Experience

Glasgow Caledonian New York College

• United States
• Higher Education
• 1 - 100 Employee

• Director

  • Oct 2017 - Present

  Director of GCNYC a fully owned part of GCU Director of GCNYC a fully owned part of GCU



Community Transport

• United Kingdom
• Non-profit Organizations
• 1 - 100 Employee

• Director

  • May 2016 - Present



Glasgow Caledonian University

• United Kingdom
• Higher Education
• 700 & Above Employee

• Governor

  • Aug 2015 - Present

  Governor on the Court of the University and also serving as Chair of the Finance & General Purposes Committee Governor on the Court of the University and also serving as Chair of the Finance & General Purposes Committee



Kerr Consulting & Development Ltd

• Edinburgh

• CEO

  • Apr 2010 - May 2016

  Consultancy business with focus on strategy and change roles. Also coaching and executive mentoring Consultancy business with focus on strategy and change roles. Also coaching and executive mentoring



Government Whitehall Capability Reviews

• Various

• Independent reviewer

  • 2006 - 2009

  Full review for the Scottish Government in 2006. Follow-up reviews for the Department of Work and Pensions (DWP) in 2008 and 2009 Full review for the Scottish Government in 2006. Follow-up reviews for the Department of Work and Pensions (DWP) in 2008 and 2009



Citi

• United States
• Financial Services
• 700 & Above Employee

• CEO, Citi UK Consumer

  • May 2007 - Aug 2008

  CEO of UK Consumer business - inherited five separately operating, poorly performing (significant loss making) businesses where people motivation was at an all time low. • Created a new leadership team and developed a strategy to create the foundations to build a top 6 UK Consumer bank with a single infrastructure operating with multi-brands across a full range of financial products and delivering a positive contribution from 2008. • Developed and implemented major re-engineering plans… Show more CEO of UK Consumer business - inherited five separately operating, poorly performing (significant loss making) businesses where people motivation was at an all time low. • Created a new leadership team and developed a strategy to create the foundations to build a top 6 UK Consumer bank with a single infrastructure operating with multi-brands across a full range of financial products and delivering a positive contribution from 2008. • Developed and implemented major re-engineering plans for all businesses including development of new computer systems, sale / closure of non-viable businesses, site rationalisation from seven to three and improvements in customer service. • Briefed plans and strategy across the organisation creating consistent direction for the business and understanding for all people. Member of the Global and EMEA planning groups. Show less CEO of UK Consumer business - inherited five separately operating, poorly performing (significant loss making) businesses where people motivation was at an all time low. • Created a new leadership team and developed a strategy to create the foundations to build a top 6 UK Consumer bank with a single infrastructure operating with multi-brands across a full range of financial products and delivering a positive contribution from 2008. • Developed and implemented major re-engineering plans… Show more CEO of UK Consumer business - inherited five separately operating, poorly performing (significant loss making) businesses where people motivation was at an all time low. • Created a new leadership team and developed a strategy to create the foundations to build a top 6 UK Consumer bank with a single infrastructure operating with multi-brands across a full range of financial products and delivering a positive contribution from 2008. • Developed and implemented major re-engineering plans for all businesses including development of new computer systems, sale / closure of non-viable businesses, site rationalisation from seven to three and improvements in customer service. • Briefed plans and strategy across the organisation creating consistent direction for the business and understanding for all people. Member of the Global and EMEA planning groups. Show less



Egg Banking

• Derby and London

• CEO

  • Nov 2006 - Apr 2007

  CEO of Egg Banking - brought in to turn the business from loss making (£145m loss in 2006) to profit and select a new CEO and team. • Plans in place and implementation underway when Citi bid to acquire Egg. • Led the business through the acquisition process (completed 1 May 2007). Subsequently appointed CEO, Citi UK Consumer CEO of Egg Banking - brought in to turn the business from loss making (£145m loss in 2006) to profit and select a new CEO and team. • Plans in place and implementation underway when Citi bid to acquire Egg. • Led the business through the acquisition process (completed 1 May 2007). Subsequently appointed CEO, Citi UK Consumer



Halifax

• Banking
• 700 & Above Employee

• CEO, Retail Banking and Head of Products

  • Feb 2004 - Aug 2006

  Chief Executive, Retail Banking (including Chair of HBOS Retail Board) £200bn assets, £2bn+ profit, 7500 people Responsibility for Product areas outlined below plus HR, IT, Marketing, Risk, Finance and Programmes Head of Products, HBOS Retail Responsibility for Retail products including Mortgages, Savings, Credit Cards, Personal Loans and Banking • Delivered bottom line profit targets despite substantial deterioration in credit environment • Created updated marketing… Show more Chief Executive, Retail Banking (including Chair of HBOS Retail Board) £200bn assets, £2bn+ profit, 7500 people Responsibility for Product areas outlined below plus HR, IT, Marketing, Risk, Finance and Programmes Head of Products, HBOS Retail Responsibility for Retail products including Mortgages, Savings, Credit Cards, Personal Loans and Banking • Delivered bottom line profit targets despite substantial deterioration in credit environment • Created updated marketing campaign with new colleagues and new approach to increase share of voice • Changed the focus of the operating model from silo to collective success for HBOS • Secured investment in medium term strategic areas of customer, risk and e-commerce shifting emphasis from previous short term view • Focused on fixing service and secured funds and project support for significant investment in 2006

• Group Services Director

  • Aug 2001 - Jan 2004

  £1bn cost budgets, £150m income, 5000 people Responsible for providing all HBOS businesses with key shared services including Information Technology, Human Resources, Facilities, Payments, Print and Procurement • Created a new division within HBOS with it’s own unique identity and culture galvanising support from a previously disparate group thrown together at merger with no sense of belonging, pride or recognition • Delivered synergy benefits of £350m+ across Group areas over 3 years… Show more £1bn cost budgets, £150m income, 5000 people Responsible for providing all HBOS businesses with key shared services including Information Technology, Human Resources, Facilities, Payments, Print and Procurement • Created a new division within HBOS with it’s own unique identity and culture galvanising support from a previously disparate group thrown together at merger with no sense of belonging, pride or recognition • Delivered synergy benefits of £350m+ across Group areas over 3 years • Developed, negotiated and implemented strategies for sourcing of services (including IT, Payments and Premises) which included a mixture of insourcing and outsourcing outcomes including exit from a £1bn deal with IBM • Developed Group HR strategy including focus on ‘Total Reward’ and development of senior talent



BM Solutions from Birmingham Midshires

• Banking
• 1 - 100 Employee

• CEO

  • 1999 - 2001

  • Led the business through the demutualization of BM including the contested Halifax / RBS bids • Developed and implemented the strategy to transform the business from a Building Society to the specialist lending arm of HBOS • Fronted the communication programme at demutualization (inside and outside the business) including media, regulators, consumer bodies, customers and our people

• Retail Director

  • 1996 - 1999

  • Led the creation of a new team focused on the Retail side of business (ex Intermediary) including branches, call centres, marketing and sales delivering profit targets and growing the business

• Head of Insurance

  • 1992 - 1996

  • Led financial services review (including reviews of manufacturing options) and implemented hugely successful tied arrangements with Sun Life including creation of a new incentive based sales model • Managed the General Insurance business building successful relationships with Insurance companies and in-house systems to support significant income improvement

• AGM Corporate Planning

  • 1989 - 1992

  • With the new CEO transformed the business creating a clear focus on people and customers following challenges created by property crisis in early 1990’s • Managed the mortgage indemnity insurance changes which resulted from the property slump ensuring the business had continuous protection, solid business relationships and a continuing income stream



Lloyds Bowmaker Finance

• Edinburgh and London

• Various Roles

  • 1977 - 1989

  Various roles from Internal Audit to budgeting and financial planning, management accounting and strategic planning • Led the Lloyds Bowmaker team supporting the CEO on the sale which created Lloyds Abbey Life • Created and implemented a new strategic planning framework for the Group Various roles from Internal Audit to budgeting and financial planning, management accounting and strategic planning • Led the Lloyds Bowmaker team supporting the CEO on the sale which created Lloyds Abbey Life • Created and implemented a new strategic planning framework for the Group