YVAN IRIEBIGUIAN

Across 2024 Part of BIL's wider Strategic Transformation agenda Strategy and Target Operating Models Design (TOM) Value proposition and Operating models Confidential projects

Since 2019 • Spearhead consultancy services specializing in business transformation, business analysis, business architecture, and project management within the banking and financial services sector, encompassing insurance, re-insurance, pension, wealth management, and asset-investment management domains. • Lead international and cross-border projects with a focus on designing and delivering business and digital transformations. • Expertise in developing business and target operating models (TOM) to drive organisational efficiency and effectiveness. • Proficient in digital and multi-channel strategies, including value propositions and product management, to optimise customer journeys. • Skilled in Agile and waterfall methodologies, ensuring projects are delivered on time and within scope.

Assignment on all 2023 Private Bank - Wealth management/Investment focused Consumer Duty: NatWest Group strategic business transformation and FCA regulatory - aiming at delivering Good Outcomes for retail Customers (GCOs), by setting higher standards at customer outcomes and placing customer at the heart of any business activity Areas of focus: Investment across NatWest Group franchises (Coutts, RBS and NatWest) • Engaged in strategic business transformation and regulatory compliance initiatives for Coutts, focusing on wealth management and investment products. • Responsible for conducting comprehensive reviews and analyses of investment products, services, and customer support channels across Coutts, RBS, and NatWest franchises. • Facilitated gap analysis to ensure alignment with FCA regulatory standards and identify areas for improvement. • Collaborated with cross-functional teams to articulate target market segments, refine product/service design, and implement solutions to enhance customer outcomes. • Actively involved in the development and implementation of strategies to support vulnerable customers and monitor client outcomes

Assignments across all 2021-2022, in partnership with Grant Thornton UK LLP advisory services Legal & General Retirement Institutional (LGRI) - Pension PRT (Pension Risk Transfer) Focus on Investment & Asset management capabilities Part of LGRI's wider Growth Strategic Transformation agenda • Contributed to LGRI's strategic business and operating model transformation program, SPRING, aimed at diversifying asset portfolios and creating a dynamic end-to-end asset operating model (TOM). • Conducted strategic contextual analysis and current state reviews across LGRI's asset management capabilities, including front, middle, and back-office functions. • Collaborated with the program team to design future state target operating model (TOM) capabilities aligned with LGRI's strategic objectives. • Led assessments on asset diversification strategies, asset origination, sourcing, manufacturing, and administration, considering outsourcing scenarios. • Conducted maturity and impact assessments across organisational, data, process, and IT domains, informing high-level requirements for the future operating model. • Evaluated phased implementation approaches and utilized hybrid Agile and Waterfall methodologies to optimize project delivery.

Assignment on all 2020 and start of 2021 Insurance and Reinsurance - Part of AXA's wider Digital and Growth Transformation agenda AXA/ING strategic partnership B2B2C - strategic digital transformation programme (DARE), aiming at launching innovative insurance products (travel, belongings, personal accident) and services (claims, assistance) across European markets (Italy, Germany, France) • Led AXA/ING strategic partnership B2B2C digital transformation program (DARE), launching innovative insurance products and services across European markets. • Established business project framework within AXA Partners, managing project lifecycle, design, and delivery. • Orchestrated project planning and coordination across central digital IT program and other business work-streams. • Organized and led SteerCos, SMEs working groups, and project meetings, conducting business analysis to support strategic decision-making. • Defined business deliverables, requirements, and KPIs/MIs aligned with global product architecture and TOM, incorporated into implementation plan for target markets. • Coordinated design and review of End-to-End ING/AXA customer journeys to ensure operational readiness. • Managed engagement and relationships with stakeholders within AXA group, external partner teams (ING), and external providers. • Oversaw project financials, business cases, RAID risks, and issues, taking corrective actions with endorsement from c-suite leadership executives. • Assessed outward & inward re-insurance business and operating model (TOM) for Germany with AXA Partners and AXA Germany

Assignment on all 2019 including start of 2020 Asset Management & Investment Part of LGIM's wider Modernise and Growth Strategic Transformation agenda Strategic Business Transformation programme on LGIM Future Platform Initiative (FPI) with purpose to enhance its Current Operating Model (COM), to serve institutional, wealth intermediaries and personal investors: • Mapped end-to-end customer journeys across LGIM Investment desks (Investment, Real assets, Active equity, Performance,....) • Identified and assessed high risks and enhancement opportunities across the business • Coordinated workshops across all LGIM businesses with cross functional, cross business stakeholders (technology, fund managers, product, strategy, operations, risk, compliance,...) • Oversaw the design & planning for remediation activities on high risk and enhancements across LGIM. • Project managed across FPI programme

Across all 2009-2010 Part of Santander's wider Growth Strategic Transformation agenda Internal/In-house Management consultant - process improvement and organisational change Strategic Alliance & Leicester Retail integration and harmonization programme within Santander group standards. Front to Back across all channels, day-to-day banking and credit/lending products and systems • Managed and liaised with Stakeholders UK, Spain, Group • Reviewed and designed End-to-End customer journeys ( As Is vs To Be) • Reviewed of As Is processes, existing Operating models • Designed Target Operating Model (TOM) and To Be processes • Carried out gap and impact analysis • Set all relevant communication (internal & external) and MIs, KPIs on the projects

Across all 2007-2008 Management consultant in Financial Services (Insurance) Protection, Pension, Life insurance Project management Business process and business architecture Strategy and outsourcing Digital

Across all 2006-2007 Business Consultant in the Business Process & Enterprise Architecture team Programme with BNP Paribas Cardiff Insurance Belgium & Netherlands : • Reviewed of processes As Is for Mortgage protection products • Designed of processes To Be for Mortgage protection products, in order to launch a new IT solution • Successful pilot in Benelux in 2007 - rolled out to all 60+ BNP international markets. Programme with Groupe Banque Populaire Caisse Epargne BPCE with the Merger of Caisse Epargne Bourgogne (CEB) and Caisse Epargne Franche Comte (CEFC) within BPCE Group Regulatory change • Reviewed of existing As Is processes and procedures on CEB and CEFC banks. • Aligned CEFC operating model onto CEB bank. • Successful and compliant merger completed by December 2006

Across all 2004 Strategic Consulting on water environment issues in Nestle Western European markets. Project part of MBA at ESSEC. • Identified best practices for the transport of water business in Western Europe region to be environmentally friendly, economically sustainable and aligned with Nestle's group strategy. • Developed an environmental brief outlining current best practices and strategies • Designed an environment model programme enabling decisions making