Specialties:
• Business Transformation and Strategy – (Defining a cost of service framework, flexible change delivery model, aligning the BAU organisation to service, defining a e2e service design capability and more)
• Business Change /Change Management – Cultural change projects such as introducing services cultural into the organisation and breaking a one size fits all approach.
• Project Management – e.g- Readiness projects of new services, applying PM techniques to deliver transformation change, rollout of contactless cards to Portuguese market
• Business/ Service Readiness for large complex business services (Real time risk scoring service, Clearing and Settlement service, CRM tool and more)
• Stakeholder Management – Working with partners, Executive directors and industry SME’s
• Cards and Payments Implementations, Processing Services Knowledge and Change models/ techniques obtained through industry.
• Service Management and Fit for purpose Operating Models – ITIL and best practice knowledge applies
• Business/ Technology Consulting – Heavily applied when conducting AS-IS & TO –BE models/ framework activities
Employment history
Visa Europe Nov 2012 – Present
Transformation Manager – Strategic Support Services (Current Position):
• Responsible for leading and managing the key strategic priorities inline with Transformation objectives aligned to a defined Target Operating Model. Leading to efficiency savings over £1 million with prioritised plans on how to execute.
• Facilitating and driving strategy and planning agenda with senior management (up to C level) and working through delivery and execution plans. This, in turn, introduced a set of aligned objectives and measures across the division that supported cross functional working and clear direction.
• Supporting the CIO in driving discussions around key themes (Data, Technology Leadership, Services Culture) as well as supporting the capability to drive Quarterly Business Reviews
• Driving cultural and behaviour changes required to promote a services culture focused on consumers/customers in our current changing business landscape (Core processing services to mobile and ecom payments) – Introducing a concept of communities of practice (COP’s) to change the organisation from within and empower groups to do so , with the number of COP’s increasing by 50% from Fy12 to Fy13 focusing on people, process, and technology.
• Driving the evolvement of our Target Operating Model and the strategic priorities into the organisation.
• Managing relationships and business patterning with stakeholders across Visa Europe by promoting alignment of local initiatives, projects and programmes against the Transformation objectives up to Director and C level. Developing my consultative skills and building deep and trusted relationships.
• Managing and promoting the capabilities required to support the Target Operating Model and identifying opportunities for better alignment and efficiencies to enable the organisation to perform to its optimum ability. E,g centralisation of problem management led to 68k a month for on business area with more savings to come as well as supporting a long term target of 50% reduction in customer incidents.
• Managing issues, challenges and concerns that arise across the Transformation work streams, challenging and pushing back as required and escalating in the most complex and/or unique instances.
• Presenting key risks, options and updates to the Transformation Strategy Group and Transformation Delivery Executives for direction setting and driving key decision making. Introduced a business realisation reporting capability to demonstrate the value returned for the transformation change streams.
• Creating, evolving, and shaping roadmaps and functional stories to align departments, functions and divisions to organisational goals (Working on the right things at the right time. Supporting and meeting the year on year 5% efficient saving target.
Visa Europe Oct 2011 – Nov 2012
Transformation Advisor – Transformation Programme
• Leading, shaping and driving the target state capabilities options to align BAU to services. Effectively analysed over 20 complex organisational capabilities with alignment options as well as sponsors and exaction plans defined within a 6 month period.
• Conducting AS-IS and TO-BE analysis and presenting and recommending a set of target options to the transformation board. E,g centralising a problem management capability by bringing together various teams and aligning the people, process and technology to be more business/ customer focused.
• Understand and margining interdependencies across the division and where efficiencies can be applied. Matrix management of stakeholders (Directors to junior staff). Example of this is introduction of a cost framework with teams across the company resulting in people, process and technology aligned to services that we can measure the personal and non personal cost for.
• Evolving the Target Operating Model, and actively working on planning for future focus areas. (Looking at capabilities and our operating model to support our Future of Payments Strategies)
• Supporting and standing in as work stream lead for aligning BAU to services work stream. Reporting to directors and managing plans and milestones.
• Leading the concept of services that deliver value (Managed Business Services). One result being a cost of service work stream being identified as a strategic priority to support the P&L of our services/ products and understand that financial value/ return of our services.
• Practice lead for business service design, involving understanding current state, proposing future state and organisational alignment. Allowing the organisation to start evolving its culture from delivering technology platforms to delivering e2e business services that drive customer value.
• Running and shaping manifesto workshops to help defined the identity of the division going forward increasing my skill set in facilitation, value definition and visioning.
• Alignment of local initiatives to speed up the implementation of target state. E.g brining a local ISO 20k certification under the umbrella of transformation so its covers and supports the entire organisation and not just a specific department.
Visa Europe April 2010 – Oct 2011
Service Development Manager – Service Management Office
• Responsible for ensuring Visa Europe projects/programmes are delivered through a Service Operating Model to ensure services (Internal/external customer) are fit for purpose and ready to deliver against services roadmap (Services such as Mobile Payments, Real time scoring, CRM services etc)
• Project/ Programme management of the Business Service Work stream via a Visa Service Development methodology that adopts good practices from the ITIL Framework.
• Conducting impact assessments on the Visa Europe Business areas with a change of introduction of new services and ensuring Service Acceptance Criteria are defined and projects delivered to the expected standards of the Business.
• Management of the Service works stream/ Service related activities across a portfolio of projects/ programmes including cross matrix and large virtual team management (macro/milestone level in order to effectively understand and manage scope, dependencies, priorities and change).
Visa EuropeApril 2008 – April 2010
Service Implementation – Consultant/Project Manager:
• Project Management of Visa Europe BAU projects for member banks across the Europe region. Project ranging from Credit/ Debit card programmes, Verified by Visa, large processing migrations, contactless card payments. Involving a high level of customer services and detail understating of Visa services and consumer journeys.
• Stakeholder management across internal teams to deliver the projects such as Treasury, Relationship management, Compliance, Legal and Account managers. Member banks and processors range from small niche banks in Eastern Europe to large global banks rolling out global services and products.
Hewlett Packard – ConsultantSeptember 2006 – April 2008
Project Management/Technology consulting working on a wide variety of projects with many major companies, each with different roles, teams, challenges and learning experiences. Some of these include:
1. May 07 – April 08 – Consultant / Business Analyst – Foreign and Commonwealth office
2. Feb 06 – April 07 – Junior Project Manager – British Telecommunication (BT)
3. Jan 07 – Feb 07 – Junior Project Manager/ Design Consultant Lloyds Register
4. Oct 06 – Dec 06 Junior Project Manager/ Business Analyst – Astra Zeneca
IBM (International Business Machines) July 2004 – Aug 2005
Sales and Distribution Financial Services Sector EMEA (Industrial Placement – Marketing/Business Development)
• Assisting client managers to demonstrate technical solutions for Banking, Insurance and Financial market Industries.
• Organising and running successful events in the financial service sector involving senior level customers.
• Acquired knowledge in the area of financial services such as, Internet banking, Core systems, Front and back office banking, Core insurance, Payments and Risk and Compliance.
• Projects varied form technical to business development backgrounds.
Other training / certifications
• Change Management – Foundation and Practioner in progress
• Post Graduate Certificate in Management – (1/3 MBA) Northampton University
• PRINCE2 Foundation & Practitioner , PPSO -Project and Programme mgmt support foundation
• V3-ITIL Expert – Strategy, design, transition, operate and service improvement
• Leadership and Management – Institute of Line Management
Education
Northampton University (Sunley Management Centre) –
Part MBA qualified (Post graduate certificate in Management)
Brunel University – BSc Hons Information Systems
Modules Ranging from Business to IT & Brunel Diploma for Professional Development
