Scheduling – MS Project

Reporting to – Programme Manager
Project Brief – To manage three projects to deliver long term strategies for Motor, Intranet and Aggregator Direct Insurance, to manage the roll-out of new products and enhancements to the Aggregator channel and finally deliver an Aggregator Home Product

Budget – To be agreed

All five projects require Terms of Reference, detailed planning and RAID logs and then driving to completion within a three month period. A significant element also concerned preparation of process design for the Aggregator channel to enable timely roll-out of new products and also tight management of their RAID logs. Another aspect was to administrate and chair the Steering Group; comprising senior management and subject matter experts.

Scheduling – Clarity

Reporting to – Work stream Leader

Project Brief – To manage the transfer of the Nationwide’s Protection and Wealth business to Legal and General

Budget - £21 million
Assignment Title - Back Office Target Operating Model

Assignment Brief – Working within a team of analysts his role was to review the Nationwide marketing procedures and prepare revised processes which were compatible with the requirements of Legal and General in the context of dual branded products.

Having completed the task early he took on the role of project manager driving the activities of a team of nine analysts tasked with producing IT related detailed business requirements and business process definition documents to very tight timelines.

The key objective of this work is to ensure that the retained organisation’s Target Operating Model was designed, documented and implemented.

Finally managing this team through the warranty period and managing the Change Request process in live.

Key additional activities include stakeholder management in an environment where the majority of staff has been TUPE’d across to L&G, interfacing with L&G, risk, issue, assumption and dependency tracking and resolution, reporting to the project board and preparation of ad hoc analyses where there is disagreement between Nationwide and L&G.

Project Manager – MiFID

Scheduling – MS Project

Reporting to – Director of Projects

Project Brief – To scope, plan and deliver MiFID to all parts of the CSIPS operation

Assignment Brief – Working within the overall Capita strategy for delivery of the requirements of MiFID his responsibilities included a full review of the regulatory documents, followed by a gap analysis of the polices, procedures, processes and systems currently in use and then to scope, plan, resource and deliver via a number of work streams the necessary amendments to ensure compliance within CSIPS by 1 November 2007

Project Manager – Mergers and Acquisitions

Lead Consultants – PwC and Deloittes

Project Budget - £4.5 million

Scheduling – MS Project

Reporting – Head of Corporate Development

Project Brief – To manage the profitable disposal of an undertaking, which no longer had a strategic fit.

Assignment Brief – Working in a Prince2 environment, his primary role was to manage the stage plans and track expenditure. This entailed a review of current practices, a significant overhaul of the plan and the creation of a cost tracking system, designed to capture previous, current and forthcoming expenditure. A secondary responsibility entailed a review of project documentation to ensure compliance with PRINCE2 processes and Barclay’s project standards and the production of a project brief and PID. Further responsibilities included preparation of Board Highlight reports, Work stream Stage updates and reports and end of stage reviews

Project Manager – SIP Implementation Programme

Programme Budget - £80+ million

Scheduling – MS Project

Administration – Programme Office

Reporting to – Programme Manager

Programme Brief – The Single Insurance Platform Programme (SIP) was initiated to meet a key Aviva strategic objective to replace the existing platform with system capable of meeting the organisation’s needs for the foreseeable future. The programme was broken down into a number of different projects one of which; the SIP Speed of Change Project was the one for which he was responsible.

Project Brief - The objective was to ensure that processes were in place to implement changes such as technical fixes, rate changes and the introduction of new products with the minimum of delay. Working with a small team of four business analysts and a large number of stakeholders it was his job to define, plan and expedite the deliverable by the time SIP goes live in January 2007.

June 2005 to April 2006 - Project Manager – RAC Acquisition and Integration Programme

Lead Consultants - IBM

Programme Budget - £100 million

Scheduling – MS Project

Administration – Programme Office

Reporting to – Programme Director

Assignment Brief – Following the acquisition of RAC by Aviva a programme was initiated to integrate those elements of the company that matched the Aviva core business model and dispose of those that didn’t. Twelve sub-programmes were created to deliver the synergies, revenue and transformation benefits that justified the acquisition.

Working closely with the Programme Director his role encompassed governance issues surrounding the cost synergy projects relating to RAC, managing external risks, issues and dependencies and ensuring that tax, legal and compliance matters were being addressed within the individual planning processes.

Having delivered the process he moved on to oversee thirteen revenue synergy projects initiated to generate annual benefits in excess of £100 million. Key tasks were to guide and assist the production of PDD’s and project plans, management of the sign-off process for external dependencies and the tracking of milestones, implementation costs and revenues via a RAG reporting process. Interfacing with stakeholders and managing their expectations was a key activity as was providing regular status updates to the executive and representing the sub-programme on a variety of sub committees.

Business Analyst – Operational Risk – Basel Programme

Assignment Brief – A short assignment to conduct an analysis of the current situation at Nationwide and the requirements of the Standardised Approach to operational risk capital calculation and then to consider the requirements needed for the organisation to adopt the Advanced Measurement Approach.

Working within the auspices of the Basel Programme and reporting directly to the senior manager responsible for Operational Risk his assignment was to plan, conduct and deliver a gap analysis to identify those aspects of the Standardised Approach to capital adequacy not currently being addressed by the Nationwide Operational Risk Unit’s current strategy, methodology, processes and framework.

Then to identify the steps required for the Society to adopt the Advanced Measurement Approach. This necessitated a complete analysis of all the current regulatory documentation including BIPRU and SYSC, plus the production of a series of papers for senior management intended to increase understanding of Operational Risk within a regulatory environment and prepare the ground for the publication of the gap analysis.

Project Manager - Implementation – MPoS/ALIAS and Regulatory Programme
Programme Budget - £4.7 million
Scheduling – MS Project
Administration – Programme Office
Programme Brief - To manage the migration of an existing mortgage administration system to the Nationwide* system and in doing so ensure regulatory (MCOB) compliance. (* UCB Home Loans is a wholly owned subsidiary of Nationwide Building Society)
Project Brief - To facilitate the implementation of the MPOS, Nationwide’s bespoke Mortgage Administration System and MCOB into the business and organise fallback solutions in case the System and/or Regulation Programme (or part of) fail to deliver.
Implementation Project Budget - £200,000
Project Team – Initially 2 Business Analysts increasing to 70+ on M-day
Functioning as a member of a team comprising 12 project managers and 4 business analysts and reporting to the Programme Manager his role encompassed five distinct aspects of the programme:
• Scoping, strategising and planning the delivery of the new system and associated processes to the business,
• tracking the progress of significant milestones within the thirty work streams that were delivering the various elements of the programme,
• initiating and managing a Quality Gate process to ensure that stakeholders were apprised of the current situation and involved in sign-off of contingency plans
• agreeing GoNoGo criteria and backout procedures
• and finally delivering a fully compliant mortgage system and overseeing testing its functionality both immediately prior to delivery and in the live environment
For the record not only was the project delivered within budget but UCB were one of only three mortgage companies in the UK to deliver a fully compliant and functioning system including Web and MTE on M-day, 31st October 2004.

Interim Project Manager – UFSS version 9 Implementation
Programme Brief – To deliver a fully operational upgrade to the company’s mortgage administration system in time for mortgage regulation.
Scheduling – MS Project
His role was strictly interim resulting from the overrun of a previous upgrade to the system.
Initially the contract required a full review of the processes used to monitor dependencies, risks and issues, change requests and decisions. Once the infrastructure was in place the next task was to review the project plan in the light of the fast approaching post migration phase of the project. Having established the brief, and scoped this stage of the project the next step was to produce a work stream strategy document and Terms of Reference to take the project through implementation to its ultimate conclusion in December 2004. The scoping identified a number of phases, which required synchronizing; the IT design, build and test, user training, project and business communication and exit strategy.
The resulting work stream project plan ultimately became the basis for the plan for the whole project.

Project Manager – Economic Capital Work stream - Basel Programme
Programme Budget - £41 million
Scheduling – NIKU
Programme Brief – To prepare Nationwide for the introduction of the Basel Accord II in 2006/7
Project Brief – To introduce Economic Capital as the Nationwide method of quantifying Risk in all its manifestations.
Project Budget - £5 million
Project Team – Head of Project, Project Manager, Financial Analyst, Statistical Modeller, Business Analyst, and an Administrator.
Brought in as a member of a team of six Project Managers tasked with implementing a structured approach to delivering the requirements of the Basel Accord, working closely with the Programme Manager
Initially scoping, delivering and managing the Economic Capital project plan, recruiting the Economic Capital team and then researching and drafting strategic papers and presentations for senior management on a wide variety of subjects, including:
• Economic Capital-Definition and Implementation
• Regulatory Compliance-Review and Gap Analysis
• Data Quality and Model Validation-Process definition
• Communication Strategy-Scope and content
• Operational Functionality-The move to business as usual
• The Risk Appetite Statement-The “As Is” and Board level statement
• Business Benefits-Identification and realisation
All the above required a high degree of understanding of the business and detailed analysis of its requirements to ensure strategic relevance and factually accurate content.
Furthermore, sitting on the Economic Capital Project Board alongside stakeholders from the business units, Operational Risk, Internal Audit, Risk Management and Technology and the Models Group, a committee formed to ensure consistency in model building throughout the society, gave him insight into the complexities of large financial institutions and a breadth of understanding of the implications of the Accord.
Moreover, his work on peer group review and with external consultancies (KPMG and PA Consulting) in areas such as Operational Risk and Risk Appetite enabled him to keep in touch with developments outside the organisation.
May 2002 to May 2002 - Zarlink Semiconductor, Swindon – Outplacement support for potentially redundant staff
May 2002 to May 2002 - 7C, Swindon – Outplacement support for people likely to become redundant
June 2001 to May 2002 - Department for Work and Pensions (Job Centre)
Set up and managed Resource Centres for large-scale redundancy programmes at the following organisations:
• Motorola
• Northern Food
• BMW Group
Essentially the contract required him to develop working relationships with the senior management, union representatives and workforce to enable a team of redundancy counsellors under his direction to provide support to large groups of people (between 600 and 700) who were under threat of redundancy. The work also entailed building relationships and negotiating with external suppliers, particularly training companies, budgetary control and dealing on a day to day basis with representatives of the Department, particularly their senior management and auditors.
Between January 2000 and June 2001 - RTS Consultants
Working as an associate he delivered the following pieces of work as well as carrying out a large number of ad hoc assignments over an 18-month period.
Mazda UK – Refinement of their Dealership Sales and Service Operation Manual
Inchcape plc - Production of a set of integrated role profiles for their UK dealer network
Nissan Europe – Co-wrote and project managed the publication of their dealer sales and service process manual.

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