Sep 2025 – Present · 8 mos

• Spearheading transformation initiatives to transition Standard Chartered into a service-based bank.
• Enhanced resolution and restructuring capabilities to improve customer experience and operational
• efficiency.
• Collaborated with cross-functional teams to implement strategic service management practices.

Jan 2021 – Oct 2025 · 4 yrs 9 mos

• Digitization of Global Agreements through Digital Signing initiatives across 63 markets.
• Led a global, cross functional team across Tax, Legal, Compliance, Operational Risk, Technology and the various business units to simplify and drive digitization across the global intragroup framework across the bank.
• The program enabled over USD $300m in capital reallocation gain and enabled sustainable savings of over USD $25m. In addition, the program enabled simplification of the process and was recognized by the Group Internal Audit has having an "Advanced" Management Control Approach rating. We enabled simplification of the process by digitizing contracts, enabling e-sign, and simplifying the overall user experience by over 61%. We also reduced the number of tools in use from 6 to 1.

Nov 2019 – Dec 2020 · 1 yr 1 mo

• In the 12 months in this role I developed the following new Centres of Excellence
• a) A Product Management COE in Cash, Trade & Securities Services.
• This particular development activity centred around bringing new high value jobs to the Global Business Services centre in both Malaysia and India. In addition, over the span of the year, I also setup the foundations for the team to enhance their talent pool in Guangzhou and Warsaw. The projected annual saving from the 2020 growth alone is in excess of USD 1m.
• b) A Compliance COE for Intragroup Arrangements
• The complexity of regulation and global data access restrictions as well as legislation like the GDPR has greatly reduced the agility of organizations to explore new business areas. This COE was developed to optimize the ability of the group to access data from our 63 markets across the globe. In this role we sped up the speed of compliance approvals by over 68%. Notable achievements included setting up the compliance approval framework for Technology & Cyber Security arm in Poland and Guangzhou.
• c) Digitized the entire Rights Shoring process for the bank
• A new, self service, digital right shoring tool was developed to enhance the ability the bank to move workloads across the globe in a sustainable fashion while adhering to all Group and International Third Party Risk Management framework. This also provided real-time analytics and access to data to enable business leaders to determine how they could optimize their respective footprint.

Jun 2018 – Nov 2019 · 1 yr 5 mos

• I doubled the volume of new business growth in the managed services space and seen, for the very first time, active growth in the China hub.

Feb 2017 – Jun 2018 · 1 yr 4 mos

• My role involves driving Footprint Optimization activities for a 25,000 strong shared services organization spanning across 3 countries in Asia. This includes strategizing and industrializing the migration framework of activities to the Shared Services hub and optimizing the overall work migration process and protocols. The scope of activities include Banking Operations, Technology and Functions (HR, Finance, Financial Crime Surveillance, etc).
• On the governance front, I am accountable for fronting Regulators and auditors for all migration activities. Some key highlights:
• I drove a team that built and industrialized a headcount governance mechanism for a 28000 strong organization with analytics that enabled us to get growth projections accurate to a 1% margin of error.
• I led that same team to industrialize analytics that's now being used to drive transformation activities across the globe with the bank for all hubbing related strategic initiatives.
• I deployed and set-up a framework and governance structure for GBS that involved harmonizing compliance requirements, simplifying doing business with GBS and providing insights to never before seen lenses to drive strategic initiatives like the setting up of the Standard Chartered GBS Poland hub.

Oct 2015 – Feb 2017 · 1 yr 4 mos

• Literally 4 months after joining the bank in a personal greenfield area of Incident Management, I was promoted to run the Incident Management process for the bank. In this role, I was tasked not only to transform the organization that was in the bank, but also to do all of this while regularly facing off with banking regulators like the Hong Kong Monetary Authority (HKMA), the Prudential Regulatory Authority (PRA) and the Monetary Authority of Singapore (MAS). Within 16 months of being in the role the following key achievements were realised:
• Average time to resolve incidents across the bank was down 46%
• Average length of a Major Incident Call was down 53%
• Average ticket aging queue depth was down 47%
• All these metrics delivered immense value to the business because their technology incidents were getting resolved faster with significantly less business impact.
• In addition to this, I also automated the call outs of key incident management personnel and changed the drive in the organization from a reactive mindset where key players were mobilized only after an incident occurred to a pro-active mindset where the organization was rewarded for raising proactive incidents - deemed Service@Risks. This led to a reduction of over 50% in Critical Major incidents in the six months after I left the organization as my transformation journey was complete.
• The success of the deliverables also resulted in the Incident Management team expanding their scope to areas such as Business Incident Management.

Jun 2015 – Oct 2015 · 4 mos