Responsible for implementation and adoption of the SLA Performance Management (SPM) system. SPM tracks scheduled batch deliverables across the entire organization, gathering job completion data from diverse scheduling systems, monitoring performance against defined SLAs. The linking of SLAs establishes a comprehensive front-to-back flow across batch operations, promoting operational excellence. • Managed the successful implementation and adoption of a Bank wide SLA Performance Management system • Defined user stories, prioritized backlog, participated in demos and responsible for User Acceptance Testing (UAT). Functioned as Product Owner with Subject Matter Expertise (SME) on SPM. Ensured sprints delivered mix of new features and production issue updates• Integral in the adoption of SPM globally through education and demonstration of system benefits. Led multiple sessions with Technology management and direct support staff. Hosted office hours multiple times a week for any team member that had questions• Designed Tableau dashboards presenting SPM data, empowering global support teams to make informed decisions. Collaborated with teams to monitor SLA performance and improve SLA deliveries• Tracked and presented program status, risks and issues to senior management• Collaborated with global support teams to provide SQL integration with multiple auxiliary systems, leveraging SPM data to effectively track and analyze job and SLA performance. • Designed automated reporting to capture and analyze data issues for the project team to help improve SLA performance • Project managed the delivery of job completion data via API for global support teams that didn’t utilize core scheduling systems• Project managed the connectivity to an additional scheduling system used across multiple groups in the Bank. Job completion data successfully pulled without impact to scheduling system and fed to SPM for SLA tracking

Responsible for application development, project deliveries and support functions across back-office: Finance, Regulatory, Treasury, Operations, Compliance, Human Resources, Legal, Credit Risk, Market Risk, Data Custodian, Batch Support, and Reporting Shared Services.• Managed IT strategic planning, budgeting, and policies for Back Office Technology, ensuring regulatory adherence and timely, on-budget application delivery• Led core Back Office team, transitioning a 25-year-old in-house front to back Fixed Income system to Broadridge solutions, reducing support requirements and costs. Created a new consolidated reporting Database for Back Office, combining Fixed Income, Equities, Futures and FX products• Orchestrated a strategic reduction in the Back Office Technology team from 130 to 50 in alignment with the outsourcing and globalization of systems. Restructured resources to ensure continued support and Business-As-Usual (BAU) enhancements for regional systems • Collaborated with NatWest Markets US Back Office Business Heads (CFO, Controller, COO) to outline the capabilities of new systems and to make the technological and procedural changes necessary• Introduced Robotics Process Automation (UiPath) to the US region for NatWest Markets, evangelizing the technology, educating stakeholders, and successfully driving its adoption• Spearheaded the redesign of an automated batch system, integrating new vendor software, leading to decreased support resources and accelerated overnight processing• Delivered RPA bot processes to automate P&L reconciliations, intra-day funding tracking, and morning reporting. This initiative liberated resources to focus on higher-value tasks, enhancing accuracy and ensuring consistent delivery times• Designed and implemented the Daily Integrated Reporting Tool, pulling data from multiple sources, providing a consolidated view of P&L, Balance Sheet, Regulatory Capital and RWAs

Created and led a team of regional Business/Technical analysts, serving as primary architects for US system designs. • Technology Program Manager for the Intermediate Holding Company (IHC) program. As regulatory thresholds changed, managed the transition to Enhanced Prudential Standards seamlessly and successfully delivered the program. • Represented the US as a key member on the global Finance Technology Design Authority. Played a pivotal role in enhancing, reviewing, and globally approving Finance system designs• Responsible for documenting the complete architecture design of all current systems in US technology• Central role designing future architecture in US region, minimizing short-term tactical efforts in-lieu of long-term plans• Finance technology resource on the Finance front to back lineage program, responsible for tracing data points from instantiation through to the General Ledger

Expanded the technology group from 4 to 45, establishing a robust structure for application development, project delivery and support for the Finance department.• Engineered and developed critical software to calculate Counterparty charges for commodities under BASEL II, pivotal in determining the viability of a billion-dollar joint venture between RBS and Sempra• Support the regional Oracle installation. Ensure end user access to Oracle Financials, define backup regimes, and identify needed patches. Created and maintained software infrastructure that allowed developers access to the Oracle database• Global technology lead for the consolidation of Accounts Payable (AP) systems across 11 Asian countries into the US Oracle AP system, overseeing resources in the US and APAC. This project delivered amplified controls and efficiency• Technology representative on Risk Weighted Asset (RWA) task force chaired by the CFO, charged with reducing overall RWAs, demonstrating the value of data quality and educating Front Office to help make informed trading decisions• Led successful design and implementation of a 15C3-3 Customer Reserve Calculation system, satisfying a FINRA firm specific mandated action • Retired the ABN General Ledger (GL), migrating all users onto a new Oracle based General Ledger. Designed and implemented a new OBIEE reporting system to replace GL reporting from an ABN in-house developed system• Migrated the General Ledger and all supporting systems, both in and out of Finance, onto a new chart of accounts. This allowed for more accurate and detailed reporting off the General Ledger

Responsible for technology delivery of the Internal Reporting group, focusing on Profit and Loss, Foreign Exchange exposure, Pricing and Cost of Carry.