Christopher Drane

Engaged to develop policies, procedures and process flows, for the company’s core processes. The project is critical to a new system implementation and to prepare company for becoming licensed under KSA Real Estate Finance Regulator (SAMA). As part of project also identifying and supporting management team in addressing additional areas for governance, organisational re-design and improvement.

Provided operational and business development and support for this specialist development and sourcing agency which identifies FMCG opportunities and delivers solutions in UK and Europe.

Worked with company owner on developing new, international business opportunities, for branded goods, posters / stickers and confectionery and biscuits.

Developed operations and support activities for Bahrain Government housing bank. Responsible for Information Technology, Operations, Financial Control and Administration.

• Realigned and implemented a more effective ‘Service Centre’ organisation structure for Operations Division to support the Bank’s new retail business growth and service delivery strategy through enhanced cross functional team working.
• Initiated and led comprehensive ‘fit for purpose’ programme for all operations functions. This included:
1. Centralised procurement, contract and fixed asset management including establishing approved vendor list, and completed first fixed asset audit in 5 years.
2. Streamlined Government Tender Board process to deliver enhanced quality and substantial efficiency savings (submission requirement reduced by 80%).
3. Completed major ‘clean up’ and overhaul of records management and Bank archive and an initial review of outsource opportunities.
4. Recruited Security Manager and completed comprehensive security programme which achieved compliance with Central Bank security and health and safety requirements
5. Recruited Information Security Manager and chaired Steering Committee which delivered bank-wide development of Information Security Framework and implementation of comprehensive business continuity and disaster recovery plan.
6. Introduced more rigorous procedures for commissioning limited IT resources to ensure alignment with Bank objectives and improved delivery. These included introducing Project Management Schedule, a new Strategic Development Framework approach and strengthening the IT Steering Committee in role of Chairman.
7. Led 2008 and 2009 Operational Plan and Budget exercises. 2008 Operating Expense achievement 16% better than budget.
8. Completed full review of operating expenses across all functions which delivered 20% first year on year cost reduction.
9. Initiated review of Bank insurances which delivered further cost savings through use of Bankers Blanket Bond Insurance.

Recruited to lead the March 2006 launch of retail investment business supported by the Dubai government. Responsible for planning business launch, Strategic and Operational Planning, Operations, Information Technology, Call Centre, Distribution and Support Services.

• Planned and led the multi-million AED market launch of new Shari’a compliant retail investment product across the UAE. Assets under management reached AED 5.0BN, with 661, 000 customers, 400+ distribution outlets at end of 2011.
• Implemented product distribution strategy, completing contract arrangements with multiple banks and exchange houses, service suppliers and third party contractors to sell bonds across the UAE and online internationally.
• Established and developed the wider NBC project organisation, team and structures for launch and subsequently worked with HC to establish the organisation structures, recruitment and people management programmes to support aggressive business growth.
• Established sustainable structure, roles and responsibilities and recruited for de novo Operations Division - I.T, Distribution, Call Centre & Customer Servicing, Product Support and Administration. Established management succession plan.
• Introduced strategic planning framework and implemented post launch annual operational planning process.
• Completed planning and negotiations with new Software House for the future development of a new, enhanced I.T. delivery system.

Undertook a number of consultancy assignments including:

• Developed business plans and organisation structures for CEO of UK business coaching start up business
• Improved business operations and developed marketing strategies for family property development business in Lodz Poland resulting in x3 increase in profitability within 2 years
• Completed Open University MBA qualification

Full operational responsibility to integrate four independent regional banks (c3000 employees), and their business operations.

• Delivered operational merger and rebranding of 3 regional banks in July 2002 and subsequent organisational integration. Completed preparations for merger of 4th bank.
• Built new more service orientated Operations Business Division (500 staff), improving efficiency of transaction processing and service support for front line teams.
• Rationalised operations to achieve cost savings, generating headcount reduction of 50 in 2002.Initiated projects (eg. outsourcing) achieving additional headcount reduction of 200 by Q3 2003. Substantial contribution to elimination of annual operating losses of £1.5m between July 2001 and July 2003
• Recruited new Head of I.T. and performed strategic I.T. review. Recommendations approved for USD 4.5m investment plan.
• With interim CEO, created a new governance model for merged bank.
• Strengthened annual bank planning, budgeting and review processes to set bank strategic and operational / financial priorities and better align I.T. resources.
• Recruited H.R. Director and implemented comprehensive revised salary and remuneration structure and uniform H.R. policies and procedures for merged bank.

Provided advice and consultancy support to the Bank CEO, Chairman and the Board.

• Analysed and implemented improvements to Group Strategic Framework and operational planning processes to make these more relevant and dynamic across the Bank.
• Recommendations accepted for 3 major business initiatives - Euro e-commerce, marketing of company employee benefits and streamlining work processes.

Managed 15 service centres serving 300 branches and 1million customers and subsequently selected as Head of Regional Operations for East England.

• Delivered 15 Service/Telephony Centre migration/closures on time, within budget.
• Achieved headcount plan target reduction of 270, redeployment of 380 and annual cost reduction of £3m.
• Improved resource management processes to achieve customer service levels.
• Planned and implemented staff and customer communication programmes and strengthened complaint handling procedures to manage customer expectations throughout change period.
• Successfully managed £2m revenue and £25m capital budget, achieving all “Scorecard” goals including delivery of national ‘Retail Transformation Programme’.

Re-vitalised 3 failing retail branches serving key customer base.

• Led team that won competitive tender for £75m University corporate business account - revenue increase of £0.4m p.a.
• Led successful marketing programme to achieve 10% market share increase and fee income improvement of £0.35m (+35%).
• Set and managed new objectives to improve key areas of service for core university staff and students
• Reduced annual credit losses by 90% through review of risk/credit processes.
• Chaired joint University/Bank team that planned roll out of new Mondex “multiple application” smart card to 20, 000 students and staff.

Profitably developed strategies for ATM network, card products and advanced service distribution technologies.

• Presented and won Board approval for new service distribution strategy.
• Expanded ATM network from 220 to 600+ concentrating on high traffic locations with surcharging potential.
• Worked with ATM team manager to win competitive tender for installing ATM’s in all 130 Long Island railway stations.
• Relaunched rebranded debit card to 0.2m bank customers in support of new retail bank 24hour customer account strategy.
• Negotiated contract with AT&T to ‘pilot’ potential for sales through ATM network.
• Built the organisation structures for the new division - planning, finance, management reporting and administrative support.

Headed team providing strategic advice to US Bank Chairman and executive team.
• Implemented ‘Kaplan’ business scorecard to deliver more focused planning and performance monitoring across the Bank’s new organisation structure.
• Overhauled strategic and operational planning processes to improve quality of executive decision making.
• Worked with mergers and acquisition team to complete purchase of E.River Savings Bank, New York (4 branches, 30, 000 customers, $315m deposits).

Managed office of and provided high quality support, business analysis and recommendations to main NatWest PLC Board director responsible for major international interests of the Group including Coutts Bank, Lombard North Central and Ulster Bank (15000 staff and £110m profit contribution).

Undertook role providing product development and marketing support for Bank's various European banking subsidiaries

Various branch based and head office roles covering customer service, marketing, HR and electronic banking