Business & Risk Transformation Lead

• As part of a dedicated mid-term project assignment, co-leading transformation activities across the largest financial institution operating across the South Pacific area with about 2m customers and assets of USD 10bn.

• Issues covered include system, process, data and product consultancy/delivery as well as people development.

• Under a separate stream consultancy provided on a consolidation of philanthropic activities within the Group under an umbrella of a newly established foundation.

• Leading a small enthusiastic team to generate as much positive impact on the whole society as possible through supported projects and initiatives.

• Managing the area of finance, operation, governance and strategy execution of the Foundation (e.g., led a foundation merger project – unique in the country, new legal/operation governance model set up, etc.).

• Leading Foundation’s investment activities including impact investment relationships.

• Providing multiple organisations with consultancy and expertise (e.g., work on public Foundation Code best practice booklet).

• Participating in cross-area change projects in the Czech Savings Bank through projects in the area of people development, learning, philanthropy and company culture.

• Leading a small enthusiastic team to generate as much positive impact on the whole society as possible through supported projects and initiatives.

• Managing the area of finance, operation, governance and strategy execution of the Foundation (e.g., led a foundation merger project – unique in the country, new legal/operation governance model set up, etc.).

• Leading Foundation’s investment activities including impact investment relationships.

• Providing multiple organisations with consultancy and expertise (e.g., work on public Foundation Code best practice booklet).

• Participating in cross-area change projects in the Czech Savings Bank through projects in the area of people development, learning, philanthropy and company culture.

• Team under remit comprised of 2000+ FTE across numerous countries in Europe (including the UK).

• Cost and investment annual budget planning and management for governed area (USD 100m+).

• International strategy and IT projects management and delivery including market setting and closure.

• Deputizing for regional chief on business strategies for regional/country level where required.

• Leading people development/strategy execution including location, redundancy and off-shore projects.

• Heading business risk second line of defence function.

Key projects:

• Ring-fencing of retail bank from investment bank, duration 3+ years, total cost USD 1bn+, impacted by regulation, law, internal process flows, IT systems, office locations and internal controls.
• Office location change for 3000 employees (Sheffield), duration 2+ years, involving multiple project teams (functional, facility management, IT, security).
• Functional restructuring and relocation of a London team, duration 1 year, including team structure and process redesign, partial off-shoring and dismissals, new internal control set up.
• Multiple credit bureau connection implementation, duration 1+ year, total cost USD 1m+, several 3rd party suppliers involved, critical part of the BAU process with system hub integration.
• Redesign of the underwriting process and authorities between headquarters and branches, duration 1+ year, decentralization, efficiency increase, risk control, phasing from units to hundreds of branches.

• Delivered strategic and operational projects (underwriting, products, collections) in UK, KAZ, MLT, POL and FRA.

• Planned and executed international audit reviews within the retail and corporate area.

• Managed various customer portfolios for the region, corporate as well as retail (prime to mass-affluent).

Key projects:

• Partial acquisition of a bank in Kazakhstan, duration 1 year, due diligence, transfer of portfolio, data, people, processes, branches and systems; led delivery of risk processes and infrastructure.
• Run-down and business closure in several countries, duration 6–24 months, including management of legal implications, dismissals, IT system disconnecting, residual risk control, portfolio sale negotiations and legal contracts.
• Internal audit and rectification of extensive gaps in a critical business unit (Paris), duration 9 months.