Business Transformation and Operational Excellence Leader with 20 years of experience designing and shaping target operating models, optimising end-to-end service journeys, and driving £20M+ in financial impact, primarily across insurance and banking. Strong track record of engaging stakeholders at all levels, from the C-Suite to the front line, aligning business design across Sales, Product, Operations, Finance, and Technology.

I have provided business transformation consulting, training, and coaching to legacy organisations for over 20 years, working across Marketing, Sales, Operations, HR, and Finance. My experience spans 21 large-scale change programmes, 18 organisations, 8 sectors, 5 countries, and 3 continents, helping businesses navigate complex change while unlocking measurable impact.

As well as interim management, consulting and training, I have developed proprietary frameworks that enable organisations to design customer-centred services, optimise end-to-end service journeys, and embed operational efficiencies. My focus is on ensuring transformations are not just strategic but governed effectively, stakeholder-driven, and measurable in terms of benefits and ROI.

I have led major transformation programmes for TSB, HSBC, AXA, First Central Insurance, and Innovation Group, delivering initiatives that bridge the gap between business needs, customer expectations, and financial performance. With a track record of driving £20M+ in financial impact, I specialise in moving transformation from concept to execution, ensuring initiatives are practical, scalable, and deliver lasting results.

- Target Operating Model Design

- Lean Process Re-Engineering

- Data Strategy & Self-Serve Analytics

- Executive Stakeholder Engagement

- Benefits Management & ROI Tracking

- Agile Leadership & Business Architecture

If you're looking to drive high-impact transformation or need expertise in service design, feel free to connect.

Phil Mottram

HSBC Innovation Banking

Head of Strategic Planning and Delivery

Translation service for EMEA strategy; convert into a multi-year transformation roadmap.  Aggregate portfolios, drive prioritization and align to business outcomes; provide delivery views consumed by business.  

Maintain EMEA operating model ‘blueprint’, containing taxonomies of key business performance indicators.  Overlay business impacts and provide outer year view of operating model, aligned to the roadmap. 

Provide operating model insights to business/functional stakeholders; recommend future opportunities to improve business performance.  Identify, capture, and communicate business impacts of the transformation plan.  

Support programmatic execution; facilitating design via close working relationships with product and change management teams.  Confirm business impact of delivery, inclusive of sequencing and crystallization of benefit.
 
Assist and coach teams through L&D, linked to roadmap and through thought leadership on strategy.  Responsible for definition and maintenance of EMEA Blueprint, baselining a taxonomy against org structure and proposition, utilizing a set of agreed business metrics/performance indicators.  Production of a three-dimensional ‘living document’, proactively analyzed and provide tangible insight.  Define target ‘blueprint’ and evidence transformation impact across transition states, with outer year views, driven through overlay of roadmap.
 
Forecast operating model change opportunities; focus on operating model configuration, reducing client and business impacts.  Establish and foster collaboration, ensuring continuity/consistency of planning; leverage broader functional capabilities to deliver connected and consistent organizational outcomes.

Collaborate with business, driving continuity of messaging; inputting to strategic communication content.  Support business transformation providing thought leadership to develop team capability, inclusive of aligning understanding of delivery/outcome expectations and strategic planning.

Silicon Valley Bank

Leading a group of solutions and design and enterprise process managers across a varied portfolio of large-scale transformation and operational change initiatives.

Stakeholder collaboration across all aspects of design and subsequent decision making. Producing ‘as is’ and target state operating models, overlaid onto transition state roadmaps, in conjunction with Group and EMEA product and change teams.

Solutions and design focus primarily associated with the design of end-to-end life cycle journeys, with implementation of aligned solutions. Examples being:

• Tech modernization of credit origination, from inhouse to vendor provider (nCino/Salesforce)
• Loan accounting core banking platform modernization (Oracle to Finastra LoanIQ)
• Loan boarding and booking elements of UK subsidiarization programme
• LIBOR transition
• Facility and loan boarding automation

Broader involvement encapsulated, Israeli target operating model; client on-boarding digitalization (inc. vendor selection process for data automation); Microsoft CRM upgrade; Enterprise Data Office alignment.

Build out of Enterprise Process Management (EPM) capability in EMEA, creating broader and deeper specialism to support the EMEA operational effectiveness backlog. Deploying support to the functional businesses through e.g.:

• Lean 6Sigma capability for end-to-end process reviews
• Creating a digitalization centre of excellence, through implementing Docusign SMEs
• Process documentation (maps and procedure) specialism
• Collaborative relationships with Group EPM, pulling upon automation and technology support

Director, EMEA Solutions and Design

Leading an experienced operational team across all aspects of:

• Client lifecycle management (CLM) – including onboarding, refresh, and account opening
• Deposit account servicing and maintenance
• Loan boarding, booking, maintenance and administration

Maintaining close relationships with key business stakeholders to ensure client and organisational expectations are upheld, across e.g., service level agreements, quality metrics, risk exposure, budget, continuous improvement.

SME support on impacting change portfolio, inclusive of but not restricted to:

• First generation client onboarding digital solution (COBS)
• Tech modernization through Oracle upgrade to back-office applications
• Operating model design and delivery in support of Germany branch creation
• Foundational, data led, control assurance implementation

Senior Manager, UK Deposits and Loans

Royal Bank of Scotland

Translate the Commercial and Private business strategy into a series of multi-year transition state designs and executable transformation roadmaps, enabling the Bank to realise it’s strategy, target customer experience and attain business performance metrics;

Provide expert knowledge to design the end to end customer centric solution for Bank-wide strategic initiatives, from inception through to execution and handover into the business, covering multi-year ambition and budgets of £100m+. This includes franchise architecture, business processes, technology and data;

Develop business and technology solutions and optimise chosen solutions to meet the strategic needs of the businesses I support and the Bank as a whole;

Scope and design major change programmes, proposing end-to-end solutions;

Review ongoing designs of major programmes, during the end to end programme, ensuring alignment to the blueprints, identify strategic opportunities and resolve design issues during delivery.

Key programmes:

•	Bank Wide Cost Reduction Programme / Operational and application simplification
•	Digital transformation
•	CRM
•	ICB

Working in conjunction with these programmes, I create complex and material business architecture and designs, addressing significant levels of ambiguity, influencing senior sponsors or stakeholders to realise overall design outputs and desired business and customer outcomes;

Delivering major high-level application and data solution designs, ranging in scope from focussed project initiations to broader designs for businesses, products or customer segments, satisfying the needs of key senior stakeholders;

Pro-actively identify and promote opportunities for:

•	Optimising Business Operating Models and customer experience
•	Technology to enable business benefits
•	Transformational architectural change
•	Synergies across franchises and domains

Senior Design Lead, Commercial and Private Banking Services.

Proactive and reactive development of tactical and strategic, customer centric, cross divisional change for Corporate Operations, Business Services. Translating complex delivery plans into clear, concise and tangible implementation plans for receiving businesses.

Manager, Strategy and Change

Responsible for the delivery of all elements of the EU Divestment to Santander, impacting Corporate and Speciliast Services within Business Services at RBS.

This includes, design and delivery of back office operations relating to mid corporate and commercial customers.

Divestment Change Manager

Delivery of RBS Business Services strategic review objectives aligned to Corporate and Specialist Services

Manager, Strategy and Change, Corporate and Specialist Services

Central office function overseeing operational performance across a number of key performance indicators, for Corporate and Commercial back office service centres and credit documentation

Manager, Business Planning and Operations, Corporate and Commercial Operations

Leadership of a large core banking back office operational team in London, for corporate clients

Operations Manager

Corporate, Commercial and Retail Operations

Retail and Private Banking Operations

Corporate and Commercial Operations

NatWest Bank

Account Management Operations

Branch banker

Financial professional since 1995, specialising in operations management, strategic design and change leadership.  Wide range of banking operations experience, from branch banking, commercial banking and delivering large scale operational change both in a BAU environment and through strategic projects/programmes.

Specialties: 

Design and delivery of large scale business operating model change.  Mobilising discreet teams to deliver business strategies, to produce strong service outcomes for clients.  Operations management and people leadership.  Converting high level planning into tangible implementation approaches.  

Working closely with exec leadership, generating visions, translating into business objectives.  Partnering with shared services and functions (e.g. HR, Finance, Risk) to maximise opportunities.  Working with 3rd parties/vendors to establish organisational requirements, to deliver transformational change.

taplio

The Battle

Phil Mottram

Leigh Cowdell

Followers

Posts

Engagements

Likes

Ready to grow your LinkedIn presence?