UK & Ireland General Insurance Transformation Director @ From July 2015 to Present (6 months) Solvency II Programme Management Director @ From October 2013 to Present (2 years 3 months) Global Head of Programmes - Group Risk @ Manage the successful delivery, within agreed timescales and budgets, of all programmes initiated and led
UK & Ireland General Insurance Transformation Director @ From July 2015 to Present (6 months) Solvency II Programme Management Director @ From October 2013 to Present (2 years 3 months) Global Head of Programmes - Group Risk @ Manage the successful delivery, within agreed timescales and budgets, of all programmes initiated and led from Group Risk including world-wide, cross regional and cross functional programmes. Responsibility for delivery extends into all impacted business units and regions.
Ensure consistent standards are developed and applied to all programmes of work.
To manage the development of robust tangible business cases for all programmes and projects and ensure benefits realisation plans are developed and delivered.
Ensure that for each programme and project initiated that objectives, benefits and formal project management discipline has been applied in compiling the programme / project initiation documents and that the disciplines operate over the project cycle e.g. the identified documentation and management of programme related risks.
Ensure stakeholder engagement across the Aviva group is developed and maintained throughout programmes.
For each programme and project initiated to ensure measurable milestones, consistent with programme timescales, have been established and are monitored on an ongoing basis.
To build and run an appropriate programme office to perform planning, tracking and financial management activities.
Manage interdependencies within Group Centre and across the Aviva group.
Work in partnership with Corporate Communications From May 2011 to Present (4 years 8 months) London, United KingdomHead of Delivery Management, Senior Manager @ From September 2009 to September 2011 (2 years 1 month) Senior Manager @ Recruited from GBM to head up Programme Management Function, across the group global ABN integration programme, as well as the consortium IT&Ops programme; deputising for the programme director on £500m programme. Following successful completion of the Intergration this role has evolved into the Head of Delivery Management for the Sunrise Operations Programme; an £800m programme with £400m of cost savings
To lead and direct Delivery Management activity for a major global integration programme
Implement and maintain a fit for purpose programme governance and control framework.
Work with the Programme Director in the delivery of the programme and in particular the critical projects and ensure that the cost, quality and time equation is maintained. This role will also deputise for the Programme Director.
Provide the Programme Directorate with key programme office functions including reporting, risk and issue management, change control coordination etc.
Through membership of the programme's Integration Board provide executive support including developing and maintaining the Board's governance framework.
Assure that the approach taken to deliver the programme's objectives is appropriate - can it be done? Have all risks and issues been identified and are they being effectively managed?
Manage the relationship with Group Projects and Group Internal Audit at programme level, as well as external partners.
Business Leadership of the GIM London location
Manage the Programme accounting reporting ensuring that both costs and benefits are on target; working closely with the Finance Business Partner
Head of Core Ledger Development Projects - From October 2004 to April 2011 (6 years 7 months) Head of Business Management @ From April 2007 to April 2008 (1 year 1 month) CBFM Finance Basel II Programme Manager @ Responsibilities included:
Building and leading a team of 30 qualified accountants at both the project manager and BA level
Resource allocation of the team to the Basel II programme
Full budget responsibility for CBFM Finance Basel II, reporting into the overall Basel II Programme Manager (c.£2m)
End to End programme management for delivery of the CBFM Finance Basel II programme
Establishment and ongoing maintenance of a communication strategy with the regulatory, business and IT stakeholders in both CBFM and Group
Delivery of the Securitisation reporting tool for CBFM
Delivery of the reconciliation strategy and tool for CBFM finance
Took overall responsibility for the establishment and driving forward of the operating model for Basel II within CBFM covering cross functionally, finance, risk, credit; both internally and externally to group processes From November 2004 to April 2007 (2 years 6 months) Pgm Mgr @ the department that provided a shared service across the various product and business lines from a Finance perspective. This was a new department that was shaping itself to follow the business model employed in the front office:
Managing the financial, planning and forecasting budget processes for the function - working with the Financial Controllers for their individual areas and devising the central budget requirements
Building a communication plan and relationship management matrix for the department reaching to key customers cross functionally
Establishing a financial control forum to define control weaknesses within the department and drive forward issues to conclusion
Build a Talent Matrix and Succession plan for the department
Build a Capability and Capability Gap Matrix for the department
CBFM Head of BAU Change (run whilst Pgm Mgr for Basel II;
Created a BAU department from scratch
Built a business case to support the need for core change activity within finance outside of investment spend activity
Defined and recruited a department of 10 analysts to cover all aspects of change across finance; including source system ownership
Defined all of the workflow processes needed to run a BAU change department
Defined and project managed a BAU system for logging requests for change outside of investment spend
Defined and delivered a global education programme for the BAU change function and the associated logging system From May 2006 to December 2006 (8 months) VP - Regulatory @ Responsibilities included:
Building and recruiting a team of 11 qualified accountants at both the project manager and BA level
Overall leadership of the regulatory team
Resource allocation of the team to the regulatory programme as well as supporting the product programmes requiring regulatory input
Full budget responsibility for the regulatory programme ($5.6m)
End to End project management for delivery of the strategic architecture for regulatory delivering a single data warehouse following both a standard waterfall and Six Sigma project lifecycle
Establishment and ongoing maintenance of a communication strategy with the regulatory stakeholders in both the UK and Europe
Ongoing upgrades to the regulatory vendor systems in both the UK and Europe
Delivery of a regulatory infrastructure to a new branch in Paris
Full project and programme reporting on investment programme (Status, headcount, investment spend / forecasting)
Maintenance of BAU project activity
Publication of regulatory changes impacting the BAU team From April 2001 to November 2004 (3 years 8 months) Senior Business Analyst - AVP - Regulatory @ Responsibilities included:
Definition of all upgrades required to the BoE statistical reporting suite, including writing and execution of test scripts
Running full project lifecycle for projects within the regulatory environment (Project Initiation, Business Requirements, Functional Specs, testing, PIR)
SME and lead analyst on the JP Morgan Chase merger for Regulatory involved in all aspects of planning and full project lifecycle for the merger including DR's and Live weekends
Definition of all data mapping from Chase to JP Morgan for regulatory static data
Responsibility for junior analysts on the merger programme within Regulatory
Key sponsor and stakeholder management and liaison
Responsibility for 2 BA's, including objective setting and annual appraisals
Responsibility for the virtual regulatory project team including SME's from BAU (5 in total); providing feedback into both the appraisal and 360 degree feedback process From February 1999 to March 2001 (2 years 2 months) Business Analyst - Associate @ Ledger Control (Euro Project 9 Mth Secondment; Responsibilities included:
Completion of the daily ledger control checks to ensure all postings had occurred correctly
Check referential integrity of the ledger for European branches
Input into the planning of the Euro conversion
Writing of Business Requirements for the changes
Testing of the changes and participation in the DR and Live weekend From May 1998 to February 1999 (10 months) Regulatory Analyst - Associate @ From April 1997 to April 1998 (1 year 1 month) Internal Auditor @ Performing Nostro Reconciliations on a daily basis, including investigations and back valuation adjustments
Perform Internal Inspections as mandated by Head Office of key control checks within the various areas of the bank
Perform Internal Audits on various areas of the bank, adhering to audit principles From July 1993 to July 1996 (3 years 1 month)
Masters Certificate, Project and Programme Management @ Villanova University From 2003 to 2004 Samantha Smithson-Biggs FCCA is skilled in: Business Analysis, Cross-functional Team Leadership, Financial Risk, Integration, Management, PMO, Program Management, Project Delivery, Project Management, Project Planning, Project Portfolio Management, SDLC, Stakeholder Management, Strategy, Governance, Leadership, Business Transformation, Six Sigma
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