Corporate Tax Settlement related project

Operated Operational Risk Management (1st Line of Defence), Change the Bank projects, Business Continuity Management, Information Security Management, Data & Records Management

(i) Regulatory Management in WME Domestic: secured WME interest in WM Regulatory Board, WM Derivative Regulatory Reform Steering Committee, set-up and running of 'Regulatory Compass' and Quarterly WME Regulatory Report(ii) WM EMIR (European Market Infrastructure Regulation) Project: established and led project, oversaw and monitored implementation progress in 15 domestic locations, hired deputy project leader and project officer to support(iii) Business Risk topics, e.g. redesigned PEP (Political Exposed Person) and policy implementation process for WME, operated SPOC (Span of Control) review, represent WME in WM MiFID II core team, WM AEI project, WM Risk Culture Supervision SC

(i) ‘Quality Desk’ Germany Project: project lead, organized WM Business Consultants to support (about 12 man months), finalized NBI case and implemented phase 1(ii) CETUS (Wealth Management Platform UBS Germany): coordinated Risk Management and Control Framework, authorization concept and NBI alignment(iii) Executed Cost Reduction Initiative 2011 (WM Europe domestic locations)(iv) UBS Monaco NBI Mortgages Project (expanded mortgages capabilities into France): re-launched project and coached CEO and local project leader(v) Quality Desk UBS Monaco: re-launched project and coached local project leader(vi) Multi-shoring strategy WM Europe: designed new multi-shoring business model(vii) Set-up, advised and coached 'New Capital Requirement Projects' for two of UBS' European entities(viii) Navigated new client advisor how to onboard sensitive UHNW clients and PEPs in one of UBS' European locations (onboarded about 500mio NNM)

(i) Supporting WM & Swiss Bank General Counsel to build up and lead his Business Area (ca. 500 employees worldwide)(ii) Built up and led Business Management Team and covered with team planning, budgeting, resources, infrastructure and logistical support for the function, etc.(iii) Defined and implemented Legal & Compliance Governance Framework

(i) WM Start-up projects (i.e. South Africa, Dubai DIFC, Saudi-Arabia, Portugal, Netherlands, etc.): Mobilized, coached and/or led as subproject leader through all project phases, e.g. Pre-Study, (NBI) Business Case, implementation, and closely collaborated with WM Business Consulting department to assign project managers and project officers (e.g. PMO in Madrid for 12 months with 2 consecutive employees)(ii) Start-up best practice handbook: designed structure and co-author(iii) Cross-Border Booking Solution Project: set-up and led NBI Business Case phase, oversaw and coached two co-project managers in implementation phase and orchestrated WM Business Consulting support (over 2 years about 60 man months)(iv) Cross-Border Business Model: designed and implemented front to back business processes and delineation of responsibilities for Advisory Office business model(v) Business Exit Initiative (client disinvestment project due to US sanction policy): Deputy project leader, oversaw and coached the Business Sector Head and WM Business Consultant (who acted as project leader)(vi) Dresdner Bank Latin America post integration re-documentation project: oversaw and coached WM location head Hamburg and the project leader, inclusive project set-up, monitoring, reporting(vii) Consulted and advised Line Management re WM Acquisitions and Implementation (e.g. implementation challenges, re-documentation of existing clients)

(i) GEAR (Global Environment for Accounting & Risk): stream leader ‘Processes' (redesign of all Accounting and Controlling processes front to back) and orchestrated the mandate with about 10 consultants (about 100 man months)(ii) SBC Wealth Management (Ferrier Lullin, Banco di Lugano, Ehinger & Armand von Ernst): set-up and lead Project Management Office, oversaw mandate with up to 3 consultants (about 40 man months). Implemented new HR system, set-up new autonomous pension fund, new Fringe Benefits package and communication(iii) Integration Dresdner Bank Latin America (legal entities in Hamburg, Panama, Miami and Cayman Island): co-responsibility for set-up and lead of project office and organized mandate with 1 consultant in Panama (about 13 man months). Designed and implemented Acquisition Tracking Tool, project budget and cost control(iv) Operational Risk Excellence: stream and project office leader and mandate leader (1 consultant, about 5 mm).- Subproject Leader Accounting Processes in strategic accounting initiative(v) Section Head