Experience

Ubisoft

• France
• Computer Games
• 700 & Above Employee

• Continuous Improvement Manager

  • Jul 2019 - Present



Yorkshire Building Society

• United Kingdom
• Financial Services
• 700 & Above Employee

• Operational Excellence Consultant

  • Jan 2017 - Mar 2019

  Implemented a continuous improvement culture within Financial Operations as a part of a company wide, award winning Total Quality Management implementation (Most innovative approach to culture change - PEX). Currently delivering significant benefits through multiple completed projects. New projects launching constantly to improve further.Trained and coached Senior Managers in the use of LEAN and Six Sigma so they can take accountability for the improvements that their team members deliver.Coached team members in the delivery of their improvement projects enabling them to achieve LEAN Six Sigma accreditation. Introduced process improvement identification and selection processes using the plan, do, check, act cycle. Implemented a ‘team wall’ to share progress and monitor department metrics.Improved the product launch process through the development of an Excel VBA product launch tool reducing time to market. Developed automated cheque manual matching process delivering monthly savings. Trained colleagues in Excel VBA to provide ongoing support.Trained Finance employees in Excel VBA delivering capacity creation benefits.Negotiated move of historically inherited processes to the correct department.Created a capacity planning tool and process allowing department head to forecast required headcount throughout the year enabling a headcount reduction.Recommended the early closure of a project at the end of measure as assumptions on size of the benefit invalidated. Quick wins identified and implemented efficiency savings and cost savings by introducing paperless invoice processing. Implemented improved controls to measure if invoices are paid on time.Recommended quick wins for the Existing Borrower Transfer Process, reducing cycle time and process defects.

• Change Portfolio Planner

  • Nov 2014 - Dec 2016

  Defined, shaped and aligned the Change Portfolio with the business strategy.Worked with the CIO to create board level presentations describing the health of the change portfolio, alignment to strategic goals and technology trends within the market.Supported CXOs to shape their investment appraisals and present them to the change board.Defined and documented the annual planning round process and the interactions between teams to create a workable change portfolio. In this role I have been able to support, critique and contribute to the benefits management framework and benefits realisation profiles based on my past experience.



Tata Consultancy Services

• India
• IT Services and IT Consulting
• 700 & Above Employee

• Business Process and Organisational Change Management Consultant

  • Dec 2010 - Oct 2014

  Client: Lloyds Banking Group Worked with business stakeholders to identify the process impacts of an organisational change. Created Group IT wide communications packs detailing the business case for change, the organisational structure changes themselves and how ways of working will need to adapt to accommodate the change. Facilitated the Business Management team through the identification of impacted process interdependencies and the prioritisation of interdependent or broken processes that required re-engineering due to the organisational change. Led process workshops to define the as-is process and through these sessions coached LBG employees in the use of Lean tools to define the to-be. Defined a new Portfolio Management processes as a part of a cross consultancy team by working closely with senior stakeholders in one to one sessions, working groups and workshops. Client: A large life and pensions provider Worked closely with business stakeholders to understand the current organisation's structure, cost base and IT estate. Actively contributed to discussions and workshops on potential target operating models, customer experience and organisation structure. Created financial and functional models to identify potential addressable costs and head reductions. Worked with the TCS Bancs team to model process improvement savings. The team's recommendation identified potential benefits of £58M and a 3.7 year payback period



GE Money Bank

• Czechia
• 1 - 100 Employee

• IT Project Manager

  • Jan 2007 - Nov 2010

  Led a globally distributed team in the creation of a leaner customer journey facilitated by a single customer view reducing the duration of each customer service call by 10%. Worked virtually with GE Money Portugal to measure as-is process and identify waste. Determined the most efficient processes for servicing a customer account. Digitised the process through the creation of a single customer view system, a single point where an agent could quickly locate and service a customer. Led a globally distributed team in the creation of a leaner customer journey facilitated by a single customer view reducing the duration of each customer service call by 10%. Worked virtually with GE Money Portugal to measure as-is process and identify waste. Determined the most efficient processes for servicing a customer account. Digitised the process through the creation of a single customer view system, a single point where an agent could quickly locate and service a customer.