Daniel Adam Email & Phone Number

Los Angeles, California, United States

Los Angeles, California, United States

Greater Los Angeles Area

Reporting to the SVP of Enterprise Risk Management (ERM), my role was to manage the risk assessment, reporting and risk appetite setting aspects of the ERM program. My role entails interaction with OCC regulators, senior bank executives and colleagues from CNB’s parent company (The Royal Bank of Canada). Key achievements include:- Developing and executing upon Heightened Standards implementation plans for Enterprise Risk Management- Implementing a Appian based, enhanced process for Risk Appetite Metric reporting- Leading the Risk Identification program to assess CNB’s material risks in support of the CCAR program- Leading the annual refresh of the CNB’s Enterprise Risk Appetite Metrics and the quarterly reporting of metric performance- Leading the cascade of Credit Risk Appetite Metrics down to the 1st Line business units- Developing and implementing CNB’s Product Risk Management Policy & Concentration Risk Management Framework- Coaching CNB’s 1st Line business units on Risk Management best practices

Los Angeles, California

I was responsible for the development and implementation of the 2nd line of defense Operational Risk program. This work includes:- Leading the completion of business unit RCSAs and developing the Enterprise RCSA- Redeveloping CNB’s Operational Risk Appetite metrics based on the outputs of the ERCSA- Developing Key Risk Indicators aligned to the output of the Business Risk RCSAs- Leading the development of a Payment Systems risk program- Coordinating CCAR scenario analysis workshops to assess the impact of a range of scenarios on the bank- Developing Operational Risk governance materials for the RCSA, Risk Acceptance and Remediation and Key Risk Indicators- Producing Operational risk reporting for an Executive level audience in the U.S. and Canada - Coaching CNB’s 1st line business units on Operational Risk Management best practices

Greater Boston Area

- Developing and implementing the 1st Line of defense Operational Risk program for SHUSA- Coaching Santander’s US businesses in best practices of Operational Risk Management- Developing and rolling out risk management tools to support Santander’s OpRisk teams across the USA- Presenting monthly reporting summarizing the Operational risk profile of the Santander U.S. businesses to an Executive level audience in the U.S. and in Spain - Managing SHUSA T&O Operational Risk Events and coordinating the completion of subsequent risk mitigating actions

Boston

- Developing the bank’s Process Risk Review Assessment methodology that was rolled out across all business areas and endorsed by the OCC as a best in class approach- Completing 15 Process Risk Reviews & Implementing 37 risk mitigating actions in 2014- Developing and launching a new Incident Management tool to deliver timely and consistent incident management- Leading the bank’s response to a proposed IRS fine that successfully argued the fine was invalid- Development and monthly presentation of Operational Risk reports to an Executive level audience- Managing the recruitment and on-boarding of staff into the Technology & Operational Risk team- Launching and ongoing monitoring of Key Risk Indicators to monitor Operational performance

Leeds, United Kingdom

- Managing the production of over one hundred distinct reports monitoring all aspects of Mortgage Collections and Fraud performance.- Line managing a team of twenty analysts across seven sites producing over 1,000 reports each month to senior stakeholders - Building a database of all the 800+ distinct reports produced across the wider MI teams to identify opportunities to improve the timeliness of reports issued, build in higher levels of automation and share best practice.- Design and co-ordinate the production of a new suite of daily and weekly reporting, monitoring key performance indicators across each stage of the Mortgage customer life cycle.- Deliver monthly reports for the Mortgage Executive team monitoring performance in each of the Mortgage Operations functional teams.- Develop balanced scorecards for each of the Mortgage Operations functional teams that are used monthly to gauge performance against a range of key objectives.

Leeds, United Kingdom

- Provide strategic analysis to support the allocation and recovery of Mortgage shortfall debt through a network of Debt Collection Agencies. Recoveries of £7m were made in 2010, forty percent more than in 2009.- Develop a new approach to Professional Negligence management that doubled recovery amounts. This approach reduced Legal costs, shortened recovery timescales whilst not compromising recovery levels.- Develop and successfully implement a pro-active contact strategy for Mortgage customers believed to be in Financial Difficulty.- Prepare and present a suite of management information summarizing performance in Pre-Arrears and Recoveries.

During my time in the Commercial Cards team I delivered the following initiatives:- Co-ordinating the move from First Data’s Equasion platform to the Vision+ platform the Commercial Cards are held upon- Organizing the first ever interest rate increase on the Lloyds TSB Business Credit Card and then withdrawing it immediately before the rate change date following a change in market conditions- Overseeing the rapid sales and income growth of the cards products through maintaining stakeholder focus on the benefits the cards offered customers and the business- Developing the medium-term strategy that the Commercial Cards team follow

Bradford & Bingley Plc were one of the UK’s leading financial institutions. I joined the Savings product development team in February 2005 and was subsequently promoted in December 2005 to the role of Commercial Manager in the same team. I was responsible for: Setting the interest rates paid on the B&B savings product range and implementing three major interest rate changes generating an additional £10m p.a. of profit  Managing the savings team’s £2m management expenses budget Proving that Bradford & Bingley savings retention can be increased by over 10% through direct fulfilment customer mailings Co-ordinating the testing of the new IT platform the savings portfolio was migrated to in 2007 Managing and developing the Internet based savings products available for Bradford & Bingley. I developed and launched instant access, ISA and fixed term products Third party relationship management of Newcastle Building Society (NBS). The Internet savings accounts I managed were held on NBS systems and I was in daily contact with them.

Master Of Business Administration (M.B.A.), Business Studies, Merit

MBA at a top UK University. Accredited by AACSB, EQUIS, and AMBA.

Cim Professional Diploma, Marketing

Marketing

Ba Hons- 2:1, Business Studies

Business Studies