Karen Keeling

• Responsibility for developing the Migration strategy for the ISO Programme supporting migration to cloud based architecture, new messaging standards and decommissioning of redundant systems.
• Collaborated with cross functional teams across the bank to develop Migration Roadmap and supporting plans
• Supporting impact assessment of Gaps and Defect Management to ensure exit plans can be met
• Carried out Risk assessments and ensured appropriate mitigation strategies are in place.
• Supported the introduction of scaled agile methodologies across a large complex programme.
• Mentoring and coaching of project managers
• Attendance at governance boards and decision making forums

• Programmes of work include both domestic and international payment schemes (SEPA, CHAPS, BACS, Faster Payments, SWIFT) as well as the development of a new payments architecture.
• Set up and managed the Deployment community of practice, implementing scaled agile methodology
• Developed strategy for moving to agile releases
• Responsible for managing major software and hardware releases into the production environment for payment systems
• Managed a team of 20 deployment managers and analysts
• Responsible for plans, finance, governance and risk management
• Developed and enhanced standards for managing effective command and control and incident management for cross functional teams.
• Managed technology resources within department budgets.
• Assessed system performance to advise on possible updates and improvements.
• Aligned IT strategy with business needs, prioritising value for money, security and contractual requirements.
• Oversaw execution of IT projects from inception to execution.
• Installed new technologies without disrupting workflow.

Williams and Glynn Divestment Programme (2011 - 2016)

• Responsible of the bank wide design for migration of divesting customers. Initially to Santander Systems and subsequently to the Williams & Glynn brand
• Managed team of 20, including 3rd Parties
• Ensured migration and cutover requirements and design where fit for purpose.
• Facilitated communication and collaboration across project teams and advocated for design vision.
• Attended industry meetings and involved in technical meetings during the bid process.
• Coached and mentored junior employees, delivering guidance and building strong, capable teams.
• Ensured project plans, finances and risk management met required standards

Tesco Separation Programme (2008-2011)

• Responsible of the bank wide design for migration of the Tesco Bank brand (data and function) from 200+ RBS systems to Tesco Bank.
• Responsible for development of the separation methodology within technology services, ensuring the terms of the contract service agreement between Tesco and RBS were adhered to.
• Team of 5 Consultants.
• Responsible for the Schedule of Events and command and control for the cutover weekend with teams based in London, Edinburgh and India
• Member of the joint RBS/Tesco Programme Control Committee, and RBS Management Working Group

• Responsible for numerous projects in Collections and Recoveries Platform, including migrations of Natwest and Ulster Bank to RBS systems
• Determined project schedules and kept projects on track using proactive adjustments to workflow.
• Generated project cost estimations with outstanding accuracy, guiding effective decision-making.
• Oversaw each step of project, meeting goals and achieving deadlines.
• Defined project scope, milestones and task allocation to establish and maintain clear progress plans.
• Team of 21 IT professionals based in London and Edinburgh
• Member of Project Control Committee.

• Responsible for development of data dictionaries of customer and account systems
• Developed an information repository, mapping data to enable set of new data warehouses enabling data from disparate systems to be merged and develop essential reports,