Karl Poulsen

• Enterprise wide responsibility for procurement across LV= with an annual third party spend of c£1.4b. • Developed and implemented Transformation strategy for the function which has seen significant increases in benefits realisation, productivity, speed to market and service improvements to customers. • LV= is the UK's most recommended insurer, the great performance of our supply chain is a key component in achieving this. • Implemented a new operating model, recruiting a procurement team of c45.

• Developed new Assurance strategy to determine supplier compliance to Outsourcing Regulations and system resilience obligations. • Led renegotiation of key supply contracts, delivering outcome based resilience SLAs whilst reducing the cost profile of the contracts.

• Brought together the Group’s overseas supply chains to manage them as a single entity for the first time. Managed projects across multiple jurisdictions and time zones. • Strong stakeholder management skills, including at Business Unit ExCos within the Division to gain traction on commercial objectives. • Launched SRM into the Division, negotiating with Business Partners binding commitments to collaboration and continuous improvement. • Led a programme within Lloyds Banking Group’s divestment of Scottish Widows Investment Partnership to Aberdeen Asset Management (AAM) - Negotiated Wealth’s contractual agreements, rate-cards, service descriptions and Supplier Management framework between AAM and Lloyds Wealth.

• Created a Third Party Management Centre of Excellence bringing together previously disparate teams. • Strong focus on Client Services within the supply chain, achieving increased Net Promotor Scores of over 50pts combined with improved service availability. • Designed and implemented a supply chain Risk & Assurance strategy, introducing regular testing of partner delivery and client outcomes.

• Responsible for all aspects of sourcing, outsourcing and supplier management across claims management and outsourced product areas. • Not only shaped the supply chain strategy but helped to shape the overall claims strategy of the business. I moved the perception of the team from being ‘semi-detached’ within the business, to being seen as a partner in transformation. • Drove collaborative working across the business and our supply chain Partners to successfully construct a series of champion/challenger initiatives which delivered significant savings and improved the customer journey. • Leadership of 75+ people in the team spread across multiple operational sites as well as field based colleagues throughout the UK. • Following the creation of Lloyds Banking Group led the work to identify synergy opportunities across both Loss Adjusting and the Supply Chains of both heritage insurance companies.

• Responsible for briefing BoS Main Board Directors of the JV on current business performance and providing commentary on the SB Executive’s plans for the future. • Developed a cost recharging mechanism for the services that the JV outsourced to BoS.