Paul Burgess

• Joined the committee as I could see that the existing members were struggling to manage the events, main event in 2024 was a success albeit with lessons learned
• The organisation requires additional support and I am spending time and effort to assist further and have helped to bring on board additional resource to support

• Creating a sustainable and stable club following previous disruptive leadership
• Managing the difficult transition of coaching team from Glasgow Life to COGST employment
• Implemented order, financial stability and governance control to the club
• Developed strategies for membership growth, particularly in ethnic minority and SIMD communities which is proving to be successful
• As Event Director, turned Glasgow International Swim Meet from significant loss making to significant revenue earning event

• Creation of Operational Resilience framework and function in line with regulators requirements with feedback of best in class implementation
• Management of Operational Resilience activity including business continuity and crisis management functions
• Strategic property management including office consolidations saving £3m annually
• Leadership of crisis situations including COVID-19 response and chairing other crisis responses
• Presenter at Bank Board meetings on a quarterly basis

• Enhanced corporate governance by implementing robust compliance procedures.
• Managed legal documentation.
• Oversaw risk management processes to mitigate potential threats.
• Maintained company records meticulously, ensuring accessibility and accuracy at all times.
• Increased transparency with effective communication of board decisions.
• Implemented recruitment campaign to grow number of teams and to increase ethnic minority representation (moved from 2 to 4 teams as well as reversing 70:30 ratio on ethnicity)

• Creation of Operational Resilience framework and function in line with regulators requirements
• Management of Operational Resilience activity including business continuity and crisis management functions
• Strategic property management including office consolidations and refurbishments
• Leadership of the IT risk function
• Leadership and chair for a number of crisis situations
• Regular attendance at Bank Board meetings to present on Operational Resilience matters

• Management of team of 400 people across multiple sites to run fraud prevention, online helpdesks, back office processing
• Supplier management of strategic suppliers
• Management of migration activities to move customer base for RBS ownership to Tesco Bank

Managed implementation of major programmes including:

• Saturday banking
• Recruitment and training of 2,000 additional staff
• Fraud prevention initiatives
• Capacity creation initiatives and cost saving measures across the network

• Significant number of roles undertaken including communication control, corporate lending and traditional bank manager.