Kellie Crane

Delivered a series of projects and supported on strategic principles others to derive project scope in preparation for prioritisation:-

• Post acquisition integration - currently delivering in line with an activation date of 1 September 2025
• Platform Rationalisation Programme - delivered a pilot migration of £155m AUM
• Drove the definition of wealth management projects to determine commercial viability to prioritise investment
• Worked in collaboration with Finance to improve financial reporting and benefits management
• Led the definition and implementation of new software enabling the management and tracking of Senior Managers and Certification (SM&CR) - a regulatory infused platform driving automated compliance resulting in system driven transparency
• Led Phase 2 of Consumer Duty, working across the organisation to decipher and implement new regulations

Investment Project Manager of a key transformation programme to simplify and harmonise the investment approach across multiple entities:-

• Rapidly defined project scope, milestones and task allocation to establish and maintain focus and develop clear progress plans.
• Simplified and prioritised complex activity by writing a series of Work Packages, agreed with internal and external stakeholders
• Engaged with additional stakeholders in risk and compliance, finance, customer, proposition and consumer duty representatives via a RACI matrix and ongoing communications
• Conducted third party meetings, increasing communication and strengthening stakeholder relationships

Business Process Re-engineering project to review, analyse and improve all HR processes:

• Defined the HR Change Portfolio to align with Data and People Strategy
• Defined business process priorities
• Concluded a confidential project regarding business outsource by defining the model and testing outcomes
• Projects concluded early due to a change in senior leadership and realignment of priorities

Human Resources and Colleague Communications Project Manager for the TUPE transfer of staff to 3rd party outsourcer:-

• Defined robust scope and governance
• Led 6 workstreams; Employee Relations, Reward, Comms & Engagement, People, Data & MI, HR Operations
• 3rd party management
• Milestone and dependency planning
• Wider programme collaboration

Managed outsource of Standard Life / Phoenix funds under management to 3rd party provider

• Managed Investment Solutions requirements for new product
• Defined the migration approach for 72 funds under management
• Managed and escalated operational risks, associated costs and impacts on the organisation

Led a team of consultants to define the Interim Operating Model (IOM) for Annuities products, part of a 5-year transformation:-

• Managed the design of a proportionate IOM within aggressive time constraints
• Presented process maturity designs together with gaps analysis
• Headcount predictions both for interim state and the change curve
• Definition and maintenance of the process registry
• Presented the IOM visual designs to executive audiences

• Developed and maintained the CQC's change portfolio - a 2 year plan to improve planning & prioritisation.
• Educated the change team on dependency management and revised the portfolio dependency map to better manage risk and priorities.
• Revised the Portfolio Operational Risk Framework to reduce delivery risk exposure.
• Supported Finance with the design and implementation of a financial framework to reduce operational and financial risk.
• Identified programme assets to Finance Accounting to identify programme assets to manage amortisation, depreciation and overall financial value.
• Led the PMO to design a clear and concise delivery framework to mandate governance and control.
• Designed the Portfolio Planning Framework to drive quality and upskill team.
• Led the Portfolio Team to provide MI and Portfolio insights to the Board to deliver management by exception.
• Challenged and resolved issues between Stakeholders particularly around resource contention by holding meaningful, fact based discussions.
• Wrote the CQC's planning framework and training plan to eradicate poor practice and reduce overspend.

• Led the creation of a new business unit and e-commerce solution, enabling trades-people to offer loans which delivered first year revenue of £50m.
• Implemented a robust governance framework to bring much-needed structure to objectives, time-frames, budgets, roles & responsibilities.
• Engaged with Legal, Procurement and Compliance teams to bring the project back within operational risk appetite.
• Engaged executives, up to CEO, via a series of 121's and by overhauling the Steering Group to establish its accountability to the project and vice versa.
• Created a 5 year business plan with senior stakeholders from France.
• Reported against commercial targets and planned the delivery to achieve them.
• Used Change Management principles to manage operational readiness.

• Delivered Transfer of Engagements within tight timescales to eliminate operational risk and improve financial resilience.
• Collaborated with internal and external cross-functional teams to create project schedules and plans.
• Supervised project schedules to deliver key milestones at every phase.
• Executed on-time, under-budget, complex project management with senior leadership.

• Delivered the Change TOM to institutionalise the portfolio operations framework whilst managing BAU demands.
• Recruited, and managed appropriately skilled resources to deliver change requirements.
• Implemented the Change Risk Framework to manage, by exception, operational, financial and delivery risk.
• Delivered Investment Society Board updates on progress and operational challenges.
• Developed Portfolio Maturity Road-map - 5 year plan - in line with strategic objectives.
• Improved Procurement engagement to meet policy objectives.
• Improved Compliance engagement to build awareness and/or facilitate early planning of new regulatory change initiatives.

Delivered a combination of technical and business projects and programmes:-

• Led a programme to integrate a post acquisition integration (Abbey Life) achieving £multi million of synergies.
• Delivered a complex PPI redress project outside of the TOM, recruiting and managing contractors, legal challenge and full outsource to KPMG.
• Led the recovery of a failing project to achieve the integration of Ignis into Standard Life - a £390m deal.
• Delivered Service Delivery and InfoSec as part of a Financial Systems transformation programme.
• Delivered two actuarial With-Profits projects to achieve benefits of £150m.
• Managed a team of project managers.

Delivered a series of IT projects:-

• Re-designed a global team to deliver 120 IT change improvements to Credit & Risk, Equities and Derivatives trading platform (75% increase) with cost saving of £1m.
• Designed and embedded the change delivery framework.
• Delivered innovative training and team building events by establishing relationships with the training function culminating in creative solutions.
• Fostered improved working relationships with stakeholders from UK, India, APAC and USA to foster closer working relationships than had been evident previously.
• Delivered Oracle Hyperion to UK and German Finance teams to expedite financial accounting.
• Delivered Equities Front Office Settlement Platform to speed up trade settlement processes.
• Communications Champion for the central Communications Team, authoring articles for internal publication.
• Delivered in-house Project Management training.

• Management training and delivery of service improvement projects throughout the Trust

• Accomplished delivery of technical projects to Virgin Group, Wolseley Centers, Group 4 Security, TDG Logistics and Havas Advertising.