# RBS
A Leadership Journey: The Working Years (Part 4 - Production Implementation Team)
After the jubilation of RBS2GSI, attention returned to the work to get the NatWest business onto the GSI systems, along with the Group level operations. There was further churn in senior levels, most of which should feature in the stories of other leadership journeys, and not this one...
LinkA Leadership Journey: The Working Years (Part 3 - RBS2GSI)
Given the basic premise of the takeover, the teams from the RBS heritage always knew that the first step of the entire programme was to provide the scaled-up environment in production, designed to be capable of supporting multiple brands with the same underlying set of systems, and proven to be effective by running the existing RBS business on the new environment...
LinkA Leadership Journey: The Working Years (Part 2 - NatWest Integration)
It took another couple of years before I started to understand that I was on a leadership journey, and I needed to make more conscious efforts to do something about it. Again, motivation came first...
LinkA Leadership Journey: The Working Years (Part 1 - Year 2000)
I had the benefit of working at RBS when a lot of good things were happening, and received high quality training and experience that saw me grow from a focus on testing and release management, to managing a portfolio of projects and programmes that took up 10% of the total budget for the Development organisation. In that time, I learned that effective leadership required me to have motivation and vision, and to develop the skills to inspire and motivate others to achieve their best...
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