s within the 8 week time-scale.
• Review endowment complaints, end to end, using an objective and neutral approach to all aspects of the case.
• Analyse advisor history and initiate triggers and EB20 reviews where necessary
• Liaise with FOS on a case by case basis, where necessary.

Scottish Widows, actuarial support for loss assessment of guaranteed annuity rate cases. This included data gathering, validating calculations and issuing the offer letter. Complex manual calculations were carried out on cases where software was unable to support the calculation.

Prudential, carrying out an audit on pension review cases in order to identify guarantee crystallization events, which give rise to the need for a calculation.

Royal & SunAlliance, to avoid FSA enforcement action a challenging deadline was met in completing the complex tail end Phase 1 and Phase 2 pension review cases. This involved initial contact through preparing cases for actuarial calculation or issuing Senior Management Decision Letter where no calculations were required. In addition, led a pension review classification project for a case population of 5000.

Working with process consultants within a dynamic telesales department of 50, analyse and identify MI requirements of the sales reporting database. Following analysis of MI requirements built a database to collect, validate and report sales data. Then produced all MI requirements
reporting directly to the sales director, running all incentive programs for the sales team and creating ad hoc reports for management as required.