Voluntary work whilst looking for new opportunities.

Delivered an audit project for Group Finance across all business divisions to review the financial processes for IFRS compliance and fair valuation. Worked with a team of 7 auditors, divisional heads of finance and IFRS specialists from a big 4 consultancy. Budget - £400k

Aspects overseen: Effective Yield, Valuation, Impairment, Embedded Derivatives, Hedging, Leasing, Insurance and Consolidation.

 Produced the PID, identified the scope, sought and got buy-in from the audit team
 Set up project governance, delivered project plans, tracking mechanisms and reported on project progress to senior stakeholders within Group Finance
 Monitored and drove through the project, scheduling work and ensured acceptance criteria were met
 Mediated and lead frequent virtual meetings with the audit teams and delivered weekly RAG project status reporting of key deliverables in a matrix managed environment
 Created and managed a central repository for all outstanding risks & issues identified

Created and ran a controlled project and structured environment using Prince 2 methodologies. IFRS, Basel II Pillar 3.
Reason for leaving: Project and contract completed.

FRS specialises in regulatory reporting systems servicing the needs of Retail & Investment banking clients.

 Helped Risk managers to assess / evaluate their mapping requirements to populate the application
 Performed gap analysis on current data mapping and identified new needs for credit and operational risk for the FSA’s integrated regulatory reporting definitions
 Evaluated and summarised a series of client issues, promoting a plan for resolution to internal colleagues and got the process underway
 Worked within the functional team liaising with product experts for specialist knowledge and advice

Prince 2, BoE & FSA returns, BiPru, Basel II, FiRE, GenPru, IRR. ETL, Oracle, RDBMS, SQL.

Freelance work. Roles performed were IT projects for professional firms consisting of office networks, communications, training, systems & database administration.

 Liaised with stakeholders, defined requirements, found solutions and presented business cases
 Dealt with 3rd party suppliers for development, driving projects through to completion

Lead and delivered a compliance project to mitigate against risk and fraud across 4 companies in Germany, Netherlands and Belgium. To ensure that core procedures were followed and that the necessary controls were in place and had been performed thoroughly. Budget - c. Euro 400k

 Built commitment and enthusiasm within a virtual team of 8 whilst liaising with corporate group risk, internal audit and strategy personnel
 Used workshop environments to step through the processes, design controls and achieve buy-in
 Formulated and agreed the test plans managing resource issues with the Head of Business Office
 Worked with Risk managers, underwriters and process experts examining system access, segregation of duties and event authorisation to rectify any shortcomings within the core processes
 Verified and agreed test results and evidence with the Internal Auditors whilst establishing new sampling processes with supervisory staff
 Provided thorough handover documentation and follow-on actions, coaching the Operational Risk team in all aspects of the project

Prince 2, Basel II, CobIT, SOx, Account opening, Drawdown of credit,
Credit Risk, Operational Risk, AML, KYC, Reconciliation, System Access.

Helped to deliver a major business change project across Visa’s global network. The project involved 260 banks in 53 countries migrating from a legacy SNA network to TCP/IP infrastructure at an agreed cost of US$ 65 million. The vision being to improve a previously poor SLA performance to above 99.85% and the whole network to be managed by a single vendor.

 Assisted in the analysis of Visa’s business drivers for change / high level requirements and worked on supplier, technical and geographical analysis, whilst participating in the RFI/RFP process
 Helped to produce the Business Case, PID and construct the SLA agreement and criteria
 Verified legacy network costs and volumes from diverse sources. Found savings of US$ 650k pa.
 Worked with consultants, senior stakeholders and vendors to plan the initial setup, whilst leading a virtual team of 6, covering test, pilot, migration and roll-out phases of the project

 Wrote customer presentations to provide a summary for the network design, plans for preparation, installation, testing, migration and selling the advantages to be gained from the new scenario
 Handled potential conflicts, risks and issues through frequent meetings and conference calls
 Tracked and reported on concurrent project progress, ensured work done met acceptance criteria and updated central control systems
 Delivered improvements in the sales order process with vendors, to speed up lead times by 2 weeks
 Formulated and controlled transition budgets using zero based principles – US$ 18 million pa.

Prince 2, PMO, Matrix management, RAG status project reporting. Oracle Financials & I-proc, SLA’s, Procurement, 3rd party supplier selection & management. Budgeting, Planning, Scoping.
Reason for leaving: Project completed, moving to business as usual. Permanent.

Worked closely with the Sales Team ensuring that solutions were properly planned & executed, acting as the primary contact for the client and looking to understand their requirements. Built ongoing relationships with clients at regular review meetings, managing risks, issues and expectations, whilst keeping an eye on possible growth opportunities.

 Created and implemented the Service Delivery process to ensure a planned installation into AboveNet’s co-location facilities according to the client’s requirements and specifications
 Instigated initiatives to ensure that the facilities were customer ready, reducing lead times to install from 10 days to 2 days, bringing on-line new revenue streams rapidly
 Facilitated at workshops to define new processes using process mapping and IDEFO techniques
 Gained and maintained ISO 9001 quality certification for the UK company

Prince 2, ITIL, Agile, RAD, Cisco, Facilities, SAN, Satellite, Sun, TCP/IP, Telecoms, WinTel.

Jul 1991 – Sep 1999 IT MANAGER
Aug 1985 – Jul 1991 PROJECT MANAGER
Mar 1981 – Jul 1985 FINANCIAL ANALYST

Delivered and managed a reliable, secure and scalable networked infrastructure within the UK producing savings of £750k pa. Lead and managed a team of 9 to support BMG’s 650-user network, including e-mail systems and a unified help desk. Budget responsibility £2.6m pa.

 Built, developed and motivated teams to support the ICT infrastructure, monitoring and reporting on actual service levels vs. targets set to the user community
 Researched the IT market place evaluating technical feasibility, business need and cost
 Liaised with users, defined requirements, found solutions, presented business cases and drove projects through to completion
 Budgeted, monitored and reported on project performance and the benefits realised to meet BMG’s business objectives

Earlier Management accountancy achievements at BMG - Assisted in the financial planning and forecasting process, going on to develop and deploy a Financial modelling tool across the European territories.