Helping financial services firms address mission critical Strategic, Risk, Compliance and Operational. Engagements include: 1. Interim Chief Risk and Compliance Officer (SMF4, 16,17) for Equifinance. 2. Advising a ground-breaking technology firm on the acquisition and relaunch of a Bank 3. Implementing a new risk operating model for FirstBank UK. 4. Advising US & Dubai funds on the acquisition of UK Housing Associations. 5. Validating Santander SME Banking’s control framework following critical AML failures. 6. Leading financial crime remediation for Rothschilds. 7. Advising start-up mortgage lenders, a crypto exchange and a home purchase plan provider on strategy and risk.

Leading development and implementation of data driven credit risk models, model governance, dynamic pricing methodology, and a new enterprise risk management framework, including Board Governance, risk appetite framework, KRIs, RCSA process, risk hub and comprehensive risk policies/ procedures. Updating the policy framework to better embed controls. Leading a past business review and, as a result, transforming complaint handling and redress to improve customer outcomes. Transforming risk culture via comprehensive Board, Exec and staff communications, standards and training. Driving SMCR and GDPR compliance. Building an open and cooperative relationship with regulators (FCA, FOS, ICO, CIGB) and trade bodies (FLA. UK Finance), including specific engagement around the 2nd Charge Mortgage Review, Mortgage Rule Review and CIGB remedies.

Overarching responsibility for delivering the UK Government’s mortgage lending programmes. Help to Buy is the UK Government’s most significant housing market intervention of the last 30 years, responsible for £25bn of mortgage lending to support £110bn of home purchases. Will had full operational, strategic and budgetary responsibility for a combined expenditure of over £4bn pa. Under Will’s leadership, Help to Buy issued 372k loans worth £25bn to 600k customers, issued 55k new loans per annum, was the UK’s 7th largest mortgage lender by gross lending, and managed a balance sheet of c£19bn. Key achievements included: Increasing new mortgage lending by c20% pa to £4.1bn pa (making it one of the UK’s largest mortgage lenders), whilst leading a cultural, operational and digital transformation to bring Help to Buy within risk appetite and into compliance with FCA/PRA regulation. Delivering a new customer centric operating model, digitised services, building a high performing team and resolving deep seated cultural issues around risk management, inclusion, collaboration, and psychological safety. Navigating Help to Buy through several operational crisis, including the COVID pandemic, scheme closure and service failures by outsource partners

Developing and implementing a robust three lines of defence enterprise risk management framework and leading an independent 2LOD. This included: • Leadership of a team of 60 FTE. • Overseeing lending policy and credit decisions while growing the balance sheet from £250m to £1bn, with minimal arrears, losses, or fraud. • Introducing, quantitative risk appetite statements, risk indicators and tolerances across all risk classes, supported by risk governance and a comprehensive suite of management information to ensure that the Bank maintained robust capital, liquidity and funding positions. • Embedding the risk framework and risk culture across the business. • Automating KYC, PEP and Sanctions checking to manage Fiduciary Risks as well as enhancing customer experience. • Standing up a new non-financial risk framework and establishing a new 2LOD team to monitor and manage Conduct, Compliance and Operational Risks as well as acting as Consumer Duty champions.