Led the Project Management Office which coordinated and governed AMIN acquisition of L&T Investment Management with assets under management (AUM) of INR803bn (US$10.8bn) and over 2.4m active folios to ensure a seamless integration from a people, culture, operations, technology and 3rd party vendor prospectiveSupported in implementing the policies of the organization along with their execution and awareness in order to inculcate a culture of ownership and responsibility across the organizationSupported relevant functions in escalation of significant issues and exception items identified as a result of policy reviewsProvided effective assurance on the implementation of the Enterprise Risk Management Framework (ERMF) as part of L&T integrationMonitored Internal Audit observations and presented them in relevant governance forumsDesigned and conducted training sessions with a goal to improve the embedment of ERFM with both the existing teams and new hires to ensure we instil the culture of improved risk decision makingPerformed regular risk and control assessments focused on both Financial and Non-Financial Risk themes taking in account both the Residual and/or Inherent risk of the portfolioLed on the development and management of the organisation’s approach to risk management, monitoring and reporting on organisational risks Oversaw the change management process for policy and procedure impacted due to the large scale of change

Developed and maintained a tailored Risk Appetite Statement and processes for HPFT and the MPF BusinessMonitored the HPFT specific entity risk management framework in accordance with Group Risk Management Framework. This encompasses managing and developing a comprehensive process for assessing, identifying, and reducing pertinent key risks that could interfere with the business objectives and goalsOversaw changes in regulations for applicable area(s) of coverage, including advising business leaders on those changes, directing the appropriate teams to implement or amend policies, standards, procedures and/or processesAdvise and challenge Risk Owners, Control Owners and CCO on the identification, impact assessment, resolution and investigation of material internal risk events relating to the MPF BusinessDesigned and led a comprehensive process for assessing, identifying, monitoring and reducing pertinent business risksAccurately and timely prepare relevant top and emerging Risk reports, Risk Maps and Risk Appetite Statement DashboardsEnsured effective measurements of key risks are established and monitored in consideration of risk coverage plans, communicate related results to stakeholders and provide oversight for the remediation of out of tolerance resultsRepresent HPFT and MPF Business when attending internal and external regulatory meetings in relation to risk management and assist in developing industry best practices while fostering strong relationshipsContinually reassess the operational risks inherent in the business, taking account of changing economic or market conditions, legal and regulatory requirements, operating procedures and practices, org restructures and the impact of new technologySupport the fully reconstructed HPFT Trustee Board and Executive Committee as well as the Business by ensuring appropriate risk management structure, policies, and strategies are in place

Overall responsibility for the delivery of time-bound “Overhaul Program”. The objective was to ensure HPFT undertook and completed an Overhaul of the Trustee business in response to regulatory actionsInfluenced the redesign of the WPB scheme administration system to address deficiencies relating to the WPB administration and operational efficiency of MPF schemes to ensure that HPFT can discharge its responsibilities effectively as an approved MFP trusteeLed the PMO for the MPF Overhaul Program and appointed Secretary of the MPF Overhaul Steering Committee. Primary responsibility was engaging stakeholders namely the HPFT Board, HPFT Audit and Risk Committee and Group Change Committee on the status of the programEstablished and maintained a risk management and compliance monitoring framework which is dedicated to HSBC MPF business and operations and to identify, assess, manage and mitigate/ eliminate risks effectively and efficiently to ensure HPFT’s compliance with the MPF regulatory frameworkDesigned and delivered key initiatives to enhance the Board’s oversight of HPFT business and operations to protect the interest of scheme membersEnsured all delivery is completed to time and budget in line with agreed strategic objectives and imperatives, adjusting as necessary to optimise the value of the portfolio and drive the desired outcomes.Worked shoulder to shoulder with IT, Finance, Strategic Planning, Audit, Risk and Communications across the Bank to ensure executive buy-in to the transforming outcomes pre, during and post the programme deliveryRepresented HPFT and HSBC as a key point of contact for the regulators and professional bodies relative to portfolio and programmes of workProject leader for the Board of Directors of HPFT and HSBC leaders for all matters related to the program

Oversaw the implementation of processes & controls, ensuring compliance with local & global mandatesProvided oversight and monitoring over regulatory responsiveness and regulatory change activities in APACPerformed and evaluated the Risk Control Self-Assessment (RCSA), Regulatory Risk Self-Assessment (RRSA) for the business units in APACPartnered with regional Compliance and ORM (Operational Risk Management) to provide a technology and operations view of current risks and emerging risk pertaining to people & processesAssisted in the interpretation and implementation of new regulations and group policies, to address, manage and mitigate impacts of such changes, in a practical and effective mannerConducted proactive assessment of issues raised by Internal Audit and regulators to identify trends/ themes and designed risk mitigation plans

Managing External & Internal vendors to deliver products and services in alignment with agreed business vision and strategy
Liaise with vendors to deliver at a Corporate Banking (CB&S) portfolio basis globally; oversees ongoing improvements to operations ensuring alignment, operation and delivery against CB&S expectationsDelivered agreed vision and strategy at a global level for vendor structures, practices and tools necessary to deliver for CB&S
Responsible for implementing and monitoring consistent processes to manage vendors and ensuring performance metrics are in place and tracked
Managed relationship with vendors across multiple business lines, regions, products/ services
Acted as the lead interface to redefine, establish and maintain commercial model changes and creating and maintaining standards for demand management
Reviewed and communicated knowledge of service level agreements (SLAs) and metrics defined across the CB&S engagement
Globally ensured effective cross functional/regional communication and engagement with stakeholders at all levels Contributed to the CB&S Service Management strategy, globally. Particularly regards the Target Operating Model, Tradeplant Standards and Vendor ModelProvided regional oversight of operations particularly regards the Incident, Problem, Change, Transition processes
Close management of Operational Risk within the CB&S Production Management domain Developed and implemented strategies to deliver continuous improvement through implementation of best practices, for execution of transformation and transition projects and for managing service provision through partners
Responsible for the creation and implementation of ITIL-aligned Service Level Management policies, processes and procedures Planning financial forecasts and analysing impact of any changes to forecast; tracking performance against budget and accountability for achieving cost targets regionally

Installing, generating and improving MIS for control of Regional CB&S Production processes and supporting decision making and governance forums 
Defining, implementing and continuously improving policies, processes and procedures to support the management of the CB&S Production function Tracking organisational objectives to ensure performance against targets on stability, quality and satisfaction measuresResponsible for the design and execution of risk and control initiatives and processes including operational risk programmes and legal/regulatory programmes
Responsible for the proactive self identification and in-depth analysis of risks and resolutions
Assured continuous improvement based on divisional and best practice standards in conjunction with partners in legal, compliance, audit and security
Oversaw improvement projects such as SFC Electronic Trading 2014 as a member of regional working groups and has responsibility for the quality of project execution and outcomes Liaise with other functions and regions regularly to ensure the integration of risk initiatives and projects

Responsible for co-ordination and delivery of Global Strategies across APAC with a scope of Fixed Income, Credit, FX, Commodities, Equities, Prime Finance, Listed Derivatives.Developing, communicating and executing a coherent strategy that supports a changing, global business.

Served as lead analyst and developer for forms development processes & configuration for the company’s property & casualty insurance application. Gathered requirements, designed, developed, tested, and deployed various application to replace mainframe functionality.Developed a five-year plan weighing different options for developing a new enterprise platform. Included factors and metrics related to personnel, software, hardware, and miscellaneous costs. Findings used by executive management to determine the technical direction of the company

Served as requirements analyst for multiple, concurrent projects with a focus on requirement gathering, leading small to medium sized JAR/JAD sessions for application development.Assisted the project manager in developing and tracking project & capacity plans.