At xxx there was a need to increase the effectiveness of the CRO Risk Opinion on the Group Budget. The Risk Opinion in effect identifies a number of key Risk themes – some Strategic Risk and some Emerging Risk – and translates these into Risk drivers which impact the Financials, a form of ‘what-if’ forecast. In 2017 the exercise had delivered the Risk opinion late to the various budget reviews and the quality was insufficient to give an elevated view of budget plausibility to decision makers.

Appointed as the strategic Business Analyst/project manager to lead, drive the delivery and remediate the issues evident in the prior year.

Engaged with the owners of the prior year deliverable to glean lessons learnt, identify key stakeholders and build understanding around the process for delivery.

Created an action plan :

• Gaining buy in to proposed deliverables from key stakeholders (create a straw man)
• Coordinate across enterprise wide risk to get the latest interpretation of key Risk and Regulatory metrics, capture this as a narrative starting point for the Risk opinion.
• Ensure alignment with divisional SME teams for budget update availability.
• Coordinate across Directors of Risk to establish review points to generate insights and feedback on the budget.
• Schedule reviews with CRO to oversee genesis of the Risk Opinion and provide feedback.
• Target first completion of Risk Opinion to coincide with first CEO, CFO and CRO Group budget review.

Successfully addressed the weaknesses of the 2017 Risk Opinion, with all stakeholders feeding back on the timeliness and the significant level of insights generated. Bronze award granted in recognition of the efforts and increase in quality of the product.

• business analysis
• Credit Risk
• Capital Markets
• business process
• creative problem-solving
• Explaining Complexity Simply
• Enterprise Collaboration
• Operational Risk Management
• planning
• Financial Reporting
• budgets
• Critical Path Development
• Workshop facilitation

• Purpose to Portfolio