"Project & programme management specialists"
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"Project & programme management specialists"
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Profile - George Shepherd
Consultancy 2001 to dateDesigned and developed a project plan to implement a performance management scheme on behalf of a pay and performance specialist company for a Singapore based regional bank Development of a plan with a pay and performance specialist to implement a senior management performance scheme in a pan European group following its merger and integration. Design and implementation of programme for a Basle 2 diagnostic and Risk Management re-engineering on behalf of a risk management consultancy for a substantial Middle East bank
Standard Chartered Bank 1986 – 20012000 – 2001, Programme Manager, Grindlays acquisition and integration Programme manager responsible for managing the integration of ANZ Grindlays operations in 15 countries in the Middle East and South Asia into Standard Chartered Bank. The programme cost £120m to deliver annualised synergies of £100m. The programme completed successfully some twelve months earlier than planned. 1996 – 2000, Head, Group Operations Risk Management, Programme Director Y2K Appointed first Head of this new entity, and had to establish a new organisation to consolidate operational risk, personal security and group insurance. Introduced new policies and processes and achieved a 40% headcount reduction, 25% budget reduction. In addition, reduced overall Group insurance costs by over £5m. Identified the Year 2000 “bug” as the major operational risk and initially reviewed then accepted the role of Programme Director of the global Y2K programme covering all the Bank’s activities. This programme lasted three years, cost over £180m and involved over 500 people at its peak. 1995 – 1996, Group Head, Training and Development Reviewed and revised all the management programmes. Introduced new personal development plans to formalise competency profiling and support training needs. Sponsored and helped develop credit assessment certification and licensing (now a part of a qualification for credit managers). Initiated development of distance learning and external accreditation for management development programmes. 1992 – 1995, Group Head Credit Policy / Project Manager, Credit Risk Pricing Developed and implemented the first Group Credit Policy. Developed and implemented across the Corporate Banking activities risk pricing models based on capital allocation (RAROC – risk adjusted return on capital employed). This also included development and implementation of new credit grading matrices. 1991 – 1992, Head of Corporate Banking UK Appointed at short notice to turn an ailing business around from loss-making and holder of substantial under-performing assets. Responsibilities included closing 22 of 29 branches, cutting headcount by 50% to 200, establishing a new business strategy within the Group, creating a “good” and “bad” bank to isolate the substandard portfolio, and positioning the business for future growth. The business was brought to breakeven and had no bad debts or receiverships during this period. 1988 – 1991, Credit Approver, Credit Management UK Senior Credit Approver and Deputy Head of the UK credit management unit of 30 people. Established a new credit approval process, credit skills training and service delivery commitments. Created a problem debt management unit. Gained autonomy for credit approval in UK for 90% of portfolio. 1986 – 1988, Senior Manager/ Deputy Head, Corporate Banking Division Managed a marketing team responsible for developing business relationships for five branches in the Midlands. Developed special and successful business relationships with investment banks, consultancies and accountants to develop business opportunities in middle market corporates. Prime targets were management buyouts, restructuring, and acquisition finance Also worked on a number of fraud cases which involved assisting the Fraud Squad. 1979 – 1985 County Bank (Now Natwest Investment Bank) 1973 – 1979 National Westminster Bank |
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