As a trusted advisor to C-suite leaders and founders of expanding enterprises, I'm dedicated to steering organizations through transformative journeys and empowering leaders to maximize their capabilities across technology, personnel, culture, and operational processes.Providing value-add from my diverse experience in:IT Strategy and Transformation: Provide insights into formulating and executing IT strategies aligned with overall business objectives. This includes digital transformation roadmaps, technology adoption, and innovation strategies.Global Capability Centers (GCCs) Optimization: Advise on setting up, scaling, or optimizing GCCs by optimizing processes, improving operational efficiency, enhancing service delivery, and managing global teams effectively.Operational Excellence: Offer guidance on achieving operational efficiency through process optimization, Agile & Devops adoption, automation, and the implementation of best practices in IT service management (ITSM) and ITIL frameworks.Technology Integration and Alignment: Advise on integrating new technologies effectively, ensuring they align with business goals, addressing IT architecture challenges, and fostering innovation while maintaining system integrity.Leadership and Talent Development: Offer guidance on developing leadership skills within the IT and operations teams, fostering a culture of innovation, and implementing strategies for talent acquisition, retention, and development.Vendor Management and Partnerships: Advise on selecting and managing technology vendors, establishing effective partnerships, and optimizing vendor relationships to maximize value and minimize risks.

In my role as a strategic leader, I oversaw strategic endeavors spanning multiple business units, including Group Benefits, Individual Disability Insurance, Individual Life Insurance, and Distribution. I managed relationships with C-level executives, handled deliveries & forecasts, and led a team of 900 members comprising both IT & Operations professionals. Furthermore, I positioned PGS (GCC) as an all-encompassing strategic IT partner, which included contingent staff, and identified opportunities for PGS (GCC) to align IT solutions with the organization's overarching business objectives.Responsibilities:• Managing a large team (900 resources) of IT (Business Analysts/Product Owners, Developers, Architect, QA, DBA etc) and Operations (Medical reviewers, Insurance Underwriters, transaction processing staff etc), delivering technical solutions to Business using Innovation and Automation• Collaborated closely with multiple CIOs and Business SVPs in matrix organization, for strategic discussions & IT roadmap development at offshore locations.• Contributed to PGS's multiyear strategy building, roadmap creation, drafted HLIs, established governance, fostered PGS value creation, brand awareness, risks, controls & change management, and EVP• Accelerated digital transformation via initiatives like modernization of legacy systems, cloud adoption at scale, process automation, ‘API-first’ mindset, CI/CD etc.• Drove delivery excellence and operational efficiency by instilling a "customer centricity" mindset, IT-ITeS collaboration and implementing innovation, automation, and staff rationalization strategies.• Fostered an innovation culture through initiatives such as academia challenges, hackathons, innovation challenges, shark tank sessions, and BIA (Business, Innovation, and Architect) forums.• Managed & built the department's capabilities by hiring, retaining, re-skilling/up-skilling/cross-skilling staff, implementing strong succession planning, and mentoring leaders.

Ring-fencing is a way to structurally separate retail banking activities from Wholesale and Investment bank activities. As a Ring Fence Bank - Delivery Head, the responsibilities include to achieve the following – • Establish an ADM (Application Development and Maintenance) governance for the program • Track progress of deliverables to the program by Global ADM teams and help by de-bottlenecking any issues impacting deliverables • Reporting and escalations of issues that need attention of senior executives of the bank• Effective vendor management for the program

• Lead and manage Global UK department of team size of approximately 500, spread across multiple geographies within HSBC Global Technology Services• Strong working relationships with in-country management team, delivered end to end projects such as such as RBWM transformation program, Cards upgrade program, upgradation of UK core banking system etc. and achieved agreed leverage ratios and financial benefits for the organization• Talent and vendor management

• As a direct report to CIO, was primarily accountable for identifying opportunities for cost efficiencies in ~$260mn Run the Bank (RTB) portfolio; this was part of the RTB Transformation initiative run by the CIO organization• Collaborated with global stakeholders (NA, LATAM, EMEA & APAC regions) and offshore partners to understand capacity, capability and commitment to offshore Application Support related activities• Identifying the gaps and streamlining the Retail Banking and Wealth Management (RBWM) Application Services model• Driving Evergreening (Service upgrade, Demise etc) projects. Leading and tracking quality of production for critical services (Tier0, Tier 1 services)• Lead a team of IT Project Managers working on UK Bank projects at offshore

• Built from scratch and led the Production support (L1, L2 & L3), team of 250 at peak, supporting around 350+ applications of HSBC UK Bank and managing – o L1/L2 and L3 supporto Environment Support (set-up, server migration, server and service demise, capacity planning, data depersonalization for AD teams etc.), o Release management (Identification of cross impacts on projects, project scheduling, Environment allocation, Live implementation and post live support) o IT relationship management (Service reporting, Billing, Dispensations, streamlining change requests etc.) teams, o Audit & control (controls on accidental, malicious, fraudulent activities, compliances, account privileges etc.), o Incident Management (Incident analysis, health checks, alerting, queue management, reviews etc.) teams as well• Partnered with CTB (Change the Bank) teams to ensure smooth transition of service to RTB teams & post go live, working as a team on highly complex issues• ITSO (IT service Owner) responsibilities: Transitioned the ITSO responsibilities from onshore to manage capacity, change management, contingency requirement, Incident reviews etc. for the services.

• As a Direct report to UK CIO, successfully managed client relationships with C-level executives measured on offshore growth, delivery, client satisfaction and value innovation• Actively consulted with the CIO’s management team on various GCC models such as Greenfield, Brownfield, JV, Hybrid, B-O-T etc. to choose the right model as per client need, establish best practices, and optimize the talent usage at offshore. • As an endeavor to mature offshore Centre’s relationship with UK, built and established a model for GLT (HSBC’s offshore Centre - GCC) to optimize the usage of GLT in order to leverage GLT’s experience and expertise in terms of creating incremental business value reducing cost or growing income.• Management of direct relationship for HSBC Global Premier and Advance business at HSBC UK.