My Approach

I support my clients by leading their digital change and transformation programmes to successful outcomes. I ensure achievement of their aims: To reduce costs, provide a competitive edge and attain compliance and efficiency. I achieve this, repeatedly, by ensuring that the priorities of technology, process and people are reviewed and balanced continuously throughout change delivery, to achieve fit for purpose solutions which then become embedded into ‘BAU’.


My Story

I established Paternoster Consulting in 2011 to help senior Finance Executives in Banking & Financial Services achieve their strategic transformation ambitions, by leading Change & Transformation Programmes on their behalf. Leveraging 20 years experience of change management gained in Finance and Technology leadership roles, I am an experienced and capable Interim Finance Transformation Programme and Change Leader. I have an enviable track record of delivering business transformation, process improvement, regulatory compliance and technology change programmes.

As Head of Finance Operations at London Stock Exchange Group, I led the Finance Transformation Programme between 2007 and 2009 following the acquisition of Gruppo Borsa Italiana. Whilst leading this programme, I worked closely with a number of third party vendor organisations, including M4 Systems.

At the end of the programme, M4 Systems invited me to join them as the Client Programmes Director. In this role, I successfully ensured delivery of many major Microsoft Dynamics ERP implementation / upgrade programmes, for Insurance, Finance and Charity clients. In late 2011, I left M4 Systems to create an independent consultancy business – Paternoster Consulting.

During the preceding five years, I had identified the key differentiating factor between successful and less successful transformation programmes: Typically, those that achieved all expected outcomes had optimised their target ways of working to exploit their new systems, and had ensured end users were well prepared to adopt these. Conversely, all those whose programmes had not gone so well had viewed the change as ‘an IT project’, and continued to operate their business as they had on the preceding systems which had been replaced.

Preparing for a major technology change is rarely ‘just an IT project’. Maximum benefits are only achieved where the recipient organisation has fully thought through it’s business requirements, understood the necessary changes to BAU processes to leverage new system functionality, and provided intended systems users with both the capability to perform their roles effectively and an understanding of the benefits which the new solution brings.

I know about Banking and Financial Services technology. But I know more about delivering embedded process change and enabling the capability uplift that technology change demands.

With more than 450 endorsements and 20+ testimonials on LinkedIn, you can be assured that I have the skills, knowledge and drive to make your change or transformation programme every bit as successful as those in my portfolio of past clients.

I am a qualified MSP and Prince2 Practitioner, Member of the Chartered Banker Institute, Certified Agile Programme Manager and a Member of the Change Management Institute.

 

Programme Leadership

I will deliver your digital transformation programme outcomes.

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