1. RICHARD SYMES
25 Kukri Gardens, Fleet,
Hampshire, GU52 8EU
(H) 01252 621520, (M) 07802 321351
Email: rsymes@live.co.uk
Profile
An accomplished PMO, Delivery, Relationship, Resourcing and Finance Manager with extensive leadership
experience gained in Financial Services, Operations, IT and the Public Sector.
Possesses a well respected leadership style that promotes accountability, leading to consistent success in
delivering services and developing business relationships with customers. Has managed multiple internal
and external teams and consistently delivered business results to meet challenging timelines and defined
budgets.
Passionate about getting people to work together to achieve results; very team focussed and experienced in
successfully leading and matrix managing diverse and multi skilled teams throughout career mostly during
periods of business transformation and change.
Excellent PMO, relationship management, financial management and communication skills.
Career & Achievements
Career Break
April 2016 to present
Senior PMO Delivery Manager, Lloyds Banking Group, Group IT
May 2014 to March 2016
Responsibilities:
• Control & coordinate the systems operations across the Head of Systems/Director and their platform
teams
• Support the business operations in driving efficiency and effectiveness
• Accountable for the production of high quality MI that supports the COO strategy and provide value
added business insight
• Leverage central COO reporting, providing the insight and analysis to track and drive overall
performance management for Head of Systems/Directors
• Manage and control financial performance ensuring budgets and targets are achieved, whilst
continuously improving the value and productivity of IT services
• Lead and govern all operations, providing cost effective and quality support services
Senior Programme PMO Manager, Surrey Police
Sep 2011 – March 2014
Responsibilities
• Develop and implement resource management processes across a large programme which is
implementing a new IT system across Surrey police force. Lead on the recruitment with external
agencies, line manage a team of IT professionals in a resource pool, implement performance
management and task management processes, develop skill profiles and training needs working
alongside and in partnership with project managers and HR business partners.
• Manage the programme budget including internal, agency and consultancy resource costs, purchase
orders, invoicing and financial management & forecasting in partnership with project managers and
Finance business partners.
• Lead the PMO team in the timely production of project plans and reporting requirements up to director
level

2. Achievements
• Delivered a resource management process and assessed existing resources against a skills
requirements matrix resulting in 50% turnover in moving from unskilled to skilled resources
• Delivered the programme budget to cost and achieved a high approval rate from external auditors
Area Manager, 2011 Census, ONS
Aug 2010 – Jun 2011
Responsibilities
• Develop programme plans for 4 x local authorities to provide the necessary focus on ensuring that the
census return rates exceeded 90% and each minority group was fully involved. Lead a team of 250
staff tasked with encouraging responses from non responding establishments.
Achievements
• All local authorities had exceeded 90% responses rates by the end of May and one had an improved
rate of 10% over the 2001 return rate far exceeding the expectations of the local authority
• Built strong relationships with local authorities, voluntary, charity and minority groups and undertook
many presentations to explain the census benefits to each group
Retail IT Programme Manager, Government Asset Protection Scheme, Lloyds Banking Group
July 2009 – Jan 2010
Responsibilities
• Form and lead the heritage LloydsTSB and HBOS projects teams in a £1m+ project for Retail IT to
provide the government with the information it required of the bank’s assets being placed into the
scheme.
Achievements
• In 1 month I successfully established 3 separate IT project teams by negotiating the release of key
resources from other high priority projects, a reporting structure and provided high level estimates and
delivery plans
• I quickly formed new relationships with colleagues from HBOS whose systems and processes I was
not familiar with, and brought the 3 project teams together to form a cohesive programme.
• Government requirements were changing on a frequent basis and system changes were complex, so I
had to react quickly to changes, worked closely with the Retail business teams whose end user
systems were key, and ultimately delivered the information required for the scheme on time and on
budget.
CIO Account Manager, Finance and Fraud, Retail IT, LloydsTSB
Nov 2008 – July 2009
Responsibilities
• Matrix manage a senior IT team tasked with the delivery of high priority projects, business services,
architectural roadmaps and financial controls to agreed budgets and timescales.
• Work with directors and senior colleagues to deliver business and IT strategies
• Manage the director relationship as an active member of their leadership team
Achievements
• Delivered business critical projects to time and budget, managing risks, ensuring governance
compliance and continually improving working processes consistent with a high performing
organisation. Projects include a cross channel fraud system and an enhanced internet authentication
system to provide additional internet security..
• Achieved good or better customer survey scores with 3 directors and became a trusted partner.
• Managed on-going costs (£5m pa) and focussed on the total cost of ownership to ensure that value for
money is delivered. Drove down costs by re-working business practices.
• Ensured production services were available within SLAs. Consistently exceeded targets each year.

3. Senior IT Service Manager, Offshore India, Service Delivery, LloydsTSB
July 2006 – Nov 2008
Responsibilities
• Management of, and accountable for, the live service provision and the relationship between Group IT
and the Business in both the UK and India
• Matrix management of other functions within IT and third party suppliers in India, ensuring IT services
are delivered to agreed service levels and that continuous improvement activities are driven forward
• Explanation, agreement and negotiation of Group IT’s BAU service charges through the Cost & Transfer
Pricing process for Group Operational Services (India)
Achievements
• I devised, negotiated and implemented an operating model for the various Business Service Lines
interfaces with the business units and 3rd
parties operating in India
• I established strong partnerships with the various 3rd
parties in India to ensure a seamless IT service
was delivered to the business units operating there
• I established myself as a subject matter expert on the Indian environment, culture and operational
requirements for IT programmes, support areas and business service line teams
• Through work I undertook on driving through service charge savings for Group Operational Services in
India, I have ensured that £3m of savings will be achieved in 2008 based on the 2007 figures.
• Through my proactive involvement in shaping offshore projects, I have established close working
relationships with the offshore account manager and the architecture team to ensure that IT have
presented a joined up view to the customer.
Hof Direct Report, IT Service Transition, Service Delivery, LloydsTSB
June 2004 – June 2006
Responsibilities
• Lead a team of service transition managers tasked with delivering the service requirements of IT
projects into Service Delivery
• Lead the introduction of the Major Distributed Initiatives programmes into Service Delivery
• Reduce and manage any risk associated with projects delivering into the live environment
• Manage the cost centre budget to ensure actuals are under budget at the end of the year
• Ensure the ongoing costs associated with projects are accurate and understood by the business units
• Lead the people initiatives across service introduction to ensure a high performance culture was
developed and maintained
Achievements
• I raised the profile of the Major Distributed Initiatives across the Service Delivery Hof population by
establishing and facilitating a monthly review between the Service and Programme Hof’s
• I organised and facilitated a bi-monthly leadership event with the Service Delivery & Project Delivery
Directors and Hof’s to bring them together to work more effectively as one team. A key topic that I
introduced at these sessions was the importance of reputation management.
• I devised and delivered a Service Transition managers skills and capabilities matrix so the managers at
all grades understood the requirements of their current role and what was required at the next level
• I led the Service Delivery team in the delivery of the SOX deliverables
• Through focused attention on the key objectives of the area, I led the team to exceeded the objective
of reducing the outstanding risks at live day from an average of 4.5 to 2.2 by mid 2006
• Identified and delivered cost savings of £100k by applying vigorous controls over cost centre spend
• I organised and lead the delivery of an away day for Service Transition, organising external speakers
and developing others by encouraging them to participate and lead elements of the day
Hof Direct Report, IT Service Continuity, Finance and HR, LloydsTSB
Nov 2001 – June 2004
Responsibilities
• Lead the IT application support teams for Finance and HR across multi sites
• Act as the site manager for Finance & HR IT development and support in Andover

4. • Project management of the requirements and analysis phase of the new staff benefits project
Achievements
• I built a new service continuity team in Andover and Bristol without any impact on live service and
identified opportunities for cross-skilling to remove the single points of failure
• I initiated a service continuity forum across application management to ensure we were developing
consistent processes across all areas and participated in sessions to cascade the operating model
across Group IT
• I was able to successfully manage the workload priorities of the team by building strong working
relationships with the business areas to understand their priorities and demands
Programme Manager, IT Customer Systems, LloydsTSB
Jun 2000 – Oct 2001
Responsibilities
• Lead the Customer Information System implementation team delivering to the position where it was the
‘master’ of customer data
• Create a new support function
• Programme manage the projects making up the Delivering One Bank deliverables
Achievements
• Established a Customer Information System support team and identified opportunities for cross skilling
and developing individuals in a new system
• Delivered the Customer Information System programme on time through close management of the
programme wide issues, challenges and risks faced
• Identified resource constraints and areas of pressure on individuals which I alleviated by prioritising,
redistributing work and successfully attaining additional project management resource
Senior Manager, Branch IT Support and Development, LloydsTSB
Oct 1996 –May 2000
Responsibilities
• Lead the Branch IT support and enhancement team through Y2000
• Lead the Branch IT enhancement team (Oct 1996 to mid 1998)
• Merge the Branch IT support and enhancements teams and deliver cost saving opportunities
Achievements
• I proposed the benefits of merging the Branch IT support and enhancement teams and successfully
delivered the expected resource utilisation and cost savings
• I successfully selected and built the teams that lead to the on-time delivery of the Branch IT and
Customer Information System deliverables for Y2000 with no service impacts
• I represented the department on demand planning working parties and managed the demand plan for
the area. This was successful in influencing our customers to start to present their demands and
priorities as early as possible to ensure we could resource accordingly
Project Manager, Change Implementation Services, Business Infrastructure Releases, LloydsTSB
Nov 91 – Oct 1996
Consultant, End User Computing, Business Systems Centre, LloydsTSB
Nov 87 – Oct 91
Qualifications/Training:
O Levels Passed 5 including English & Maths
A Levels Passed 2
ITSMF Foundation Certificate in Service Management
Franklin Covey Relationship Management – Advanced Skills
Internal LloydsTSB Group IT courses covering:

5. Service Management, Service Transition, Project Management, Performance Management
Microsoft Office Proficient

6. Service Management, Service Transition, Project Management, Performance Management
Microsoft Office Proficient