Regulatory Implementation and Structural Reform

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Project comprising 7 work packages covering multiple business areas and finance teams.

Defining and overseeing the development and deployment of system, model enhancements, configuration changes, mapping of data, creation of new processes, controls and governance to support the move to new alternative references rates covering different jurisdictions.

Defined and delivered the creation of a European Treasury Target Operating Model.

Payment project comprising 5 work packages for the creation of a new payments branch, implementation and adapting system capabilities, reporting and resources. 

Programme comprising delivery of 5 projects. 

Defined, developed and managed a 2 step project plan for the transfer of the three desks from Markets to Treasury. Creation / enhancement of two desks, new operating model - ring fence and non-ring fence.

Delivery responsibility for a number of changes: separation of multiple teams (50 individuals), creation of revised target operating model, new book creation, IT infrastructure changes, IT testing, realignment of reporting and implementation of new governance / control and surveillance procedures.

Designed and developed a structural reform project plan for transferring c. £2bn loans (100 customers) across 4 asset classes from the ‘non ring fence’ investment bank to the ring fence bank.

Audit and operational risk project covering the review of business and functional target operating models ensuring ‘fit for purpose’ prior to the divisional and operational restructure.

Implemented a legal entity tracker/associated programme plan enabling wind up and subsequent closure of 350 global subsidiaries.

Major programme of 12 project workstreams including subsidiary closures, simplification of loan and CDD/KYC systems, reduction / closure of finance cost centres and books.

Development of global closedown programme plan, risk and issue registers capturing all divestment activity across multiple products / businesses in Asia Pacific, Europe, Middle East, Africa and the US.

Business realignment of 670 customers totalling c. £4.5bn of assets.120 customers transferred to the ring fence bank, the remainder to the non-ring fenced bank.