Richard Long

I was assigned to join the Bank's Real Estate business to re-build its Client Onboarding Function.

• Designed revised onboarding operating model and fully implemented into a High Performing Team by introducing a new workflow tool and Quality Control Processes
• Provided strategic insights for informed decision-making to the Executive Commitee by developing appropriate MI using new data sets.
• Coached and developed staff, providing support and direction, leading to the highest performers being assigned to high profile future leadership courses.
• Implemented process improvements, streamlining operations for increased productivity and quality.
• Optimised resource allocation to maximise productivity.
• Increased the Inspection Generale (internal Audit) rating from "Marginally Satisfactory" to "Satisfactory" (which is the highest rating)
• New Processes declared as Best Practice for European OnBoarding Teams
• Assigned to run Onboarding for BNPPRE Ireland on top of UK as a result of success of UK model

• Set up a Project Team within Compliance under the Sponsorship of the COO
• Introduced a programme of Continuous Improvement within the Compliance teams leading to increased productivity and more efficient processes leading to saving of 3 FTE across Compliance
• Trained and developed Project Managers within the Team to deliver projects autonomously enabling more projects to be delivered in a faster time.
• Managed a portfolio of Compliance Projects reporting to Senior Management to allow them to make informed strategic decisions
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As Head of the Country Project Office I reported directly to the Country Management. The Country Project Office was responsible for a wide range of projects across the Business ranging from Business Change to complex Technical Projects.

• Led a team of 20 Programme Managers, Project Managers and Business Analysts
• Identified and promoted best practice amongst the Team to create the most efficient working practices to fit the organisation
• Successfully completed a number of high profile and high pressure Business Change and Transformational Projects and Programmes whilst managing resources and budgets and maintaining a positive work environment

Programme Manager

Between May 2006 and August 2015, I worked initially as a Business Analyst building to Project Manager and then a Programme Manager over the 9 years of my tenure.

• Defining the Programme governance and initiating the Projects within the Programme.
• Managing teams of permanent and Contract staff in the UK, Paris and elsewhere
• Maintaining control of Programme Budgets.
• Working with UK Senior Management to define the Programme direction and steering the Project Teams to deliver according to that.
• Programme Management to MSP Standards.
• Delivering regular Status Updates to Senior Stakeholders.
• Managing the expectations of all Stakeholders to the Programme.
• Keeping the communication with less impacted Stakeholders maintained so that all necessary people are kept aware of the changes being delivered by the Programme.
• Ensuring that Programmes keep aligned to Senior Management strategies.
• Resolving Programme issues through negotiation, diplomacy and arbitration.
• Chairing the Programme Board and Project Team meetings.
• This role required me to possess strong Communication and Presentation skills as well as being able to explain complex matters with credibility and authority. I developed strong influencing and leadership skills which I believe are required to perform the role to a high standard.