For leading UK P&C Insurer implemented new Motor Insurance Essentials products for direct channel and implemented 3 tiered products on comparison sites establishing a new channel and online only operating model. Scope spanned business change in Ops, Claims and Back-office with technical change across digital telephony, webchat, virtual assistant, core Policy, Billing and Claim, Pricing and finally spanning data and finance
Client Engagement 1: As change delivery lead managed £101m digital strategic payments change for Retail Bank and Insurer leveraging payments hub technology (covering Bacs, Card/ATM, Swift/Chaps and Faster Payments) to standardise products / customer experience across internet, call centre and branch channels and commissions.
Client Engagement 2: Led implementation of multi-channel Cash Payments processing providing end-to-end retail solutions from retail merchants to joint venture retail bank organisation
Client Engagement 1: Managed Scaled-Agile based implementation in tier 1-bank working across multiple domains and finance teams to establish outcome and value based run and change portfolio liaising across Business Domain leads and Technology heads focused on demand and financial planning.
Client Engagement 2: Consultant Programme Manager on £43m global finance transformation programme for leading pharmaceutical company driving standardisation, simplification and business transformation.
Helped define customer journey, digital strategy and product distribution for personal finance insurance business. Established IT systems covering life and pensions system, call centre and e-commerce platform supporting 5-star customer service and 15% market share.
Systems integration lead on delivery of complex digital platform spanning core banking and insurance products, integration APIs and digital hub with multiple channels across IoS and Android app, Web services linked to back-office branch/contact centre processing. Managed full lifecycle as accountable delivery owner across multiple different partners.
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