Andrew Wright

Duties include: • Working with security and risk teams across Barclays to assess and manage identified risks across the technology estate, including the Chief Security Office, Chief Control Office and Internal Audit. • Leading the team in Risk Management and engaging with senior leaders across a variety of horizontals including Cyber, Technology, Resilience, Data Management project delivery and Data Privacy to gain the required approvals for each risk; • Capture and record all GRC gaps, by working with the DevOps/Agile deployment teams and capturing in the Risk Record system of choice called ORAC; • Management of identified Vulnerabilities across the technology estate, whether from code scanning, infrastructure scanning or pen-testing, ensuring remediation or risk acceptance; • Analysis of risks across the contact centres, identifying common areas of concern, including Cryptography, Identity and Access Management, Network Security and Data Protection; • Technology Lifecycle Management to ensure use of supported software including environments using physical or virtual servers, Internal Platform as a Service (PaaS) and Amazon Cloud. • Understanding and implementing a Governance framework that enables Contact Centres to achieve its business goals in a demonstrably safe and controlled manner, within the risk appetite of the firm and in compliance with regulations. • Ensure the business has the capability to identify, design and implement appropriate business controls and testing and quality assurance that ensures risks are flagged and highlighted proactively and providing expert technical advice and insight to support. • Responsible for influencing strategic initiatives and decision-making, particularly change and remediation initiatives, to ensure these initiatives are effective contributors to the overall Control Environment. • Lead the design and implementation of regulatory control frameworks, procedures and systems across the Contact centres.

Duties include: • Responsible for all the groups’ international fraud systems, including implementation of future landscape (TOM) for all underpinning technologies for the Group by ensuring the operational service delivery environment and B2B relationships are fully achieved, • Building and leading the global Fraud team within key strategy locations to enable follow the sun methodology by managing the end to end fraud operation including helping to create the fraud strategy. By working across the geographical and regional locations (internally and external to Barclay’s), • Managing board level business relationships acting as the conduit between the business and IT ensuring best practices are adhered to. • Drive and enforce the Barclays’ Group incident and problem management policy and processes and contribute to the Continuous Service Improvement / Cost Optimisation by developing a vision of where we need to be.

Duties include: • The effective leadership of the IT Group, Customer Solutions Centre (CSC), Project Management Office (PMO), Customer Support Operations (Complaints department) and Business Assurance Teams (FLOD) with the associated deliverables, service output, optimizing the strategic direction and reducing spend.. • Ultimate responsibility for the effective delivery of all formal operational and IT projects within the organisation, ensuring that they were adequately identified, scoped, planned and resourced and that their delivery met expectations, budget and that the plan met key deliverables and maximised return on investment. • Delivered the global transformation programme of the operational and IT projects which involved system changes and established ways of working and processing. • Responsible for bringing original thought and new perspectives around what applications/tools, KPI and MI reporting would best suit and support the needs of the business in the migration from two legacy systems. • Manage stakeholders of operational and IT transformation (internal and external), articulating the business needs to vendors and suppliers, translating complex requirements into solutions. • Financial and headcount budget management responsibilities for all departments in addition to operational and IT projects. Ensuring that cost allocation from group of wider project delivery cost was appropriate, proportionate and informed. • Acting as guardian in the wider Munich Re group over the operational and IT processes of HSB EIL (ITIL environment), • Overall responsibility for Information Security within HSB UK, to confirm that appropriate and effective controls and procedures were in place to safeguard the information held within the business against unauthorised access or misappropriation responsible for the end to end root cause diagnosis and root cause resolution of al incidents.

Duties include: • Working collegiately with key stakeholders to develop a customer strategy. Actively supporting and contributing to the development of the business strategy and plan within Williams and Glyn. • Translated and implemented the bank’s product strategies and initiatives, building operational support models, both on-shore and off-shore, to ensure effective execution. • Managed and co-owned the relationships for some of the payments products across all the serviced divisions. (ATMs, Bankline, CHAP BACs, Credit Cards, Investigations and reconciliations, LIBOR, Post office, Suspense accounts, Telephony, SWIFT messaging, Faster payments and other internal projects). • Attended and deputised for the Head of payments at the Core Payments PCC, The Operations Delivery Project implementation Board (as one of the main stakeholders within the Williams and Glyn delivery team) • Ensured that all 3rd party suppliers operated within agreed service and commercial framework which ensures all risks were appropriately managed and escalated to the Bank where required. • Led by example by doing the right thing, instilling pride in others, energising teams through personal passion and belief. • Formulated the future operating models that would deliver enhanced customer service and excellence. • Responsible for the service provision from Group Operations India for payment services, negotiated and agreed chargeable headcount, expected service levels, reporting and escalation protocols. • Ensured operational processes were compliant to bank polices, regulatory and industry standards and were accountable for adherence to processes.

Duties included: • Managed and led all aspects of 7 teams comprising of 8 managers and 57 FTE. • Initiated the right-shoring of the LIBOR operation to GOI resulting in a saving of £1.28 million per annum. • Migrated 14,980 loans from ACBS to LoanIQ, with a value of £55Bn, over 16 months. (the largest lending platform change within the banking industry), whilst ensuring all processes and procedures were followed with no impact to the client and key stakeholders. • Developed the operational strategy for EOC Middle Office and Loans Markets, working with UK partners to develop the UK operating model in the context of the Global Middle Office and UK Middle Office Operating models. • Improved service delivery and productivity to maximise service quality and operational efficiency whilst minimising operational risk through the effective implementation of appropriate controls. • Developed and maintained excellent proactive working relationships with all stakeholders. • Ensured that the Bank’s controls strategies, policies and standards were implemented appropriately. • Managed and control costs, understanding the impact and accepting responsibility for managing head count and cost budget. • Responsibility for working with front to back stakeholders to build operational procedures that provided optimum client service.

Duties included: • Overall responsibility for the development, management, control and performance of the Project, Technical and Training teams, this included management of testing and writing project initiation documents (PIDs). • Relationship Management of SunGard. (external supplier) Attended Severity 1 Bridge calls and monthly meetings, and managed the annual financial budget of $3.3 million. • Successfully delivered short, long and medium term projects. • Initiated and launched a Six Sigma Process Improvement Programme across 15 operational business areas based on The Business Excellence model. This resulted in a hard saving of £580k per annum, an improvement in productivity and also record output levels within 3 business areas. • Chaired the Employee Engagement Committee for the 2 Manchester centres, this involved monthly meetings with the senior executive board of BNYM (both in the US and Europe) and organising, presenting and hosting Employee Engagement briefings to 1,600 staff, twice a year.

Duties included: • Managing 4 Vice Presidents with a total of 89 Accountants who maintained over £465 billion of assets for 1117 accounts. • Meeting predetermined deadlines for the production and verification of clients’ fund valuations (accounting portfolios) ensuring client Service Level Agreements were met. • Building and maintaining good working relationships with a global client base to ensure service excellence was achieved. • Ensuring the team and departmental procedures reflected current market developments and client requirements thereby ensuring that The Bank of New York Mellon product was market leading. • Improved the operational systems policies and plans for effective running of the company.

Duties included: • Successfully managing a site with 177 staff. Headhunted by Unisys Inc to apply operational expertise, improve productivity and find creative solutions to better leverage the asset. • Monitoring operational resource use within each operational area to ensure best use of skills and time for the benefit of the operation / business. • People Development: developing a more flexible, multi-skilled and continuously improving organisation, enabling the workforce to operate more productively both as individuals and as teams. • Effective Communication: enabling the workforce to have a greater understanding of the aims, achievements and current position of the operation. • Staff morale & trust: through the use of effective communication forums to ensure that individuals were informed of the direction of both iPSL and the account, in order to provide them with a greater understanding of the business requirements and the part that they were required to play.

Duties included: • Responsible for both the cost centres and operational budgets of 2 sites with 104 staff, providing financial reporting monthly, quarterly and annually. • Formulating & implementing action plans to ensure delivery of performance contract objective targets. • Management of resources, staff & budgetary issues. • Optimising deployment and utilisation of resources in order to maximise capacity at both sites. • Managing and adhering to EDS & Bank Processes (e.g. Bank audit requirements, APACS, Health & Safety, HR Practices, etc.) in order to minimise financial, reputational and operational risks/costs

Duties included: • Maintaining and servicing an equipment store to the value of £1.5million. • Crew Commander of five-person team. • Managed sensitive operations with due regard to confidentiality.