Craig Myers

33 Elizabeth Drive, Wickford, Essex, SS120DWTel. 01268 769067

Mobile 07480 460010craigmyers23@me.com

I am an experienced Change / Product Manager / Analyst with the ability to implement innovative business solutions.

I have a proven track record in introducing new processes and products impacting multiple divisions and functions resulting in improved propositions and increased income.

I have undertaken a variety of job roles whereby I have developed a broad range of transferable skills to many different professions. I am a dedicated and passionate individual, able to communicate at all levels, with the ability to produce results in highly challenging environments.

A number of the roles have included line management responsibilities, including the requirement to manage stakeholders from other areas / divisions of the bank.

KEY SKILLS & EXPERIENCE

In recent years, I have led a number of major change projects in relation to Cash Management products and billing systems, as well as acting as workstream lead within a major divestment programme, in the Royal Bank of Scotland (RBS). Skills and competencies developed to a high level include:

Strategic development - strategies and projects to increase income and / or implement process change to ensure that the corporate bank retained ‘its licence to operate'

Project Management - primarily income generating projects and / or process change Business analysis and problem resolution - I have a very practical approach to issues / problems and am able to develop solutions that are

mutually beneficial

CAREER HISTORY

Workstream Lead Data Workstream Technology Services, RBS Divestment Programme (Contractor) May 2014 – Dec 2016

As part of the commitments given to the European Commission, following the support that RBSG received from the UK Government, RBSG committed to divest a proportion of its UK business. To fulfil this obligation, the RBSG Board took the decision to develop a separate technical platform for Williams & Glyn to operate on. This was after original buyer withdrew from the proposal to buy the business.

Within Technology Services, a data workstream was established to identify the data to be extracted from RBS systems to be transformed and loaded into the new Williams & Glyn technology platform. I have undertaken two delivery lead roles within the data workstream; Third Party and Manual Data: -

Third Party Data – The provision of data for over 200 systems provided by external vendors as part of the service proposition provided to Williams & Glyn and its customers.

Key Achievements Workstream lead and key decision maker in the Data workstream for Third Party Data

o Third Party governance board representative o Definition of the Third Party Data strategy to define the data requirements, supporting the testing cycles and migration evento Stakeholder management with key third party delivery owners o Key reference point for third party data related issues

The identification and provision of third party data requirements for Williams & Glyno Development of a comprehensive data questionnaire to understand data requirements from key business and technology

stakeholderso The identification of data related issues, working with the stakeholders to ensure successful resolution ahead of the relevant testing

eventso Track and report data readiness for each test cycleo Provide assurance that there is no data leakage e.g. no RBS related data is migrated to the Williams & Glyn platform in error

Manual Data – The provision of data not automatically loaded into the Williams & Glyn systems. Approximately 150 systems have a manual data load requirement.

Key Achievements Workstream lead and key decision maker in the Data workstream for manual data

o Data governance board representativeo Key reference point for manual data related issues

The identification of manual data requirements for Williams & Glyno Analysis of project artefacts to identify data fields to be loaded manually (business keying or load using a script e.g. SQL)o Work with relevant business stakeholders to identify the Williams & Glyn data values and ensure relevant governance and controls is

in placeo Work with key business and technology stakeholders ensuring that the manual data is executed readiness for each test cycleo Identify manual data that needs to be backed up and retained for use in subsequent test cycles, minimising the need for duplication

of efforto Completion of a data register detailing where all data is stored, ensuring that data is strictly controlled and there is no data leakage

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Craig Myers

Workstream Lead / Subject Matter Expert, International Banking, RBS Divestment Programme (Contractor) Nov 2010 – Apr 2014

The International Banking (IB) division established a divestment programme to determine the IB products to be made available to the divesting customer base.

The role that I fulfilled within the programme was to assist in the definition of the strategy for the IB product set, and act as workstream lead and subject matter expert for a number of key workstreams: -

Key Achievements Workstream lead and key decision maker in IB for the Testing and Proving workstream

o Programme governance board representativeo Key interface to outsourced testing providero Subject matter expertise in the definition and assessment of testing scope

IB workstream lead for a number of programme workstreams including:o Operational reconciliation. The definition of data fields considered critical for testingo Interest Fees and Charges. Provision of detailed input and subject matter expertise in relation to corporate customer fees and

charges.o Configuration of the currency accounting platform including the establishment of new International Bank account Number (IBAN) sort

codes and associated control accounts. Hosted detailed knowledge transfer sessions with the proposed buyer for a number of the IB products as well as Corporate fees and charges

o Preparation of briefing packso Presentations to key stakeholderso Definition of key data fields required to support the in scope products on the buyer’s technology platforms

Following the withdrawal of the original buyer, I worked with the IB delivery lead to determine the revised strategy for the IB products. This also included review and sign off all business and technology requirements for a number of payments related systems and processes including, BACS, CHAPS, cheque and cash processing

Development of detailed business requirements to facilitate Technology build for a stand-alone Williams and Glyn, and development of the target operating model

Business Analyst, Corporate Finance, Royal Bank of Scotland PLC (Contractor) Mar 2010 – Oct 2010

The role of the team was to stand up a new cost allocation team and to understand the costs being attributed to the corporate bank by the bank’s manufacturing division.

Key Achievements Working with key stakeholders, I undertook a deep dive exercise to understand and validate all costs attributed to the corporate Bank. Costs

were broken down to a much lower granular level than was previously available Helped to define the operating model for the new Cost Allocation team, defining roles and responsibilities and key reporting deliverables Developed relationships with key stakeholders, particularly in the Manufacturing division as the primary function allocating costs to Corporate Developed role profiles and assisted in the recruitment of the new Cost Allocation team

Senior Manager, lndustry Developments, Royal Bank of Scotland PLC Jan 2009 – Feb 2010

The role of the team is to assess the impact of strategic industry changes and / or changes in legislation.

Key Achievements Appointed as the RBS group representative on the industry BACS Development Committee. RBS Group representative on a proposed Business to Business Direct Debit solution with a view to offering a viable replacement to the cheque

for business and corporate customers Undertook a review of the workings and skillsets of the industry team which historically had a perceived negative image. Identified a number of

improvements, including: o Development of an intranet site detailing team roles and responsibilities, and programmes of work in the pipeline. Provided staff

training and delegated responsibility for future updateso introduced a series of communication briefings with business partners, improving communication between teamso introduction of a work reception document to assess a new programme of work, including size, a high level assessment of costs and

identification of the skillsets required

Senior Manager, Payment Products, Royal Bank of Scotland PLC Sep 2007 - Jan 2009

A Group wide programme to introduce new legislation in relation to customer fees and advices, resulted in major changes in the operating model for the corporate Bank and its clients. I was appointed as the lead Change Manager to implement the change to corporate clients with a brief to minimise adverse impact.

The programme was initially established by a separate division of RBS with no reference to the corporate Bank. The proposed changes were not considered appropriate operationally for corporate clients.

Key Achievements Using my influencing skills, and practical approach to solving problems, I was able to successfully develop and implement a workable solution

for the corporate bank. Compiled a set of business requirements for the technology delivery team Implemented changes to the operating model proposed by the retail bank Provided advice and guidance to business partners and other divisions.

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Formulated a strategy for testing the changes, led a team to develop a comprehensive test pack, assessed test results and provided guidance on resolution of defects found

Produced internal staff and external customer communication in relation to the change

Senior Manager, Business Current Account and Service Charge, RBS Sep 2006 - Aug 2007

Head of a team of six, responsible for the domestic cash management billing policies, systems and processes generating significant annual revenues from the corporate client franchise

Key Achievements Addressed declining revenue levels as result of market pressures; the strategy to migrate customers to cheaper automated payment solutions;

and error prone manual revenue collection processes Generated new income streams by developing new innovative methods of charging for payment products Designed and developed a new intranet based application to deliver ad-hoc charges related information to front line corporate relationship

managers replacing a spreadsheet based manual distribution system. This resulted in:o Data being distributed much earlier in the charging cycleo It was a user-friendly solution, which addressed apathy previously see in collecting the income due for services providedo Charges being automatically calculatedo The ability to track charging at a central level for the first timeo Income increased by 5% in the first year following launch of the application.

Updated significant intranet user-friendly content in relation to charging policy

Product Manager, Business Current Account, Royal Bank of Scotland PLC Sep 2005 - Jul 2006

Head of a team of two, responsible for the development and maintenance of corporate current account products, ensuring they operated in accordance with current legislation and banking regulations.

Key Achievements Introduced pricing changes for the highly regulated Small and Medium Enterprises (SME) market, as well as benchmark pricing levels for the

larger corporate client I led a review of internal documentation and processes to ensure that the RBSG remained compliant with the Business Banking Code The OFT conducted an industry wide review of the regulation in relation to SME customers. I was the lead for the corporate bank successfully

ensuring its ‘licence to operate' was retained The EC undertook a review in relation to the banking industry’s treatment of micro enterprises. Set against challenging deadlines, I

successfully demonstrated that the corporate bank operated in accordance with EC guidelines

Product Manager, Service Charge, Royal Bank of Scotland PLC Jan 2002 - Jun 2006

Following the take-over of NatWest, I identified a requirement to integrate all BACS processing from NatWest to RBS systems. Managed the group wide programme; including significant IT development against a backdrop of severe reputational risk in the event of failure.

Key Achievements Identified the need to incorporate BACS processing in the Group integration programme and gained executive buy-in including securing

budget and resource Produced a set of requirements for technology and business operating model changes within a tight schedule Chaired a series of workshops, to gain group wide buy-in to the BACS integration programme Developed a set of test requirements and managed a team of five to execute in excess of 1000 tests I participated in the system migration weekend when all NatWest processing was successfully migrated

Once the NatWest migration to RBS systems was completed, a gap was identified in the operating model in relation to the review of charges being provided to commercial and corporate clients.

I managed a programme to introduce a new intranet based pricing review tool for the commercial and corporate managers to: Review customer money transmission pricing against target benchmarks. This functionality enabled the relationship managers to review

recovery levels at an individual customer level. This helped to address declining money transmission income levels seen across the banking industry at the time

Provide the ability to undertake 'modelling' of various pricing options, facilitating the annual pricing negotiations with the customers Once the revised pricing had been agreed with the customer, the new system: -

o Automatically uploaded the revised tariffs and charging structure into the RBS charging systemso Produced a standard a legal charging notice to notify the client of the revised pricing, the commencement date and the associated

terms and conditionso Automatically uploaded the new pricing in the RBS charging systemso Provided a diary system prompting relationship managers to undertake annual reviewso Provided Senior Management valuable data to assess performance against income targets

No such application existed previously and the whole process was undertaken manually with the associated income leakage that occurred

Key Achievements Worked closely with technology and the frontline business partners to define the business requirements Developed a comprehensive knowledge of the Bank's systems in order to determine the data feeds Developed the detailed design of the screens and customer agreement in conjunction with Technology and the Legal department Developed a test pack, managed a testing team of four, assessed the defects and consulted with Technology to ensure all were fixed prior to

launch Developed the new operating model following launch of the new system, including a 150-page user guide Managed a help desk of six, and undertook a series of training workshops for the corporate managers

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Craig Myers

Product Manager, NatWest REMIT, NatWest Bank PLC / RBS Aug 1999 - Dec 2001

NatWest REMIT was a sophisticated service provided to large corporate clients to send large numbers of bulk trade payments by BACS together with a remittance advice, thereby considerably reducing costs and overheads for the company. NatWest was the leading bank in this field.

Key Achievements Upgraded an existing NatWest payment system for REMIT, thereby reducing technology development costs Developed a test pack and undertook testing in conjunction with a number of corporate clients Supported a number of clients and software providers to assist with the implementation process Following the takeover of NatWest by RBS, the NatWest REMlT product was decommissioned. I successfully migrated users to alternative

payment systems resulting in considerable annual technology cost savings

Senior Assistant Manager, Streamline Merchant services, NatWest Bank PLC 1994 - Jul 1999

NatWest Streamline was the main merchant acquirer of debit and credit payments in the UK with a large number of the major UK retailers as part of its client base. I worked in Operations team (a team of six) in the Streamline Head office.

Key Achievements A planned system change had been unsuccessful resulting in major operational difficulties in processing card payments.

o I took the lead role in managing the corrective processes at the external credit card processor to ensure there was no client impacto I managed and trained a large number of non-bank staff to undertake this considerable daily tasko I was responsible for dealing with all customer queries / complaints and ensured that the issue was resolved to both the client and

bank satisfaction Undertook an audit of chargeback (unpaid) processing at one of the internal processing centres to ensure that the processing was being

undertaken in accordance with card scheme rules Developed the cardholder not present policy for NatWest Streamline to ensure customers operated correctly to minimise the risk of fraud

losses Developed and implemented new customer charging invoice with business partners (technology, Operational Centres, Marketing and Legal)

Earlier Career: NatWest Bank PLC 1979 – 1999

Assistant Manager Customer Service, managing a team of ten, responsible for opening and closing accounts, standing orders and direct debits, and branch based marketing activity. As a team we were regularly praised on our performance

Assistant Manager Large Corporate Lending, working directly for the Branch Senior Manger, serving large corporate clients and high net worth individuals

Assistant Manager, Back office, managing a team of twenty people, responsible for day to day processing activity including debit and credit processing, daily reconciliation, statement processing

Assistant Manager CHAPS, managing a team of six responsible for the processing of same day high value sterling payments. I introduced a validation and checking process that was subsequently rolled out bank wide

Variety of technical and people management roles within branches including: International Payments Desk, Deposit / Treasury Dealing Desk, Lending, Securities, Safe Custody etc.

QUALIFICATIONS / AWARDS Two RBS Outstanding Achievers' Awards from three nominations - only allocated to 300 people in the corporate bank Chartered institute of Bankers - Associate level BTEC National Certificate in Business Studies - Distinction

PROFESSIONAL TRAINING Competency-based interviewing accreditation - 2007 Product Management accreditation - 2008 Project Management Training Management Development Programme Technical skills: PowerPoint, Excel, Outlook, Word, Visio, MS Project

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