COO & FTSE 100 CIO/IT Director/Programme Director at Industry and company strategic and operational level, responsible for major change programmes demonstrated in businesses which are the largest and most successful in their sectors using in depth understanding of operations, technology and delivery and their combined impact as a powerful tool to improve business performance. Strategic Change Skilled in the alignment of the business and IT strategies to ensure harmony across global frontiers to deliver significant business performance improvement across all business functions. Skills demonstrated when invited to rescue previously failing operations Program Management Operates comfortably across all business functions to implement and deliver coherent strategies, providing robust frameworks for teams within which to achieve. Champions the strategy of centralised support ensuring uniformity across all business disciplines. Provided leadership and consultancy, successfully managing the client relationships, drafting and agreeing proposals for diverse programs Relationship Management Strong influencing and persuading skills demonstrated when negotiating at plc board level. Pro-active approach to engaging all stakeholders to contribute to change programs affecting all business functions. Specialties: Strategic planning & consulting • Industry wide programme delivery • Mobilizing organizations to initiate business change projects • Using the internet for business advantage • Programme management • Contractual negotiations, competitive tenders & supplier management • Cost Management and right sizing • EPM • Building project artefact reuse into programmes

Managing Director @ The provision of COO and Change Director consultancy to the finance services sector. From March 2011 to Present (4 years 10 months) London, United KingdomProgramme Director for the redesign & implementation of the model for clearing of cheques in the UK @ Acting as overall Programme Director, successfully initiating and running the industry programme from scratch, obtaining agreement to a new modernised cheque clearing model for the UK payments industry, selecting a software partner and delivering the programme into technical implementation mode for the entire banking industry in the face of intense political and regulatory pressure. Industry programme budget was circa £500million. From February 2014 to August 2015 (1 year 7 months) London, United KingdomInterim IT Lead @ Engaged by UKPA, the service company providing people, facilities and expertise to the UK payments industry where I was asked review the current IT department to determine if it was fit for purpose with a focus upon issues in delivery and other related areas. The outputs to the work were to deliver a suggested future IT structure together with a report setting out the issues, options as well as a suggested programme of change. This was subsequently accepted and acted as the blueprint for change over the following 2 years From December 2013 to January 2014 (2 months) London, United KingdomProgramme Director, Christies @ Christies, the world renowned auction house was replacing their key operational systems and I was recruited by the MD of the primary software supplier (Beoley Mill Software, the largest JDE consulting organisation in the world)) to turn around a failing JDE Edwards implementation, managing a very demanding client and a software delivery team of up to 30 JDE consultants as part of a broader Deloitte managed transformation programme. Key deliverables included re-planning, issue resolution, defect management control. From February 2013 to September 2013 (8 months) London, United KingdomChief Operating Officer @ Luup are the foremost international remittance mobile payment provider, primarily delivering mobile remittance services to banks within the Middle East, Europe and South America. As part of the core Exec team I held responsibility for all change programmes and operational delivery, having to manage globally dispersed teams in London, Oslo and Dubai. Key deliverables include Delivering the world’s first bank to bank international remittance mobile platform to time and to budget, whilst having to manage a slow moving client and an underperforming IT development team. This was a key deliverable within the business strategy. Introduce complete governance and control to a failing programme that had not previously delivered any meaningful change to date or budget. All subsequent deliverables were delivered to agreed specifications and time frames. From September 2011 to December 2012 (1 year 4 months) London, United KingdomChange programme review, consultancy. @ National Australia Group Europe, Spring/Summer 2011: Carried out a review of the change programme with a focus on their Pega implementation to determine how best to build reuse into their future projects and to develop a working model to meet their Enterprise Process Modelling aspirations. The work focused on both the cultural and structural changes required to implement such a change together with recommendation to programme control gates. When implemented this will materially reduced programme delivery times and therefore costs and assist the CIO in meeting their strategic objectives of agility and simplicity. From April 2011 to May 2011 (2 months) Glasgow, United KingdomChief Operating Officer @ Cardif Pinnacle is the UK Insurance arm of BNP Paribas, the largest supplier of Creditor Insurance in the world. Working at Operational Board level I had operational and strategic responsible for IT, Customer Services (claims management and administration), Projects and Corporate Services which comprised Property, fleet management and Heath & Safety, with overall responsibility for around 300 staff and around 50% of the company cost base. From April 2008 to February 2011 (2 years 11 months) Interim IT Director @ Applegate is the largest business to business web based services directory in the UK. The assignment was to review and improve the workings of the IT department, review existing infrastructure and bring multiple project streams back on track to the CEO’s tight timeframes. From October 2007 to January 2008 (4 months) Interim Deployment Director @ The assignment was to review a global front office deployment project and report back to the global project owner suggesting any remedial action as well as to develop a deployment plan that could be applied to all the countries within the project scope. From April 2007 to July 2007 (4 months) Interim IT Manager @ Interim assignment to review the operational effectiveness of the failing internal IT department. The scope of work increased to include the preparation of the 2007 budgets and their subsequent presentation and approval at the Board. From August 2006 to December 2006 (5 months) CIO @ Spring is the largest IT contractor recruiter in the UK, £450m turnover, £100m market cap. Headhunted from Hays Plc to work at Operational Board level responsible for all IT with a brief to consolidate a dispersed IT team comprising 60 staff. Provided input into the overall management and strategic direction of the business, including being part of the team presenting annual business performance to the City. From October 2004 to January 2006 (1 year 4 months) IT Director @ Hays (a FTSE 100 company) is the largest specialist recruiter in the UK with over 300 sites across Europe, £1.2b turnover, £2b market cap. A member of the operational board, I developed at a strategic level and implemented at an operational level the UK and mainland European IT Strategy for Hays Plc - annual IT budget £13m pa with a staff of 80+ comprising dispersed and central teams, outsourcing non core activities as appropriate From March 1999 to September 2004 (5 years 7 months) Director, Management Solutions @ As a Director within the IT consulting arm of Deloitte & Touche I was responsible for developing business from both new and existing clients and implementing the resulting IT and releated business and systems projects. This included presenting at technical seminars, proposal drafting and closing of projects. From January 1997 to July 1999 (2 years 7 months) Manager @ From 1993 to 1996 (3 years)

M.Sc., Microelectronics @ Durham University From 1986 to 1987 J.Hons., Electronics & Computing @ Durham University From 1983 to 1986 Bob Silverman is skilled in: Program Management, Strategic Planning, Contract Negotiation, Consulting, Business, Business Transformation, Outsourcing, Information Technology, Stakeholder Management, IT Strategy, Change Management, Governance, Project Delivery, Financial Services, Service Delivery