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Senior Project Manager and qualified accountant with expert relationship management skill, driving and delivering change.
Craig Wright
,
North Berwick, United Kingdom
Experience
Other titles
Skills
I'm offering
Senior Project Manager and qualified accountant with first class relationship management skills.
Have been extremely successful in delivering multiple projects, both individually and as part of a team, covering regulatory change, process improvement and business driven change.
Have been extremely successful in delivering multiple projects, both individually and as part of a team, covering regulatory change, process improvement and business driven change.
Markets
United Kingdom
Language
English
Fluently
Ready for
Larger project
Full time contractor
Available
My experience
2019 - ?
freelance
Project Manager - Strategic Project
Aberdeen Standard Investments.
• Project Manager for a strategically important project for the Aberdeen Standard Capital business within ASI.
• Key delivery was successfully co-ordinating the merger of two Jersey based legal entities, ensuring the merger obtained the appropriate approvals from internal Boards and external regulators.
• As part of the wider project delivery, the project was also responsible for aligning the operating model of the two merging entities including migrating Custody and Book of Records to the company's strategic suppliers and confirmation of the service offering going forward.
• One entity had also been the subject of a regulatory review and as such, part of the projects delivery was ensuring any findings from the review were remediated in time for the merger date.
• My role as Project Manager saw me co-ordinating a number of different work-streams aligned to the above activities, including liaison with third party vendors and consultancy firms.
• I created appropriate governance across the whole project, ensuring cross dependencies were carefully managed, costs and benefits were in line with budget and that senior stake-holders in the business were actively kept informed of the projects progress.
• The project was successfully delivered in line with the regulatory deadline and substantially under the budgeted cost allocated.
• Key delivery was successfully co-ordinating the merger of two Jersey based legal entities, ensuring the merger obtained the appropriate approvals from internal Boards and external regulators.
• As part of the wider project delivery, the project was also responsible for aligning the operating model of the two merging entities including migrating Custody and Book of Records to the company's strategic suppliers and confirmation of the service offering going forward.
• One entity had also been the subject of a regulatory review and as such, part of the projects delivery was ensuring any findings from the review were remediated in time for the merger date.
• My role as Project Manager saw me co-ordinating a number of different work-streams aligned to the above activities, including liaison with third party vendors and consultancy firms.
• I created appropriate governance across the whole project, ensuring cross dependencies were carefully managed, costs and benefits were in line with budget and that senior stake-holders in the business were actively kept informed of the projects progress.
• The project was successfully delivered in line with the regulatory deadline and substantially under the budgeted cost allocated.
Project Manager, Budget, Service, Regulatory, Manager, ME
2018 - 2019
freelance
Senior Project Manager - Complex Projects
HSBC Securities Services.
• Assumed responsibility for a number of higher complexity projects within the wider European Change team.
• Key project delivery included the launch of a new Tax Transparent Fund for a large Life and Pension client.
• Delivery required extensive knowledge of unit linked processes, including assessing the impact of the new product on accounting and valuations and general ledger reporting outputs to the client.
• Fund rationalisation was also completed as part of the project delivery, providing efficiencies to the client.
• To ensure the project delivered on time, I was required to plan and co-ordinate activity across a number of virtual teams, including multiple locations and time zones.
• The project successfully delivered the benefits to the client in line with plan.
• Key project delivery included the launch of a new Tax Transparent Fund for a large Life and Pension client.
• Delivery required extensive knowledge of unit linked processes, including assessing the impact of the new product on accounting and valuations and general ledger reporting outputs to the client.
• Fund rationalisation was also completed as part of the project delivery, providing efficiencies to the client.
• To ensure the project delivered on time, I was required to plan and co-ordinate activity across a number of virtual teams, including multiple locations and time zones.
• The project successfully delivered the benefits to the client in line with plan.
Project Manager, Pension, Processes, Manager
2017 - 2018
freelance
Project Manager
Aberdeen Standard Investments.
• The programme was to deliver an integrated Risk, Compliance & Legal function as part of the wider integration of Standard Life Investments and Aberdeen Asset Management.
• In this hybrid role, I assumed responsibility for managing a number of Risk Governance and Reporting activities, ensuring a consistent approach was embedded across the business.
• I acted as a key point of contact between the business and integration programme teams, ensuring all activity was appropriately planned and resourced, including the management of risks and issues that have been identified.
• In this hybrid role, I assumed responsibility for managing a number of Risk Governance and Reporting activities, ensuring a consistent approach was embedded across the business.
• I acted as a key point of contact between the business and integration programme teams, ensuring all activity was appropriately planned and resourced, including the management of risks and issues that have been identified.
Governance Risk and Compliance, Project Management
2016 - 2017
freelance
Project Manager
HSBC Securities Services.
• The programme was to deliver fund accounting services for one of the largest life and pension insurers in the UK.
• I was responsible for the co-ordination of activities across on shore and off shore reporting and development teams aligned to the project.
• Regular communication was a key element of the role and I ensured that senior business stake-holders were kept informed on the status of the programme via regular forums which I chaired. As part of my regular communication, I also managed communication with the client on a daily basis.
• A key deliverable of the project was detailed unit linked life and pension reporting requirements. As part of my role, I ensured fund accounting reporting requirements were agreed and solutions developed to minimise the risk in delivery.
• The swift identification and resolution of emerging risk and issues was a key part of the role, as was overall resource and budget planning.
• I was responsible for the co-ordination of activities across on shore and off shore reporting and development teams aligned to the project.
• Regular communication was a key element of the role and I ensured that senior business stake-holders were kept informed on the status of the programme via regular forums which I chaired. As part of my regular communication, I also managed communication with the client on a daily basis.
• A key deliverable of the project was detailed unit linked life and pension reporting requirements. As part of my role, I ensured fund accounting reporting requirements were agreed and solutions developed to minimise the risk in delivery.
• The swift identification and resolution of emerging risk and issues was a key part of the role, as was overall resource and budget planning.
Migration, Project Management
2015 - 2016
freelance
Project Manager - Operating Model Design Team
Standard Life Investments.
• The role formed part of the programme team migrating the legacy Ignis investment business to Standard Life Investments.
• As part of the operating model design team, I was responsible for the design and implementation of both tactical and strategic operating model solutions for the programme.
• A key part of the role was the engagement with front office and back office teams to ensure the operating model designs were approved in line with timelines.
• The role also saw me support the Director of Operations in a review of the existing legal agreements in place for each administrator to ensure the programme was not adversely impacted by any penalty clauses.
• As part of the operating model design team, I was responsible for the design and implementation of both tactical and strategic operating model solutions for the programme.
• A key part of the role was the engagement with front office and back office teams to ensure the operating model designs were approved in line with timelines.
• The role also saw me support the Director of Operations in a review of the existing legal agreements in place for each administrator to ensure the programme was not adversely impacted by any penalty clauses.
Design, Project Manager, Support, Implementation, Office, Administrator, Manager, ME
2013 - 2015
freelance
Project Manager
HSBC.
• The programme was to deliver middle office and accounting services to an Australian client. The programme was strategically important as it introduced a global operating model to the HSBC Securities Services business.
• My role on the programme was to lead the accounting and valuations work-stream, representing senior business stake-holders on the programme. On a day to day basis, I was responsible for managing the activity of a number of different business and project teams across multiple locations; chairing daily updates with the senior managers of these teams to ensure the work-stream was working in an efficient and co-ordinated manner.
• The global nature of the client meant that I had to engage accounting and valuation teams across the various service locations in the world to ensure that they were engaged and able to support the operating model.
Additonal assignment noted below:
• Working as part of the migration team on this large Life and Pensions programme, I was responsible for the delivery of a project providing accelerated reporting benefits to the client.
• The project developed the client’s general ledger and wider reporting capabilities to ensure that it reflected the output that was to be delivered post fund migration.
• I assumed full responsibility for the project including client engagement, data analysis and planning.
• I successfully co-ordinated the project team, which included IT developers and the BAU reporting team, to ensure that the project landed in line with expectations.
• The project was strategically important and as part of my role, I ensured the senior management on the programme were kept fully up to speed on the status of the project.
• The project successfully delivered benefits in line with the expectations.
• My role on the programme was to lead the accounting and valuations work-stream, representing senior business stake-holders on the programme. On a day to day basis, I was responsible for managing the activity of a number of different business and project teams across multiple locations; chairing daily updates with the senior managers of these teams to ensure the work-stream was working in an efficient and co-ordinated manner.
• The global nature of the client meant that I had to engage accounting and valuation teams across the various service locations in the world to ensure that they were engaged and able to support the operating model.
Additonal assignment noted below:
• Working as part of the migration team on this large Life and Pensions programme, I was responsible for the delivery of a project providing accelerated reporting benefits to the client.
• The project developed the client’s general ledger and wider reporting capabilities to ensure that it reflected the output that was to be delivered post fund migration.
• I assumed full responsibility for the project including client engagement, data analysis and planning.
• I successfully co-ordinated the project team, which included IT developers and the BAU reporting team, to ensure that the project landed in line with expectations.
• The project was strategically important and as part of my role, I ensured the senior management on the programme were kept fully up to speed on the status of the project.
• The project successfully delivered benefits in line with the expectations.
Data Analysis, Project Manager, Management, Service, It, Support, Office, Manager, UP
2010 - 2013
job
Recognised by Divisional Finance Director
Lloyds Banking Group.
Senior Manager Capital & Specialist Reporting
• The role formed part of a newly created team following a restructure within LBG.
• The role was to develop reporting in line with changing legislation (Solvency II), ensuring that reports conformed to the rules and that Senior Executives were suitably briefed on the changes.
• The team was part of the wider divisional reporting team and my role was pivotal in ensuring that customers within actuarial and risk got the quality of reporting required.
• As a new team, I was responsible for establishing processes and controls to help deliver reporting in a timely manner. In developing the processes, I engaged with suppliers and customers of the team to establish any limitations that existed and to formalise plans to develop these areas in the future.
• As well as input to technical board and regulatory papers, the role seen me managing the relationship with both the risk and actuarial functions on behalf of the wider Finance department, ensuring that any cross over activity was appropriately planned and delivery managed.
Achievements:
• Successfully introduced new monthly process to review solvency positions on the entities of the division.
• Worked as part of team who developed the ORSA report for the division.
Senior Manager External Reporting
• Main responsibilities included the production of all external reporting information, for the Insurance Division, in the regulated reporting of LBG including quarterly and annual press releases.
• The role required the close management of, and engagement with, senior executives of LBG to ensure that a consistent message was provided to the external market; including swift resolution of all investor relations queries.
• In support of the above processes, I produced a management information pack containing details of all under-lying business unit, and divisional, performance and presented this to executives of the Insurance Division.
• I was required to engage with a number of stake-holders throughout LBG in the UK and Germany to ensure that information was provided in a timely manner, in line with expectations and that messages were clear and relayed in a manner that informs decision making at executive level.
• Latterly in the role, I was heavily involved in a finance transformation programme for the Insurance Division investigating process, technology and cultural issues within the function. Following engagement with senior leaders within the Insurance finance community, I helped coordinate the development of a business case that was presented to the Group Finance Director. The project was taken forward as part of a wider Group initiative.
Achievements:
• Stream-lined review process for statutory reporting element of the Group release, significantly reducing the over-head on the business unit finance teams.
• Recognised by Divisional Finance Director for contribution to the divisional results process.
• The role formed part of a newly created team following a restructure within LBG.
• The role was to develop reporting in line with changing legislation (Solvency II), ensuring that reports conformed to the rules and that Senior Executives were suitably briefed on the changes.
• The team was part of the wider divisional reporting team and my role was pivotal in ensuring that customers within actuarial and risk got the quality of reporting required.
• As a new team, I was responsible for establishing processes and controls to help deliver reporting in a timely manner. In developing the processes, I engaged with suppliers and customers of the team to establish any limitations that existed and to formalise plans to develop these areas in the future.
• As well as input to technical board and regulatory papers, the role seen me managing the relationship with both the risk and actuarial functions on behalf of the wider Finance department, ensuring that any cross over activity was appropriately planned and delivery managed.
Achievements:
• Successfully introduced new monthly process to review solvency positions on the entities of the division.
• Worked as part of team who developed the ORSA report for the division.
Senior Manager External Reporting
• Main responsibilities included the production of all external reporting information, for the Insurance Division, in the regulated reporting of LBG including quarterly and annual press releases.
• The role required the close management of, and engagement with, senior executives of LBG to ensure that a consistent message was provided to the external market; including swift resolution of all investor relations queries.
• In support of the above processes, I produced a management information pack containing details of all under-lying business unit, and divisional, performance and presented this to executives of the Insurance Division.
• I was required to engage with a number of stake-holders throughout LBG in the UK and Germany to ensure that information was provided in a timely manner, in line with expectations and that messages were clear and relayed in a manner that informs decision making at executive level.
• Latterly in the role, I was heavily involved in a finance transformation programme for the Insurance Division investigating process, technology and cultural issues within the function. Following engagement with senior leaders within the Insurance finance community, I helped coordinate the development of a business case that was presented to the Group Finance Director. The project was taken forward as part of a wider Group initiative.
Achievements:
• Stream-lined review process for statutory reporting element of the Group release, significantly reducing the over-head on the business unit finance teams.
• Recognised by Divisional Finance Director for contribution to the divisional results process.
Swift, Management, Finance, Business Case, Technology, Support, Transformation, Investor relations, Development, Insurance, Community, Regulatory, Production, Processes, Manager, ME
2006 - 2010
job
Head of Reporting / Financial Controller
Royal Bank of Scotland.
• Promoted into this role where I assumed direct responsibility for a team of 7 reporting accountants (including roles mentioned below) and indirect management of a team reporting accountants who worked for AVIVA, including co-ordination of work completed by the off-shore shared services team.
• Extended duties included management of the units cost base with over one thousand sellers and a cost base of circa £220m.
• I was responsible for the planning and management of all regulatory reporting in line with external audit requirements. As part of this process, I presented accounts to the Board of Directors for final approval.
• Providing leadership to the team was a crucial part of the role and I successfully motivated and developed the team in a difficult time for the company. As part of the culture I created, the team was empowered to make significant efficiencies to processes whilst maintaining a robust and controlled reporting environment.
• The role represented the Finance Director of the business on various senior divisional committees and projects as well as having overall responsibility for the monthly reporting, and forecasting, of business unit performance.
• As part of my extended role in the Finance team of the unit, and chair of the Finance committee, I was also responsible for ensuring TCF principles were embedded within the key decision making processes within the team.
Achievements:
• Successfully kept business on target whilst Joint Venture was under-going a strategic review which ultimately resulted in the dis-banding of the Joint Venture.
• Successfully represented the unit in the divestment project following EU competition ruling that resulted in RBS being forced to sell a number of branches.
Senior Finance Manager
• Following promotion to this role, I led a team responsible for ensuring the accurate and timely reporting of both the monthly and annual performance of the unit, including all regulatory returns. The unit was a Joint Venture with AVIVA and required the co-ordination of a number of out-sourced suppliers who ultimately report to the team. The out-sourced suppliers included Life (AVIVA Life, OPAL & Scottish Widows) and Investment companies (AVIVA Investors, Barclays Global, BNY Mellon, JP Morgan & Close).
• As a Senior Manager in the team, I was responsible for maintaining appropriate controls across the Joint Venture including all third party administrators; ensuring the integrity of reported numbers.
• The role required communication regularly with Senior Management (including Board level) to keep them abreast of developments at suppliers and changes in regulatory frameworks, as well as ensuring team members were given adequate coaching and support to fulfil their roles.
• The role also required regular contact with product and commercial managers to assess business cases for new products and marketing campaigns.
• As part of the role, I was responsible for the monthly solvency reporting for the ACD. I co-ordinated inputs from a number of teams to ensure the entity remained solvent and where necessary prepared the Board approvals for capital injections.
• The role over-saw the production of all OEIC reporting for the RBS Retail funds including the successful completion of the external audits and issue of the reports to all customers invested in the funds. Duties also included ensuring that movements in the under-lying funds were reported in an appropriate manner, including providing appropriate challenge to fund performance and commentary.
Achievements:
• Successfully co-ordinated the launch of a number of new products, including Expert Manager Solutions (RBS multi-fund offering) and Tesco Child Trust Fund.
• Outstanding achievement award in RBS Retail (year end 2008).
Finance Manager - Third Party Finance
• My main duty was managing the relationship with a number of third party administrators ranging from life assurers to fund administrators (as mentioned above). I maintained ownership of all these relationships across multiple locations, ensuring that third parties adhered to agreed levels of service, as well as reviewing and improving controls over the reported activities.
• Duties included dealing with internal and external auditors on control matters relating to external third party administrators. By developing a consistent approach across multiple administrators, I ensured that clean audits were achieved at each year-end and the unit successfully complied with its Sarbanes-Oxley requirements.
• I established myself as the key point of contact, for internal and external parties, on all matters relating to third party administrators.
Achievements
• Responsible for successful transition of Tracker Funds from Direct Line to my unit.
• Review of third parties was given clean audit report.
• Developed model that predicted sales and resultant impact on budgeted income; used by senior management to set expectations in wider bank.
• Extended duties included management of the units cost base with over one thousand sellers and a cost base of circa £220m.
• I was responsible for the planning and management of all regulatory reporting in line with external audit requirements. As part of this process, I presented accounts to the Board of Directors for final approval.
• Providing leadership to the team was a crucial part of the role and I successfully motivated and developed the team in a difficult time for the company. As part of the culture I created, the team was empowered to make significant efficiencies to processes whilst maintaining a robust and controlled reporting environment.
• The role represented the Finance Director of the business on various senior divisional committees and projects as well as having overall responsibility for the monthly reporting, and forecasting, of business unit performance.
• As part of my extended role in the Finance team of the unit, and chair of the Finance committee, I was also responsible for ensuring TCF principles were embedded within the key decision making processes within the team.
Achievements:
• Successfully kept business on target whilst Joint Venture was under-going a strategic review which ultimately resulted in the dis-banding of the Joint Venture.
• Successfully represented the unit in the divestment project following EU competition ruling that resulted in RBS being forced to sell a number of branches.
Senior Finance Manager
• Following promotion to this role, I led a team responsible for ensuring the accurate and timely reporting of both the monthly and annual performance of the unit, including all regulatory returns. The unit was a Joint Venture with AVIVA and required the co-ordination of a number of out-sourced suppliers who ultimately report to the team. The out-sourced suppliers included Life (AVIVA Life, OPAL & Scottish Widows) and Investment companies (AVIVA Investors, Barclays Global, BNY Mellon, JP Morgan & Close).
• As a Senior Manager in the team, I was responsible for maintaining appropriate controls across the Joint Venture including all third party administrators; ensuring the integrity of reported numbers.
• The role required communication regularly with Senior Management (including Board level) to keep them abreast of developments at suppliers and changes in regulatory frameworks, as well as ensuring team members were given adequate coaching and support to fulfil their roles.
• The role also required regular contact with product and commercial managers to assess business cases for new products and marketing campaigns.
• As part of the role, I was responsible for the monthly solvency reporting for the ACD. I co-ordinated inputs from a number of teams to ensure the entity remained solvent and where necessary prepared the Board approvals for capital injections.
• The role over-saw the production of all OEIC reporting for the RBS Retail funds including the successful completion of the external audits and issue of the reports to all customers invested in the funds. Duties also included ensuring that movements in the under-lying funds were reported in an appropriate manner, including providing appropriate challenge to fund performance and commentary.
Achievements:
• Successfully co-ordinated the launch of a number of new products, including Expert Manager Solutions (RBS multi-fund offering) and Tesco Child Trust Fund.
• Outstanding achievement award in RBS Retail (year end 2008).
Finance Manager - Third Party Finance
• My main duty was managing the relationship with a number of third party administrators ranging from life assurers to fund administrators (as mentioned above). I maintained ownership of all these relationships across multiple locations, ensuring that third parties adhered to agreed levels of service, as well as reviewing and improving controls over the reported activities.
• Duties included dealing with internal and external auditors on control matters relating to external third party administrators. By developing a consistent approach across multiple administrators, I ensured that clean audits were achieved at each year-end and the unit successfully complied with its Sarbanes-Oxley requirements.
• I established myself as the key point of contact, for internal and external parties, on all matters relating to third party administrators.
Achievements
• Responsible for successful transition of Tracker Funds from Direct Line to my unit.
• Review of third parties was given clean audit report.
• Developed model that predicted sales and resultant impact on budgeted income; used by senior management to set expectations in wider bank.
Service, LED, Manager, Processes, Production, Off-shore, Audit, Regulatory, Business cases, Support, Marketing, Embedded, Sales, Finance, Leadership, Management, Audit, Forecasting, Retail, Coaching
My education
1997
-
2001
University of Stirling
HighSchoolOrEquivalent, Accountancy
HighSchoolOrEquivalent, Accountancy
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