Nov 2023 – Aug 2024 · 9 mos · United Kingdom · On-site

• Lead a team of 27 people across the UK and India
• Be a trusted advisor to the Retail COO and team to drive strategy and innovation in mindful ways
• Drive and support strategic deliverables such as key risk policy implementation, fraud risk strategy, fraud budget breakdown and loss reduction, thematic fraud reviews, embedding controls such as strong customer authentication, consumer duty, supporting customers in vulnerable circumstances, smarter use of data and artificial intelligence, including generative AI and ethical considerations
• Support with issues, audits, remediation, and regulatory engagements
• Chair the COO Risk Committee to drive the right tone and discussions

Aug 2022 – Jun 2023 · 10 mos

• Interim CEO from August 2022 to May 2023
• Owned strategy and P&L for Singapore, India and HK with a team of 150
• Grew the business by adding 1 new logo and 1 new vertical despite adverse macro-economic conditions
• Slashed regional costs 5% through organization redesign, negotiating pricing and fees, while ensuring service continuity
• Invested in people management, bringing unwanted resignation to 0% in the final six months.
• Shaped the region in post M&A phase by aligning mindsets, technologies and ways of working

Jun 2022 – Aug 2022 · 2 mos

• - Understood the Delta Capita business and spent time with senior stakeholders in London before traveling to Singapore as APAC COO and interim CEO

Oct 2021 – May 2022 · 7 mos · On-site

• Shaped the Wholesale API Strategy to partner with strategic platforms in a move towards embedded finance
• Established the Wholesale API framework and governance to create collaboration between product pillars such as GLCM, GTRF, MSS and Technology teams
• Created a $5m Cost to Achieve (CTA) Business Case based on API reduction and reuse of APIs and delivered it in part before leaving HSBC

Mar 2021 – Oct 2021 · 7 mos · On-site

• Launched HSBC Kinetic (HSBC’s Small Business Banking Proposition) in the midst of the Covid Pandemic
• Directed the entire risk portfolio including fraud, financial crime, cloud, material outsourcing, open banking and PSD2 compliance, FCA/PRA updates, vulnerability, accessibility, payment regulations, business continuity, consumer duty, sales suitability
• Managed the Open Banking team and deliverables such as ISO2022, fraud automation journeys
• Influenced product roads maps and customer journeys for all products such as cards, overdrafts, current accounts
• Navigated multiple complex approval regimes such as Global and regional product approvals, Data governance and External Hosting Committee (EHC) to get to market
• Following launch, transitioned all items from change-the-bank to run-the-bank

Nov 2019 – Mar 2021 · 1 yr 4 mos · On-site

• Launched HSBC Kinetic - HSBC’s Small Business Banking proposition which was a response to challenger banks in the UK.
• Directed the entire risk portfolio including FCA/PRA engagement, fraud, financial crime, cloud, material outsourcing, vulnerability, accessibility, payment regulations, business continuity, consumer duty, sales suitability, open banking and PSD2 compliance.
• Managed the Open Banking team and deliverables such as ISO2022, fraud automation, using agile ways of working.
• Navigated multiple complex approval regimes such as Global and regional product approvals, data governance and External Hosting Committee (EHC) to get to market.
• Successfully transitioned Kinetic from build-the-bank to run-the-bank.

Jan 2019 – Present · 7 yrs 3 mos · Greater London, England, United Kingdom · Hybrid

• As a personal coach for busy executives, I help you find your fit – mentally, physically, financially.
• I work with a diverse group of clients, ranging from entrepreneurs, corporate executives and individuals, who are looking to take control of their lives and make life work for them.
• As we know, personally and professionally, having the right intervention at the right time, can make all the difference between what is and what could have been.
• DM for consultation: +447817256077.

Jul 2017 – Nov 2019 · 2 yrs 4 mos · London, Greater London, United Kingdom · On-site

• Delivered against a bold regulatory commitment to automate 50% of controls at Barclays UK
• Shaped the controls automation framework and created the first ever dashboard of all controls across Barclays UK and their automation levels.
• Identified a flawed process that was driving losses of over £9m but was undetected because the process had booked losses across various areas.
• Influenced the way CEOs viewed processes and controls and helped them to secure efficiencies through streamlined and automated processes.

Dec 2016 – Jun 2017 · 6 mos · London Area, United Kingdom · On-site

• Refined the product governance process to reduce time-to-market by 2-4 months.
• Delivered a complex FCA mandated remediation project regarding errors in implementing Central Banks’ reference rate across products and systems.

Aug 2014 – Nov 2016 · 2 yrs 3 mos · On-site

• Partnered with Global Wealth CEOs to embed good conduct via effective metrics and operating models to ensure that they were able to meet conduct commitments while running a viable business.
• Trained over two thousand global colleagues, driving a mindset shift to see conduct in a positive way. The FCA noted in a subsequent assessment that the Wealth Business had done outstandingly well.
• Spoke at global events including Amsterdam and Sydney and subsequently authored a book on financial conduct and how to fix it sustainably.

Jan 2014 – Jul 2014 · 6 mos · On-site

• Partnered with Global Wealth CEOs to embed good conduct via effective metrics and operating models to ensure that they were able to meet conduct commitments while running a viable business.
• Trained over two thousand global colleagues, driving a mindset shift to see conduct in a positive way. The FCA noted in a subsequent assessment that the Wealth Business had done outstandingly well.
• Spoke at global events including Amsterdam and Sydney and subsequently authored a book on financial conduct and how to fix it sustainably.

Oct 2012 – Dec 2013 · 1 yr 2 mos · On-site

• Created a new unit to drive end-to-end change for cross-functional pain areas such as change of address, which impacted several businesses at once.
• Key stakeholder in the FATCA programme overseeing seamless client journeys for US customers who had a broad mix of products across the Wealth and Investment bank and other parts of the bank.
• Chaired the Barclays Wealth Treating Customers Fairly (TCF) Group and Conduct Committee, which then morphed into the Conduct Committee.

Feb 2012 – Oct 2012 · 8 mos

• Drove strategic propositions such as Sky Go and Sky WiFi, which was a result of BSkyB’s acquisition of ‘The Cloud’
• Ensured operational readiness and project transition to business-as-usual, including benefit realization
• Managed large telephony transition from Openreach’s WLR2 portal to WLR3, which affected over 1m UK customers

Nov 2010 – Feb 2012 · 1 yr 3 mos

• Drove strategic propositions such as Sky Go and Sky WiFi, which was a result of BSkyB’s acquisition of ‘The Cloud’
• Ensured operational readiness and project transition to business-as-usual, including benefit realization
• Managed large telephony transition from Openreach’s WLR2 portal to WLR3, which affected over 1m UK customers

Jul 2010 – Nov 2010 · 4 mos

• Led the router replacement issue and delivered a qualified save of GBP2.5m by remediating root cause
• Led projects such as missed engineer appointments, repeat complaints, first-time-resolution (FTR) on calls
• Created business case that resulted in the set-up of Sky’s first Process Improvement Team with 10 FTE
• Delivered the end-to-end Sky Talk journey on a brown paper presentation to CEO, driving a culture shift to analyze issues that are often caused by siloed thinking between functions
• Created and led an inhouse Kaizen (continuous improvement) function. Trained over 200 colleagues on Kaizen and Six Sigma and mentored them through Yellow Belt (Six Sigma) projects

May 2009 – Jun 2010 · 1 yr 1 mo

• Led the router replacement issue and delivered a qualified save of GBP2.5m by remediating root cause
• Led projects such as missed engineer appointments, repeat complaints, first-time-resolution (FTR) on calls
• Created business case that resulted in the set-up of Sky’s first Process Improvement Team with 10 FTE
• Delivered the end-to-end Sky Talk journey on a brown paper presentation to CEO, driving a culture shift to analyze issues that are often caused by siloed thinking between functions
• Created and led an inhouse Kaizen (continuous improvement) function. Trained over 200 colleagues on Kaizen and Six Sigma and mentored them through Yellow Belt (Six Sigma) projects

Sep 2006 – May 2009 · 2 yrs 8 mos

• Led the router replacement issue and delivered a qualified save of GBP2.5m by remediating root cause
• Led projects such as missed engineer appointments, repeat complaints, first-time-resolution (FTR) on calls
• Created business case that resulted in the set-up of Sky’s first Process Improvement Team with 10 FTE
• Delivered the end-to-end Sky Talk journey on a brown paper presentation to CEO, driving a culture shift to analyze issues that are often caused by siloed thinking between functions
• Created and led an inhouse Kaizen (continuous improvement) function. Trained over 200 colleagues on Kaizen and Six Sigma and mentored them through Yellow Belt (Six Sigma) projects

Sep 2006 – Nov 2007 · 1 yr 2 mos

• Led the router replacement issue and delivered a qualified save of GBP2.5m by remediating root cause
• Led projects such as missed engineer appointments, repeat complaints, first-time-resolution (FTR) on calls
• Created business case that resulted in the set-up of Sky’s first Process Improvement Team with 10 FTE
• Delivered the end-to-end Sky Talk journey on a brown paper presentation to CEO, driving a culture shift to analyze issues that are often caused by siloed thinking between functions
• Created and led an inhouse Kaizen (continuous improvement) function. Trained over 200 colleagues on Kaizen and Six Sigma and mentored them through Yellow Belt (Six Sigma) projects

Apr 2006 – Sep 2006 · 5 mos · Pune, Maharashtra, India · On-site

• Set up the training function for the insurance vertical and delivered for clients such as Aviva and RSA Insurance
• Managed training for a 1000 FTE migration program for Centrica plc, a British energy multi-national
• Designed and delivered technical and soft skills courses such as coaching for performance and emotional intelligence
• Delivered Six Sigma Black Belt Project regarding ‘Evaluation of Training Effectiveness’

Apr 2004 – Jan 2006 · 1 yr 9 mos · Pune, Maharashtra, India · On-site

• Set up the training function for the insurance vertical and delivered for clients such as Aviva and RSA Insurance
• Managed training for a 1000 FTE migration program for Centrica plc, a British energy multi-national
• Designed and delivered technical and soft skills courses such as coaching for performance and emotional intelligence
• Delivered Six Sigma Black Belt Project regarding ‘Evaluation of Training Effectiveness’

Feb 2000 – Mar 2003 · 3 yrs 1 mo · Pune, Maharashtra, India · On-site

• Set up the training function for the insurance vertical and delivered for clients such as Aviva and RSA Insurance
• Managed training for a 1000 FTE migration program for Centrica plc, a British energy multi-national
• Designed and delivered technical and soft skills courses such as coaching for performance and emotional intelligence
• Delivered Six Sigma Black Belt Project regarding ‘Evaluation of Training Effectiveness’

Jun 1998 – Jul 2000 · 2 yrs 1 mo · India · On-site

• As management trainee at the Oberoi Centre of Learning and Development, India’s finest hotel leadership programme, I worked in five cities and worked at all key functions of a hotel operation, from engineering to kitchens
• Delivered projects such as ‘how to reduce noise levels in rooms’ and ‘how to prevent flooding during rains.’