4BI Solutions

Working as a consultant, led an engagement to diagnose, design and mobilise a new, agile operating model and enhanced data analytics capabilities, delivered through the Azure cloud services platform.

Led extensive value stream mapping to surface data use cases along with digital and business initiatives, with quantified hard benefits, along with a delivery roadmap and associated business case to deliver.

Created high-level data architecture and managed the delivery of client reporting through a data portal, using Power BI embedded.

Managed senior stakeholders to develop an agreed 2-year vision and target operating model including high-level business, technology and data architecture.

Business Transformation Consultant

Gobeyond Partners

Leading project teams and clients to diagnose, design and implement large-scale change across processes, people and technology.

Enabling culture change and operational transformation by coaching operational excellence tools and techniques to front-line managers up to heads of department.

Lean Transformation Consultant and Coach

First Central

Led data management implementation across all business functions, which enabled the delivery of new Power BI reporting and data science use cases.

Designed, developed and implemented a bespoke data management framework based on the DAMA industry standard.

Created a capability map, documenting the strategic design of new data management capabilities and baselined organisational maturity.

Designed and implemented forums, processes, policies, tools and metrics that delivered the data management operating model across the organisation.

Identified and co-ordinated a team of Data Stewards, who developed and applied standards for data modelling, data dictionary usage, and data cataloguing that resulted in the accelerated delivery of value-added data products.

Data Management Lead

HSBC

Led an extensive operating model review of the bank’s retail complaints function.

Identified opportunities to improve complaints processes and operating model resulting in FTE savings, and reduced compensation expenditure.

Designed target operating model and led initial changes across a ~300 FTE business.

Business Transformation Lead

AXA UK

Led a project team in the diagnosis and design of a new target operating model for a motor claims operation.

Used value stream mapping and efficiency analysis to baseline performance and identify opportunities for improvement.

Coached the project team and the business in Lean ways of working, which resulted in a significant reduction of work-in-progress, customer delays and increased levels of operation efficiency.

Lean Transformation Consultant

Unipart Group

Using Six Sigma and Lean within a project management framework to lead change which results in tangible business benefits for Public Sector and Financial Services clients.

In particular providing subject matter expertise and guidance in the excecution of "Voice Of Customer" approaches (Quality Function Deployment) to develop customer driven high level KPIs.

Also, using Value Stream Mapping to understand the current state of highly complex financial service processes, identify opportunities and design future state concepts and principles into client processes.

Lean Consultant

Royal Bank of Scotland

Lead and deliver large scale Lean Sigma projects on complex processes with multiple dependencies, focused on improving Customer Satisfaction and Business Efficiency.

Manage stakeholder relationships and a team of project managers to deliver the wider project objectives.

Process Improvement Manager

Jaguar Land Rover

Led production assembly line team to achieve challenging production targets in Safety, Quality, Delivery and Cost.

Used lean tools and techniques on a day-to-day basis in a world class lean facility, recognised as being amongst the most productive car plants in Europe.

Production Manager

Identified and undertook various Six Sigma projects focused on driving down warranty costs through the analysis of root causes and reduction of manufacturing variability.

Predominantly focused on the Chassis and Trim engineering disciplines, the projects focused on using the DMAIC methodology and managing stakeholders from multiple disciplines to resolve issues and drive down warranty cost.

Six Sigma Black Belt

I am an experienced leader in all aspects of Business Transformation, with a strong ability to engage stakeholders and align the organisation behind a compelling vision and case for change.

My typical engagements are target operating model focused, and over the years have been able to develop an approach that drives change across business, technology and data architectures. Through it, I am able to quickly find opportunities that can amount to tens of millions in benefits through increased operational efficiency, while improving customer experience.

My approach comes with a well-developed framework and a variety of pre-made workshop materials that can accelerate delivery and bring alignment when complexity levels are high.

I use a Lean-Agile approach, with an emphasis on developing business agility, that brings together business, technology and data analytics teams, enabling them to deliver more value, earlier and more often.

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

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

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