[snip] - Programme Manager

December 2002 – March 2005

Programme Manager – Central Truncation Programme (CTP).

Reporting to the Change Programme Director.

Responsible for three project managers and up to forty staff (many contractors), Budget > £30M

[snip] is a cheque clearing company, jointly owned by [snip]

CTP is a matrix of three projects (archive access, returns out and returns in) for up to three clients.  Responsible for the selection of the software partners, and the progress of the projects. 

Archive Access - Formulation of the high level architecture to enable client banks (and their customers) to access the data and images held in the All Item Database.  Once built this enables client banks to manage their usage and security, without reference to [snip].  They can add and change users and their profiles, even make images available over the internet to their customers.  This took place from a “blank sheet of paper”, and involved a great deal of client contact, to explain the concepts and where the various responsibilities resided.  This was in the form of joint workshops and user group meetings, and specific negotiations with the respective clients.

Centralised Returns Out - involving automatic signature and mandate verification, extracting cheques and images of cheques to allow for technical and anti-fraud checking to be carried out by [snip] on behalf of client banks.  Responsible for designing the services which would be available to client banks, then the implementation of common systems to provide these services.

Centralised Returns In - process/application upgrade, involving third party suppliers.  This was the first step toward a common Centralised Returns In process for [snip] major clients.  It involved significant changes to an existing application, and the physical move of the unit from London to Northampton.

[snip]  - Project Manager/Programme Manager

March 2000 – December 2002

Negotiator/planner

Negotiating to set up a joint venture company (now called [snip]).  The company was set up by the end of 2000, jointly with [snip] and [snip].  As part of the joint agreement the partners seconded staff for important positions in the new company.

IT Project Manager

Reporting to the IT director

Responsible for 5 staff

Project manager, in the IT development area, responsible for merging the various legacy applications and processes - introducing new, common solutions.

Programme Manager

Reporting to the Change Programme Director

Responsible for twenty staff

Budget > £15M

Responsible for the end to end processes/applications for centralised returns and providing clients (and their customers) access to the information archive.  This included training, implementation and changing business processes.  It required extensive negotiations with client banks.

Towards the end of 2002 the arrangements for secondees from [snip] (and [snip]) expired.  At this time [snip] suggested a permanent role. 

[snip] (Year 2000) – Compliance Manager

May 1998 – February 2000

Year 2000 Compliance Manager

Reporting to Group Year 2000 Executive

Responsible for 4 compliance managers

Ensuring year 2000 compliance in 40 business units in UK and Europe

Supported the [snip] Group Year 2000 team in devising and implementing a series of checklists, enabling different business units within the bank to use similar frameworks, and ensuring consistent reporting to the board.  Managed a team of four, each of whom visited up to ten business units and produced monthly status reports for each.  The rolled up summaries were then presented to the year 2000 executive.  Included UK retail banking, private banking and [snip].  Facilitating decisions to enable the programme to deliver to demanding (and in many cases unmoveable) deadlines. 

[snip] – IT Development Manager/Year 2000 Programme Manager

January 1996 – April 1998

Year 2000 Programme Manager

Reporting to IT Director and [snip] Board 

Responsible for 18 staff

Ensuring year 2000 compliance in [snip]

[snip] was among the first to begin working towards year 2000 compliance.  Starting early in 1996, with an IT project to assess the impact of ensuring systems would not fail as a result of Year 2000 date processing.  Year 2000 programme manager for the whole of [snip] when it became clear that achieving Year 2000 compliance was a business wide process.  The year 2000 programme had five business projects and three IT projects - including two in Germany.

IT Development Manager

Reporting to the head of development

Responsible for 25 staff

·       Card Management System

Managed the live support and application enhancement for this system.  The system, using an Ingres database, receives data from various systems throughout the [snip] group, and manages the production of plastic cards, inserts, carriers and envelopes.  A major enhancement was the expansion to deal with chip cards.

·       Client Server

The Client Server team developed and implemented in excess of 12 applications a year, ranging from 50/60 days to 300 days.  Decreased the development time as a result of the successful implementation of a major piece of middleware - “LINK”. These applications include: profile points management; application processing; customer retention (interfacing with a power dialler); dealer terminal management; automated credit limit review and interactive voice response.

·       Middleware

“LINK” is middleware running on RS6000, to make mainframe data available to PCs and other client applications it  was designed and built in four months and accesses two mainframe databases. 

[snip] – Development and Support Manager – Lending and Financial Systems

January 1992 - December 1995

Reporting to the Head of Development

Responsible for a team of 30

The personal lending business was transferred from [snip] to the [snip] division of [snip].  Transfered as the senior applications developer, and selected the team to support the lending systems.  Within six months responsibilities increased to include the Masterloan system, and  financial systems support.  Further additional responsibilities included the applications using the Systematics package - these included Tessa, [snip] Reserve, and a savings bond product. Responsible for negotiations and implementation of outsoucing IT support.   This involved transfer to FI, subsequently acknowledged as one of the most successful transfers.

Other responsibilities:

·       Smart card application

[snip]’s representative in a consortium working on smart card applications, including electronic purse and loyalty.

·       European Evaluation

Project Manager of the emerging projects team, responsible for evaluating the software required to support the European credit card operation. 

[snip] – Project Manager – Instalment Accounting

March 1990 - December 1991    

Project manager responsible for Instalment accounting.  This included all development phases, and live support.  The applications were IBM mainframe, with a PC front end, for application processing.  This system interfaced with external credit reference agencies, interpreting the responses and evaluated applications against a variety of score cards.

[snip] – Information Centre Manager (PC development)

January 1988 – March 1990     

Following secondment in the USA appointed information centre manger.  This involved the specification, purchasing and implementation of PC software and hardware.  Managed a project to implement LANs in Mercantile branches, this involved ITT, evaluation and implementation of hardware (£1M), in twenty branches, connected to a central mainframe system.

[snip] American Corporation – Project Manager

January 1986 - December 1987

Seconded, for a year, to [snip] American (Charlotte, North Carolina) because of experience in developing and implementing branch on-line systems.  At the request of the bank stayed for a further year, before returning to [snip].

This project involved the migration from a bureau provided service to a (heavily modified) package.  Managed the dealer project - designing and building the dealer management application.

[snip] – Analyst/Programmer

September 1979 - December 1985

Responsible for support of, and enhancement to, the on-line programme, using NEAT/3 on an NCR century.  Additionally developed and implemented the (Tandem) replacement, which made the on-line system available to the branch network.  Trained forty branches in the use of this system.  Responsible for the development of additional applications, including an alpha search system.

Some extracts from “A DEVELOPMENT REPORT ON [snip]” Produced by [snip] Associates on 7^th October.

The AH6 is a high level test of mental agility and information processing designed to differentiate between the top 12.5% of the population, graded A (high) to E.  Grade “D” with a better than average error rate is considered an average rating for operations at senior manager and director levels. 

On the verbal reasoning component of this very difficult test [snip] scored in the ‘A’ band .  His error rate was lower than the norm indicating that he was more accurate that the average person taking the test.  This is an exceptional result which suggests that [snip] will be highly skilled at understanding the meanings behind complex documents.  When working with such information under time pressure he will be able to maintain a high degree of accuracy. 

On the numerical reasoning part of the test [snip] scored in the ‘B’ band and had an error rate below the norm.  This is an excellent performance which suggests that he will be able to cope with the most complex of numerical data and factual information.  Again he will be able to maintain a high degree of accuracy  when working under time pressure. 

Overall [snip] scored in the ‘A’ band and had an error rate below the norm.  This is a genuinely exceptional result which places him right at the top in terms of his information processing powers, and mental agility.  His performance is appropriate for operations at the highest levels within industry.