• Future Strategic plan Partnership Sales July 2008 Researcher and Strategist.
Part of a two manager team tasked with creating a new Strategic plan for Partnership Sales for use within the present economic climate. A research and collation exercise leading to the creation of a deliverable plan.

• The Sexy Green Car Show June 2008
Eco Aware Sales Manager and Administrator.
Senior Manager of the Bank’s contingent as part of overall Group Support and sponsorship of the Sexy Green Car Show at the Eden Project in Cornwall. A successfully executed awareness exercise delivered to the General Public highlighting the use of Alternative Fuels for Private Motor Vehicles within the Climate of Climate Change awareness.

•bv Project Management Partnership Sales, 2007 – 2008 Researcher / Collator.
Treating Customers Fairly, assessed requirements to enable compliance by the Partnership business, avoiding the risk of missing deadlines for implementation of new legislation.

Improvements Manager.
• The Sales Funnel appraisal, Calculated the quantity and reasons for the failure of all inbound Loans Sales calls to result in business written, followed by 15 separate recommendations for improvement, in order to increase Take-up by 9%.

• Project Management as Multi Stream Leader for Bad Debt Task Force.2006 – 2007. Improvements Manager.
Responsible for recommending a redefining IVA acceptance strategy, by research into the marketplace and consultation with external partners and competitors, leading to the writing of a policy to reduce fees incurred by £1,000,000 over each 5 year cycle of the IVA’s received.

Improvements Manager.
• Identification of Future Risks and Issues for Debt Management, by study of the marketplace and consideration of where current trends may lead in the future. Concluded with a log of R&I together with comment upon event based risk; such log to be examined on a monthly basis to assess movement and to allow reaction as appropriate.

Researcher / Collator.
• Creation of Debt Management Knowledge Bank resource, by research into the marketplace, to explain current happenings and comment upon Debt and Insolvency statistics and practices in order to inform staff at all levels. The DMKB also serves to allow the diversion of high level enquiries into particular events to be directed to; rather than create the need for an individual report to be prepared, saving considerable scarce time resources.
Improvements Manager.
• Resolution of Reputational Risk in Partnerships area of Debt Management, by amending Debt Management process for the handling of Payroll Deducted loans in order to eliminate future adverse credit entries being logged in error. A full appraisal of the current process analysed to account for Payroll inconsistencies was delivered together with system change requirements to correct. Once implemented these changes eliminated six weeks work p.a.

Sales Manager.
• Partnership Manager, Partnership Sales. Heavily influenced the creation of Marketing and Sales strategies for Retail Sector nationally, and implemented same in the North West resulting in a domination of the 3rd party lending sales to employees in the Public sector between 1993-2006.



Improvements Manager.
• Project manager tax paid net/gross on credit interest, corrected bank wide errors and wrote a new process to defend the robustness of the new system I implemented. – 1993
Administrator.
• Project manager, moving specific branch functions into centralised locations 1993

Lending Manager and Debt Management Controller.
• Corporate Lending manager Manchester Branch – the largest Corporate branch in the bank 1990-1993, Cleaned up the Assessment and control of small to medium sized corporate lending cases.

Eco Aware Improvements.
• Responsible for ensuring that the Largest Corporate Book in the Bank was clear of accounts where the activities undertaken by the customers would conflict with the introduction of the new Ethical Stance. This was achieved by a combination of negotiation, the obtaining of letters confirming that activities undertaken were not contrary to the stance, and issuing notice of closure.

Eco Aware Trainer for Co-operative Ethical stance.
• Ran multiple training sessions for staff operating out of the Bank’s Head Office building in preparation for introduction of the Co-operative Ethical Stance, taking Environmental issues to the market place.

Sales, Lending, Debt, and Administration Manager.
• Manager Blackburn branch – Open, Staff, Train, Marketing Plans, Obtained Profitability in less than half of the allowed time. 1988-1990

• Head of Securities, Assistant Manager Customer Services, Branch Administrator. All roles designed to prepare myself for Management and familiarise myself with CO-Operative Bank.

• Wide variety of roles in preparation for Management, essentially all traditional Branch Banking functions.