My career was in Banking with Nat West and entailed a variety of jobs which developed my skill set. I have truncated details here to focus on the last ten years of my corporate life.
I have had responsibility for SME account relationships and also a role as a Corporate Director dealing with large businesses so I am very familiar with a wide range of organisations.
My Executive roles started with me as Deputy Regional Director of a business based in Brentwood covering Essex and all of East London – I had direct responsibility for the Region’s sales teams/effort and also the Insurance and Mortgage teams.
After eight months in this role I was made Executive Director of the business.
I had responsibility for 1750 people; the business was complex as in addition to High Street branches back offices and personal accounts, all small business and mid-corporate accounts to PLC level and high net worth clients it also contained mortgage and life and pensions teams.
This was in 1994 at a time when the business and the UK economy were emerging from recession and attempting to recover from a very poor bad debt/provision experience.
After a year in this role the UK business was reorganised and I was selected to be Regional Managing Director of a Retail Banking business based in Borehamwood, Herts with 4500 people.
The combined performance was poor and my challenge was to improve whilst also ensuring that the business was split to reflect what is apparent today with separated back office functions – it entailed closure of 75 units, large scale redundancies and movement of people into other divisions of the organisation.
I chose to be a leader who was very visible to the people and set about creating a performance culture which entailed me actively coaching my direct report team of 20 people throughout wide geography – 18 London Boroughs, north almost to Cambridge and Oxford west to Maidenhead and east to Southend.
My intention in coaching the team was enhancement of the ways in which they operated, my personal visibility over a wide geography enabling me to interface with people.My personal vision was that coaching would then gradually permeate throughout the business.
I wanted all the people who were remaining to feel that whilst there was substantial disruption, the business I was leading cared and would support their growth and development to fulfil their potential.
There is clearly much more to tell but the mission was accomplished over five years and when I left it was performing in the top quartile.
For a testimonial from a colleague who was part of my team please click the Linked In icon below