Change Manager

• Jan 2022 - Present

Project Manager - Remediation

• Dec 2020 - Mar 2022

Supporting a fintech post a s166 review, ensuring robust and comprehensive process, procedure and controls are in place to support their re-opening for BAU.- Process re-engineering – headed the process redesign for the Transaction Monitoring (TM) team, this involved working with senior stakeholders to define the ‘as is’ process and determine the requirements for future making use of PFMEA (Failure Mode Effects Analysis) to capture process failure points and proactively implement controls.- Data integrity – significant gaps in data were identified resulting in the design of a set of controls and reconciliations to ensure data completeness and quality, this also helped highlight the impact of poor data management to the client.- Process Improvement – There was significant room for automation of repetitive and time consuming tasks, automated procedures were implemented with a 25% reduction in time per case - Training – designed the training programme and produced the user documentation for the transaction monitoring team.- Data Migration - Working with the clients data team to smoothly migrate customer data to client servers as part of the end of project handover- Business As Usual (BAU) Development - Responsible for the end to end process including working with key stakeholders to define requirements, documentation, process mapping and development of the MI suite. Show less

BUSINESS ANALYST – PAYMENTS & REMEDIATION REVIEW

• Jan 2018 - Feb 2020

Tasked with reducing delays from 90+ days to 40, reducing the number of goodwill payments to a reasonable level and ensuring all payments were made within 14 days SLA. Mapping the end to end process and overlapped with MI dashboard to analyse case by case errors thus determining root cause of failures. Developed a priority system for vulnerable cases resulting in a reduction of payment delay from 14 days to 4 in 70% of cases with the remaining falling within SLA. Analysis revealed weakness in service handler training areas, mop up sessions resulted in a decrease in errors delays by 35%. Both combined resulted in departmental savings of over £250K. Show less

BUSINESS ANALYST – OVERPAYMENTS REVIEW

• Jan 2017 - Dec 2017

Due to the way cases were recorded in the complaints databases, some cases were investigated and paid out multiple times. Tasks included assessing the integrity of the data, mapping out process change and liaising with key stakeholders to determine the 'one approach'. Successfully retrieved over half a million in overpaid redress.

BUSINESS ANALYST – ‘3 LEVELS OF DEFENCE’ (3LOD) PROCESS REVIEW

• Jun 2016 - Dec 2016

Increased number of cases not passing the stringent quality controls required by the bank as well internal auditors and external regulators. Conducted requirements gathering and RCA for the failure reasons. Facilitated stakeholder elicitation sessions to design and implement process improvements in line with regulatory requirement. Post implementation quarterly results showed a decline in errors by 20% in the first month of implementation growing to 60% compared to the previous quarter

SECONDMENT TO PMO – FOS REWORK PROJECT MANAGER

• Jun 2014 - Jun 2016

Following a regulatory review a substantial remediation exercise was required. Collated and reconciled information from the companies customer dispute resolution system to identify cases with incorrect outcomes. Developed end to end rework processes. Travelled to 2 rework sites working across 3 shifts to brief PMO on project requirements. Over 14,000 cases reworked within timeline, quality measures and budget set by regulator and bank.

BUSINESS ANALYST - REWORK COHORT ANALYSIS

• Jun 2013 - Jun 2014

In the period between phasing out old processes and implementing new ones, cohorts of cases were not worked to the refined standards thus a remediation of these cases was required.Tasks included define the process change timeline, analyse the cases needing rework and identify possible risks and issues with reworking cases to updated processDeveloped a timeline in conjunction with data from MI team to narrow down rework case batches. Knowledge facilitation sessions were held with experienced investigators to identify possible pitfalls in reusing previous case data held on customers historic complaints record. Multiple rework cohorts identified; process map review revealed that further ‘information gathering’ would be required on certain types of cases. This information aided the PMO in allocating cases efficiently to different segments of the business resulting in minimal rework nad speeding up the time to completion. Show less

Case Handler

• Mar 2012 - Jun 2013

In-depth, detailed end to end case review, applying critical thinking and process knowledge to determine the best course of actionAssessing complex complaints on a variety of products including loans, mortgages credit cards, current, and savings account, etcCalling customers to clarify complaints points, explain processes and advise them of regulatory obligationsCompiling letters to customers to explain the outcomes of their complaints as well as their regulatory rightsCarrying out complex financial calculations and explaining these to customers in a way they can understand Show less

Contingency Consultant

• Jun 2011 - Sep 2011

DATA ANALYST AT DEPARTMENT OF WORK AND PENSIONS

• Feb 2011 - Jun 2011

Analysing data collected by DWP across various sectors with reports published on the GOV.UK website Highlighting anomalies to senior managers Proposing various methodologies for analysis to provide further insight into key areas Analysing data collected by DWP across various sectors with reports published on the GOV.UK website Highlighting anomalies to senior managers Proposing various methodologies for analysis to provide further insight into key areas