1. Professional
Profile
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Richard Hext

2. Richard Hext
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The Red House, Mobile: +44 (0) 7809 561282
Hall Drive, Email: richardhext@hotmail.co.uk
Honingham,
Norwich,
Norfolk. NR9 5AR
With over 25 years proven experience a professionalaccountant with a MBA specialising in Corporate Finance,
Accounting and Investment Strategies with extensive Finance, Project and Change Management expertise across
Banking, Financial Services and Leading Global Industries.
Significant experience in supporting Senior Executives in the decision making process and adding value to the
organisations, either through successful financial management of complex environments, driving measurable cost
benefits, or through mitigation of risks. Consistently out performing against objectives,and enabling the
organisation to realise their Business and strategic goals both in terms of revenue and in terms of profit.
Entrepreneurial and forward thinking with a unique blend of capabilities and strong commercial acumen to
understand,address and communicate both operational and strategic requirements at all levels and present
solutions quickly and efficiently with accuracy and reliability.
Areas of Speciality and Skills
Financial Skills:Financial Planning and Modelling, Value Add Reporting, Governance and Controls, Analytical
Evaluation, International Exposure, Prioritisation and Solution Design, Benefit tracking
People Management Skills:Leadership and Direction, Performance Management, Stakeholder Management,
Managing Change and Organisational Design
Business Skills: Strategic Decisions, Operational Performance and Processes, Commercial Management, Change
Management and Project Management
Career Summary
Sabbatical - Relocate family member from Argentina to UK Jan 2015 – May 2015
Lloyds Banking Group Aug 2009 – Dec 2014
Senior Consultant – Group Strategic Projects Aug 2010 – Dec 2014
Interim Management – Group Risk Aug 2009 – Aug 2010
UBS Aug 2007 – Aug 2009
Global Business Unit Controller Aug 2007 – Aug 2009
Aviva Jul 1998 – Aug 2007
Programme Finance Manager Aug 2006 – Aug 2007
Head of Financial Management and Planning Apr 2000 – Aug 2006
Programme / Project Finance Manager Jul 1998 – Apr 2000
British Sugar Jul 1997 – Jul 1998
Business Financial Consultant
Shell Direct UK Jul 1995 – Jul 1997
Business Finance Manager
Bernard Matthews Mar 1992 – Jul 1995
Stock Accountant
Brand Energy & Infrastructure Services Aug 1988 – Mar 1992
Accountant in SGB

3. Experience Narrative – Prior Engagements
Lloyds Banking Group Aug 2009 – Dec 2014
Senior Consultant – Group Strategic Projects Aug 2010 – Dec 2014
Company: Banking.UK Retail and Wholesale Bank with a Wealth, Asset Finance and International Division
Supported the Lloyds Banking Group Strategic Initiatives Finance Director in all aspects financial governance,
controls and reporting undertaken in the Integration, Simplification and Transformation Programmes which have
realised run rate cost savings of circa £4bn to the end of 2014.
 Responsible for the creation and evaluation of the overall internal structures supporting the strategic initiatives
and subsequent cost challenge programmes,
 Established financial governance and controls based on SOX principles togetherwith management reporting
and team roles and structures across the programmes, which subsequent audits have passed as being green,
 Created and published the accounting “rules of the road” of costs and benefit measurement and subsequent
reporting guidelines and supporting processes,
 Developed financial reporting based upon the triangulation of project business case approval,budgets /
forecasts and actual costs incurred or benefits realised for reporting into the Accountable Executive Board
Meetings,
 Through the introduction of appropriate financial controls and governance being adopted, the programmes are
reporting “sign off “ actual P&L and Balance Sheet related costs on a monthly basis, ensuring the programme has
appropriate accountability at all levels in the programme and across Organisational Divisions,
 Led the development of the FTE reporting tool and process design of the data capture and verification of FTE
related savings,
 Initiated reports to the Audit Committee on the appropriate accounting treatment and reporting of costs and
benefits in the Integration Programme,
 Business Partner of the International and IT Cost Reduction Programmes across the Group, accountable for
timely production of quarterly forecasting & monthly reporting, supporting in review meetings with senior
management within the overall Programme,
 Responsible for the financial modelling and reporting of subsequent phases ofthe transformation journey
within the Bank, which
 Undertaken and lead on a variety of special projects on behalf of the Strategic Initiatives Finance Director.
Interim Management – Group Risk Aug 2009 – Aug 2010
Working an a contract basis, this role was providing the overall financial management of Group Risk Integration
initiatives, including preparation for Business Cases through to the reporting of costs and benefits, project
accounting/forecasting and undertaking associated tasks in project reporting, togetherwith reviewing and reporting of
BAU Legal, Regulatory and Mandatory initiatives across the Bank.
 Provided key financial support and manage the relationship with the Group Risk and across key stakeholders.
 Responsible for providing key financial information and detailed analysis to enable the programme to manage
costs and drive out savings opportunities.
 Accountable for timely production of quarterly forecasting & monthly reporting, supporting in review meetings with
senior management within Integration Reporting.
 Develop and maintain accounting and reporting systems and improve processes,proactively developing ways to
reduce time spent on non-value adding activities.
 Supported the Director of Design Authority in various activities, including milestone reporting, monthly headcount
reporting and forecasting, contributing into the Risk Change Board.
 Member of the Critical and Mandatory Steering Group, reviewing, reporting and verification of BAU Legal,
Regulatory and Mandatory initiatives through to Group and Divisional Risk Officers.
 Proactively developed and implemented various best practices reporting, such as milestone reporting across the Risk
Community, Impact and Do-Ability reporting aligned to Balance Scorecards, to provide additional management
information to aid decision making.

4. Experience Narrative – Prior Engagements
UBS Aug 2007 – Aug 2009
Company: Banking.Investment Bank trading in the UK.
Global Business Unit Controller Aug 2007 – Aug 2009
Working on a contract basis, managing the business partnering role within IT Finance, responsible for all Financial
Management, controls and management reporting and focused on supporting the global IT Operational Areas such as the
IT COO, Security & Risk Management and Equities and Derivatives within the Investment Bank:
 Provide key financial support and manage the relationship with the business and across key stakeholders.
 Responsible for providing key financial information and detailed analysis to enable to business to manage costs
and drive out savings opportunities.
 Ensuring that the cost base is fully recovered including taking any necessary corrective action.
 Total Cost of Ownership of IT services, proposes, and implements initiatives to reduce the cost to the business.
 Developed and maintain accounting and reporting systems and improve processes,proactively developing ways to
reduce time spent on non-value adding activities.
 Lead the Global Investment Bank IT Benchmarking process and analysis.
 Advising clients on both GAAP and UBS accounting policies
Aviva plc Jul 1998 – Aug 2007
Company: Financial Services.Trading in the UK under various brands such as Norwich Union.
Programme Finance Manager Nov 2006 – Aug 2007
Reporting in a matrix management organisation to various Senior Directors in Operations and Programme Management.
The role was responsible for providing governance, due diligence and benefit tracking for a £250m programme, and to
initiate and implement various performance measurement activities, such as Business Balance Scorecards, financial
reviews of Suppliers.
 Developed the framework and processes for Business benefits realisation.
 Provided key Management Information on the actual benefits realised against plan togetherwith exception reporting
on missed milestones and potential opportunities.
 Responsibility for the delivery of various tenders and commercial negotiations, which resulted in streamlined
operational activities realising financial benefits and bringing consistent customerexperience.
 Financial evaluation of Business services delivered by IT (Strategy & Application Support/Development) and
developed a plan and strategic proposalto realised £15mof operational savings, through re-modelling IT service delivery.
Head of Financial Management and Planning Apr 2000 – Nov 2006
Reporting to the Director of IT Planning and Supply Chain, the role is to manage the teamresponsible for discharging the
Central Services IT function in line with defined and approved policies, strategies,business plans and delegated signing
authority limits. The overall cost of the Central Service IT function was £400m per annum.
 Facilitation and prioritisation of the overall Business planning budget / forecasts and with specific responsibilities for
the IT organisation’s use of its own services and change services.
 Develop and maintain financial management / administration across IT Service Delivery
 Development of the IT Business engagement model with customers, including governance councils
 Developments of IT change initiative processes and procedures forthe IT Programme Portfolio, which included
identifying opportunities and benefits, and associating the change activities with risks to the Business.
 Responsible for managing approximately £30m per annumand a further £4m per annum for IT Business Change
 Highlighted opportunities to the Senior Leadership, which resulted in delivered savings in excess of £3m.
 Designed and proposed radical service improvements and articulate the need to implement through the change model.
 Produced a number of policy and best practice guides covering corporate telephony services.
 Lead the commercial arrangements for strategic initiatives, including various third party sourcing agreements.
 Developed the Demand Management methodology and framework across multiple Divisions to capture Business
related demand translated into various shared services products and services such as IT and Corporate Facilities.
 Supported Merger and Acquisition activities for IT Services.
 Financial management of the IT Data centre Consolidation Programme, which realised tangible benefits of £30m pa.
Programme / Project Finance Manager Jul 1998 – Apr 2000
Experience Narrative – Summary Prior Engagements 1988 - 1998

5. British Sugar plc Jul 1997 – Jul 1998
Company: Leader in Sugar production in the UK.
Business Financial Consultant
Shell Direct UK Jul 1995 – Jul 1997
Company: Distributorof domestic and industrial supply of various fuels, lubricants and oils.
Business Finance Manager
Bernard Matthews Mar 1992 – Jul 1995
Company: Grower and manufacturer of variousfrozen, chilled poultry,fish and lamb products.
Stock Accountant
Brand Energy & Infrastructure Services Aug 1988 – Mar 1992
Company: Construction supplier of contracted,hired and reseller of scaffolding and support products.
Accountant in SGB
Education / Training
Master of Business Administration – Corporate Finance, Accounting and Investment Strategies – University of
Liverpool
BTEC HND Business Studies – De Montfort University.
Prince II Practitioners / Foundation – Project Management
ITIL v2 – IT Service Management Certification.
Extensive additional training completed throughout career through formal courses,workshops,and on-the job training.
Highlights include: Supplier Relationship Management ■ NLP ■ Contracts Management ■ Commercial Management ■
Presentation Skills ■ Interpersonal Skills ■ Time Management.
Personal: Interests Golf, OutdoorPursuits, Music and Reading