Managing a team focusing on the identification and implementation of multi-channel strategies in HK with an aim to enhance the customer experience and usage across multiple channels.

 

Charged with ‘enabling channels to provide the optimal experience to the optimal customer’.  Changing the focus of channels to bring customers into a centric role, increasing sales opportunities and improving channel efficiencies.

 

Providing direct input into operating/technology planning for ‘09, and for coordination across channel owners.

 

Responsible for the creation of the strategic roadmap for managing channel fraud providing recommendation on opportunities for enhancing our customer’s and the Bank’s security.

 

Managing and leading multiple parallel successful initiatives simultaneously, whilst maintaining focus on the work/life balance of staff.  Built a strong reputation for caring for staff, and in so doing, building strong and cohesive teams.

Tokyo PFS – “Premier” Launch Programme

Leading the PMO in the implementation of HSBC’s very successful Asia Pacific “Premier” launch in Japan, reporting to the Head of PFS, Japan.  This was a programme consisting of approx. 30 project workstreams all aligned and focused to achieve the same singular objective.

 

Had responsibility for overall programme/project governance and for the identification, management and mitigation of risk, tracking program progress against project plans, identification of critical path dependencies, managing multiple UATs, and for communicating progress through appropriate steering committees.

 

Responsible for reviewing numerous sets of functional requirements and for ensuring that each is consistent in detail and quality.  Also responsible for ensuring that dependencies and conflicts between requirements were identified early.  

 

Managed the adherence to Group standards and project life cycle methodology, ensuring consistent workstream approach, timely and focused documentation, whilst encouraging and maintaining communication between multiple teams and the development of a streamlined cohesive implementation strategy.  

           

Responsible also for aligning the non-system workstreams such as legal, compliance, operations, marketing, human resources and training to ensure each team was aware of the key system launches and their inter-dependencies.  In particular, additional emphasis was given to ensuring that the legal team’s voice was appropriately reflected due to demanding local regulations and laws.

                                                           

Additional responsibility as general consultant on business and system related issues, bringing my experience into HSBC TKY, whose teams were new to the HSBC culture, its people and its processes.

Seconded from the UK to take on this new senior project management role leading a small-dedicated team of project managers in the delivery of flagship regional projects.

 

Managed the successful implementation of Asia Pacific’s flagship and first “Direct Banking” propositions in Taiwan & Korea.  A first for HSBC in Asia, and the conduit for future group strategy!  A Korean resource was subsequently seconded to my team as a direct recognition of my successful leadership style. 

 

Built a strong reputation for the quality of deliverables, timeliness of delivery and for being able to provide consultancy on issues beyond my immediate remit.  An ability derived from my extensive experience built up across the HSBC group

Management of team focussed on delivering quality business projects and analysing business and system enhancement requests.  Managing operational reviews focusing on the optimisation of system efficiencies and change management exploration.  Management of system related user training. 

 

Business Project Manager for the Group’s major systems upgrade including the piloting of some systems, and the first big bang approach to delivering multiple systems simultaneously.