Paul Bryce

I focus on how belonging works — building the ideas, partnerships, and systems that help work last.

What you should expect from me if we worked together. I help your team(s) to deliver by: - Adapting to new situations with an open-minded, curious outlook - Building trusted, quality, collaborative relationships through active listening, observing, questioning and learning - Using my “open” introvert personality to perform “under the radar” leadership through understanding and working well with both introverts and extroverts - Ultimately becoming the “conductor”, the “go to guide” or the “glue” for teams through effective project management and pragmatic governance

Performed a hybrid PMO / project manager role for a collaboration between Barclays, Lloyds & RBS and two suppliers (G4S and Vaultex) to implement and pilot the UK's first business banking hubs. While based at RBS the cost of the PMO function was split between the 3 banks. The workstream consisted of 6 teams and c. 25 colleagues across the banks and 2 suppliers. - Cross-functional stakeholders: Liaised with teams from Barclays, Lloyds, RBS and suppliers G4S and Vaultex; including technology, operational readiness, legal, regulatory, financial, communications, implementation, operations and pilot performance monitoring - Governance and guidance: Reviewed and revised existing governance to create a pragmatic structure for the banks, suppliers and Banks’ competition legal teams - Changing timescales: On-going liaison with the 3 banks to agree changing delivery timelines within the constraints of conflicting and confidential strategic priorities - Planning: Created and managed the programme plan for the banks and suppliers - Governance forums: Acted as Chair for various cross-bank and supplier project meetings - Implementation and pilot go-live: Facilitated various meetings as part of the supplier software and machinery implementation ahead of hubs opening to customers - Financial: Maintained budget including agreeing project cost-splitting across the banks More detail at: https://www.rbs.com/rbs/news/2019/03/natwest--lloyds-bank-and-barclays-pilot-uks-first-business-banki.html

As part of the EC Solutions programme to deliver the RBS Alternative Remedies Package, the Marketing workstream programme lead needed an experienced PMO / project manager to provide support to team leads and subject matter experts during the initiation, planning, and delivery phases. The workstream consisted of 6 teams and c. 50 colleagues. - Governance & Guidance: Liaised with Central PMO to build and implement framework / reporting processes while providing ongoing guidance to the Marketing workstream - Management: Recruited and managed a PMO analyst plus other ad-hoc matrix management of 2 business analysts - Cross-functional stakeholders: Liaised with teams from marketing, technology, operations, data, regulatory, legal, audit, finance, operational readiness, central PMO and external audit - Planning: Created / managed a holistic workstream plan, feeding into the programme - Governance Forums: Acted as Chair for workstream Project Board (Working Groups) and acted as workstream representative on a variety of programme-wide boards - Reporting: Provided oversight / guidance to PMO / Business analysts to ensure production of all governance reporting (meeting packs, plans, budget, status, RAID) - Operational Readiness / Command & Control: Acted as workstream lead and managed colleagues to ensure completion of activity

As part of the Williams & Glyn delivery programme the Customer Journey programme manager needed effective business readiness and project management office (PMO) processes implemented. The workstream consisted of 6 teams and c.100 colleagues. - Governance: Created new framework / processes, feeding into the programme - Management: Managed 4 PMO analysts in the absence of the PMO lead - Cross-functional stakeholders: Liaised with internal stakeholders from operations, data, customer facing, regulatory, audit, finance, operational readiness, central PMO - Budgeting: Reviewed and managed budget in the absence of the PMO lead - Planning & RAID: Created / managed a holistic workstream plan, feeding into the programme - Project Deliverables: Ensured completion of deliverables in accordance with governance with evidence stored in line with records management policy - Status Reporting: Collation / creation of all relevant reporting / meeting packs - Business Readiness: Developed processes to ensure evidence was identified and recorded

As part of the Williams & Glyn programme RBS Commercial Front Office team needed to design and complete a training programme for c. 400 customer facing relationship managers. It included 3 phases ending with 43 3.5 hour classroom sessions across the UK. - Project management of a cross-functional, multi-site team to complete training material and training sessions.

The PPI Department identified the need to proactively remediate customers. The Change Management team managed delivery of operational capability to identify, contact and pay customer. - Produced project governance documentation including project planning, status reporting and Go / No Go papers for senior leadership sign-off.

The PPI department needed to deliver the migration of two key PPI Investigations processes to the Indian operation as part of an operating model transformation. Key duties: - Project planning, project management and cross-functional team leadership (UK / Indian teams). - Senior stakeholder management, issue resolution, internal communications and project reporting. - Completion of operational readiness and Risk sign-off before UK / India leadership Go decisions.

RBS needed a Programme Management Office (PMO) to provide governance during the delivery of a c. £175m remediation programme resulting from an IT Incident. My key activities included: - Production and reporting of key programme milestones through cross-functional collaboration. - Management of multi-site teams to build programme-wide management information packs. - Cross-functional collaboration to complete Board and Regulatory status reporting. - Stakeholder management at departmental leadership level and up to Head of Global Compliance.

RBS needed to implement the retail banking operations operating model in line with the Rainbow divestment programme. My key activities included: - Project planning and collaboration with PMO to build a programme-wide key milestone plan. - Project management of a cross-functional, multi-site team to deliver process migrations. - RAID log management and project status reporting into Programme Implementation Board.

After merging with Cheshire, Derbyshire and Dunfermline Building Societies the Nationwide needed to implement a revised ‘Regional Brands’ operating model by the process migration of mortgage savings processes to Nationwide service centres, enabling the closure of two regional offices. - Project planning and project status reporting of key implementation and transition milestones. - Project management of cross-functional, multi-site team (c. 50 colleagues). - Risk and issue management and resolution between sending and receiving operational teams. - Designed implementation and transition processes for project status reporting purposes.

Key Project Examples: Residential Mortgage-Backed Securitisation (6 months): Cheshire Building Society needed to improve their liquidity position by raising c. £980m through the Bank of England Special Liquidity Scheme. The project was subsequently completed under a Global Master Securities Lending Agreement with Nationwide as part of the merger deal. - Dual project lead with external consultant to project manage a multi-functional, multi-site team of internal and external stakeholders. Risk Based Anti-Money Laundering (AML) Project (18 months): The Cheshire followed guidance from the Joint Money Laundering Steering Group (JMLSG) to implement a risk-based money laundering and customer due diligence policy. - Project managed a cross-functional team throughout the project lifecycle. Cheshire Estate Agency Start-up (6 months): The Cheshire needed to maximise income generation from existing business units and set-up a residential lettings service as part of the Cheshire Estate agency brand. - Project managed a cross-functional team throughout the project lifecycle to implement an Operating Model, leave existing 3rd-party contract and complete a full procurement exercise to choose 3rd-party maintenance and tenant reference suppliers.

Set-up a company and produced a personalised sporting souvenir aimed primarily at football supporters. Collaborated with Fujifilm, Getty Images, Manchester United FC, product suppliers and commercial photographers to bring product to trial on Manchester United website (www.manutdpics.com).

An introduction to the foundational activities related to design thinking: a flexible, yet systematic process to define and solve problems. Design Thinking is a strategy and mindset that can be applied to any industry to solve problems. The course explores methods used to evaluate problems, develop ideas, and create innovative solutions with the user in mind. Focusing on the importance of user understanding and the development of desirable, feasible, and viable ideas, this course will provide an overview of the design thinking process from end to end. Key elements: • Describe the systematic process to define and solve problems • Formulate ideas for problem solving • Discuss solutions that integrate product configuration, functionality and user experience • Identify the design thinking processes and methods

Learning how to contribute to a sustainable economic system by implementing novel business and design approaches. Exploring the Circular Economy: how businesses can create value by reusing and recycling products, how designers can come up with amazingly clever solutions, and how to contribute to make the Circular Economy happen. The course is led by TU Delft and co-created with the Ellen MacArthur Foundation and the Leiden-Delft-Erasmus Centre for Sustainability.