Barclays - Absa: Expanding Wholesale Client Services

Introduction

As the Programme Director (Principal/Executive Director) at Barclays – Absa Wholesale Operations. I was tasked with introducing and managing the Corporate Client Servicing Centre programme within the wholesale operations division, following its successful launch in the Corporate Bank. This role required coordinating with multiple stakeholders to achieve consensus and implement a client-centric operational model across various business processes and technology systems.

The Challenge

The primary challenge was transitioning over 300 business process functions to a new client-centric operating model while overseeing the project's impact on more than 50 systems, including servicing, middle, and back-office functions. This involved restructuring operations teams and aligning them with the new business model and implementing the ESP technology programme to enhance customer onboarding, KYC, compliance, and support.

Objectives and Strategy

To achieve these goals, I focused on transitioning business process functions to the new operating model, overseeing the impact on numerous systems, and restructuring operations teams. Implementing the ESP technology programme was essential to enhance customer onboarding, KYC, compliance, and support. My strategy included driving the programme's overall direction, setting up the programme, budgeting, and establishing governance structures.

I recruited and established new programme leads and project teams, creating aligned work streams across multiple disciplines. Sensitive finance and budgetary negotiations were conducted to ensure the alignment of cost centers and budgets with the new operating model, and I maintained regular communication with executive leadership to report on progress and navigate the complex stakeholder landscape.

Implementation

The project was executed by managing nine project managers and their teams across the programme. I restructured the Operations Middle Office and Back Office teams, comprising 600 staff, transitioning them to the new Wholesale Operations division. Leading strategic business transformation initiatives, I introduced a new target operating model across the Wholesale Operations business and facilitated smooth transitions aligned with operational changes.

A diverse cross-functional team, including project managers, HR, Change Management, Process Management, Risk and Controls, and Technology teams, was led to ensure a unified approach to transformation. I engaged with multiple strategic vendors and internal stakeholders to ensure the programme's success.

Results and Benefits

The successful management of nine project managers and their teams across the programme led to the effective restructuring of the Operations Middle Office and Back Office teams, comprising 600 staff, transitioning them to the new Wholesale Operations division.

Strategic business transformation initiatives were led, introducing a new target operating model across the Wholesale Operations business and facilitating smooth transitions aligned with operational changes.

Conclusion

The successful introduction and management of the Corporate Client Servicing Centre programme within the wholesale operations division at Barclays – Absa Wholesale Operations exceeded expectations. By driving strategic initiatives, restructuring operations, and ensuring stakeholder engagement, the programme significantly enhanced operational efficiency and aligned change activities with organizational objectives. This comprehensive approach to change management positioned Barclays – Absa Wholesale Operations for continued success and growth.