Rachel Taylor
Vice Chair Board of Governors at Moorside High School, Stoke-on-Trent- Claim this Profile
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Bio
Carl D'Ammassa
Rachel was a lead contributor to my process improvement strategy at Aldermore Bank. We had much to look at across a number of the product line teams. Rachel lead endeavours to tease out the critical process fixes that would deliver lasting improvements for our customers. Unlike other efforts I have seen elsewhere, Rachel and the team kept things simple - taking a high level view and then drilling in to the areas for maximum impact. Tenacity is a word I would use to describe her efforts - never willing to give up to do the right thing and an eagerness to navigate every obstacle put in her path to get the right outcome ! Additionally Rachel and the team were brilliant in pulling together a continuous improvement strategy to engage the wider Business Finance community (c400) to get a change and improvement mindset across the organisation. I cannot recommend Rachel more highly and would - in a heart beat - look to re-engage and work with her in the future. A high impact and capable individual - with a warm and engaging style !
LinkedIn User
I worked with Rachel when she was with Swinton, and was really inspired by her ability to manage change .. always ensuring we were on track to deliver. She has a very logical and considered approach and this combined with her considerable Continuous Improvement experience ensured we were able to make an impact. Great to work with you Rachel!
Carl D'Ammassa
Rachel was a lead contributor to my process improvement strategy at Aldermore Bank. We had much to look at across a number of the product line teams. Rachel lead endeavours to tease out the critical process fixes that would deliver lasting improvements for our customers. Unlike other efforts I have seen elsewhere, Rachel and the team kept things simple - taking a high level view and then drilling in to the areas for maximum impact. Tenacity is a word I would use to describe her efforts - never willing to give up to do the right thing and an eagerness to navigate every obstacle put in her path to get the right outcome ! Additionally Rachel and the team were brilliant in pulling together a continuous improvement strategy to engage the wider Business Finance community (c400) to get a change and improvement mindset across the organisation. I cannot recommend Rachel more highly and would - in a heart beat - look to re-engage and work with her in the future. A high impact and capable individual - with a warm and engaging style !
LinkedIn User
I worked with Rachel when she was with Swinton, and was really inspired by her ability to manage change .. always ensuring we were on track to deliver. She has a very logical and considered approach and this combined with her considerable Continuous Improvement experience ensured we were able to make an impact. Great to work with you Rachel!
Carl D'Ammassa
Rachel was a lead contributor to my process improvement strategy at Aldermore Bank. We had much to look at across a number of the product line teams. Rachel lead endeavours to tease out the critical process fixes that would deliver lasting improvements for our customers. Unlike other efforts I have seen elsewhere, Rachel and the team kept things simple - taking a high level view and then drilling in to the areas for maximum impact. Tenacity is a word I would use to describe her efforts - never willing to give up to do the right thing and an eagerness to navigate every obstacle put in her path to get the right outcome ! Additionally Rachel and the team were brilliant in pulling together a continuous improvement strategy to engage the wider Business Finance community (c400) to get a change and improvement mindset across the organisation. I cannot recommend Rachel more highly and would - in a heart beat - look to re-engage and work with her in the future. A high impact and capable individual - with a warm and engaging style !
LinkedIn User
I worked with Rachel when she was with Swinton, and was really inspired by her ability to manage change .. always ensuring we were on track to deliver. She has a very logical and considered approach and this combined with her considerable Continuous Improvement experience ensured we were able to make an impact. Great to work with you Rachel!
Carl D'Ammassa
Rachel was a lead contributor to my process improvement strategy at Aldermore Bank. We had much to look at across a number of the product line teams. Rachel lead endeavours to tease out the critical process fixes that would deliver lasting improvements for our customers. Unlike other efforts I have seen elsewhere, Rachel and the team kept things simple - taking a high level view and then drilling in to the areas for maximum impact. Tenacity is a word I would use to describe her efforts - never willing to give up to do the right thing and an eagerness to navigate every obstacle put in her path to get the right outcome ! Additionally Rachel and the team were brilliant in pulling together a continuous improvement strategy to engage the wider Business Finance community (c400) to get a change and improvement mindset across the organisation. I cannot recommend Rachel more highly and would - in a heart beat - look to re-engage and work with her in the future. A high impact and capable individual - with a warm and engaging style !
LinkedIn User
I worked with Rachel when she was with Swinton, and was really inspired by her ability to manage change .. always ensuring we were on track to deliver. She has a very logical and considered approach and this combined with her considerable Continuous Improvement experience ensured we were able to make an impact. Great to work with you Rachel!
Credentials
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Developing Executive Presence
LinkedInJun, 2022- Nov, 2024
Experience
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Moorside High School, Stoke-on-Trent
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United Kingdom
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Primary and Secondary Education
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1 - 100 Employee
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Vice Chair Board of Governors
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Mar 2022 - Present
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Governor
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Oct 2018 - Present
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DF Capital
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United Kingdom
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Financial Services
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1 - 100 Employee
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Head of Change & Continuous Improvement
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Aug 2021 - Present
Working for the Chief Operating Officer, responsible for the delivery of the change & technology roadmap for the bank. Managing a team of high performers across 3 functions, Business Analysis, Change Delivery and Robotics Automation. Development of the technology strategy, budget management and oversight alongside delivering training to the business on Continuous Improvement and certification of LSS Yellow Belts. Working for the Chief Operating Officer, responsible for the delivery of the change & technology roadmap for the bank. Managing a team of high performers across 3 functions, Business Analysis, Change Delivery and Robotics Automation. Development of the technology strategy, budget management and oversight alongside delivering training to the business on Continuous Improvement and certification of LSS Yellow Belts.
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Aldermore Bank
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United Kingdom
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Banking
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700 & Above Employee
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Business Manager
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Apr 2020 - Aug 2021
Advising and supporting the Managing Director in the daily running of Business Finance, which covers Asset, Invoice Finance and Commercial Real Estate. Alongside development of the medium-long term strategy with regular engagement with the Board, Executive, Risk function and other strategic partners.
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Business Improvement Lead
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Jan 2018 - Apr 2020
Working for the Business Finance division I business partner with the Commercial Real Estate teams helping them drive a customer centric culture as well as driving projects across the wider Business Finance division.Winner of the 2019 bronze B2B customer experience award at the UK Customer Experience awards.
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Swinton Group
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United Kingdom
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Insurance
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700 & Above Employee
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Continuous Improvement Consultant
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Jul 2017 - Dec 2017
Interim role to develop and embed an improvement methodology & toolkit fit for the business, including facilitation of training to CI team and CI Champions. Interim role to develop and embed an improvement methodology & toolkit fit for the business, including facilitation of training to CI team and CI Champions.
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Co-op Insurance
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United Kingdom
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Insurance
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100 - 200 Employee
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Lean Consultant
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Sep 2016 - Jun 2017
Interim role focussed on improving the customer experience by reducing complaints by 25% into the Customer Relations department. Delivering operational efficiencies through process reengineering and performance management alongside training and coaching of a 5 core tool Continuous Improvement system. Interim role focussed on improving the customer experience by reducing complaints by 25% into the Customer Relations department. Delivering operational efficiencies through process reengineering and performance management alongside training and coaching of a 5 core tool Continuous Improvement system.
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Barclays
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United Kingdom
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Financial Services
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700 & Above Employee
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Lean Consultant
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May 2016 - Aug 2016
Interim role to lead an end to end process review within Mortgage Maturities looking to identify tactical and long term sustainable change. Interim role to lead an end to end process review within Mortgage Maturities looking to identify tactical and long term sustainable change.
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HomeServe UK
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United Kingdom
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Insurance
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700 & Above Employee
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Head of Transformation Process & Change
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Jun 2015 - May 2016
Reporting to the Director of Transformation my role was to manage and lead a team of high performing Process Analysts to identify and deliver process initiated projects for the UK site alongside the delivery of Process Architecture.I was also responsible for a monthly Executive Change Committee to assess new change across the business, portfolio management and project budgets.
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Senior Transformation Strategy Manager
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Jun 2013 - May 2015
Reporting to the Director of Strategy my role within the team was to identify and deliver strategic projects for the UK site, from business improvement to cost transformation. I was also responsible for managing and overseeing the role of the Process Coordinator and a number of Process Analysts.
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The West Brom
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United Kingdom
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Financial Services
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200 - 300 Employee
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Business Change Manager
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Sep 2012 - Jun 2013
To deliver the operational and strategic objectives set for the Business Transformation team. These objectives centred on the development and implementation of the delivery and management of business change. I was also responsible for delivering a cultural continuous improvement programme. To deliver the operational and strategic objectives set for the Business Transformation team. These objectives centred on the development and implementation of the delivery and management of business change. I was also responsible for delivering a cultural continuous improvement programme.
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The Co-operative Bank plc
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United Kingdom
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Financial Services
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700 & Above Employee
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Lead Business & Process Analyst
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Nov 2010 - Jun 2012
To implement projects lead by the Programme Manager in end to end programme reviews. Dedicated to identifying and delivering of business and/or process improvements. Dimensions of work covered all customer facing distribution channels, approx 12,000 colleagues To implement projects lead by the Programme Manager in end to end programme reviews. Dedicated to identifying and delivering of business and/or process improvements. Dimensions of work covered all customer facing distribution channels, approx 12,000 colleagues
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Britannia Building Society
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Financial Services
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1 - 100 Employee
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Process Modeller and Improvement Specialist
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Jan 2008 - Oct 2010
To implement quick win tactical improvements alongside the creation and maintence of user level process models. Manage the delivery of IDEF user training and promotion of CI culture. Dimensions of work cover Shared Services function of approx 3,000 colleagues
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Banking Administrator
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Oct 2006 - Dec 2007
General Administrative duties
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Education
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Moorside High School
Community
