Chris James Email and Phone Number

Responsible for enabling the delivery of the Operational Risk transformation vision through the alignment of change programs and the proactive management of potential implementation roadblocks.- Collaborating closely with various initiative leads to understand program success factors and dependencies, and ensure appropriate support is provided from conception to delivery.- Facilitating and leading Operational Risk Change Forums at both the Senior Executive and change initiative levels, focused on identifying, addressing, and overcoming barriers that will impact implementation.- Designed and co-facilitated a leadership offsite focused on executive commitments-to-success and enhancements to the Operational Risk Strategic pillars. - Increased visibility to upcoming and implemented changes, improved partner engagement, and advanced risk knowledge by leading the redesign of internal Risk Practice sites.

Led representatives across Advisory & Oversight in designing and delivering a dynamic Operational Risk Profile methodology used for quarterly Enterprise reporting, to provide key insights to senior management on operational risk strategy, posture, appetite, and exposures, emerging risks, external and internal events.Provided advice and guidance through independent operational risk oversight and challenge as P&CB Operational Risk lead for change-the-bank initiatives including Payments Modernization, Operational Resiliency, and LIBOR reform program.Designed and led executive tabletop simulations focused on critical risk exposures and emerging risk priorities, such as the use of data aggregation and Ventures acquisitions.Increased engagement across Operational Risk Centres of Governance supporting Personal & Commercial Banking through a monthly forum for members from across the teams to bring forward their work or priorities, talk through internal or external events of interest, emerging risk areas, etc.

Guiding key performance strategies for Business Financial Services & Private Banking (i.e. next generation sales and service optimization strategies) and developing analytical studies/business processes (i.e. 5 year role forecast, role economic models) to prove business cases for incentive changes and estimate resulting business impact

Employing a consulting mindset, I am responsible for driving initiatives from concept to implementation in alternative and non-traditional distribution channels, such as RBC Wealth Management Canada, RBC Group Advantage and the Shoppers Retail Channel.These initiatives are done in support of the Personal & Commercial Banking strategy to acquire net new-to-RBC clients. Working closely with partners in Product and Business Support functions, I strive to find and develop innovative ways to drive channel success by creating and enhancing current capabilities centered around client acquisition, product activation rates, retail engagement, and improving the client in-store experience. My role involves undertaking detailed analysis into client and income drivers to create a recommended course of action and to effectively monitor initiatives to ensure Key Performance Indicators are met. My success is predicated on collaborating with internal and external partners to address monitored issues.

Reporting directly to the National Operating Officer, responsible for Operational oversight and leadership throughout the largest Private Banking region in RBC by ensuring a compliant foundation, identifying opportunities for cost reduction and revenue generation, and soliciting feedback to operationally improve the client experience.- Directly led a team comprised of 12 direct reports; Operations Managers responsible for the primary AML, Operational Risk, Privacy and Cash oversight within each sales unit; and a team of Sales Operations Support Officers and Data Management Officers centralized to onboard new Private Banking clients, and service existing relationships.- Lead member of cross-departmental team for premises expansion, comprised of premises managers, project managers and operations managers, to ensure that growth strategies can be realized.- Eliminated approximately $100m of wire fee leakage year-over-year, compared to other regions with growth in fee leakage, through the development and implementation of specific strategic initiatives targeted to fee collection, and strong partnership with sales partners.- Increased efficiency ~30% year-over-year, through workload management of activities for Private Banking Associates and Operations Support officers, through observational coaching and analysis of team volumes and throughput times.- Successfully developed and implemented routines and reporting into Support Team work volumes to determine and eliminate rework for internal partners, and reduce the amount of client impact errors. These initiatives resulted in an average outbound transactional quality rate over 99% by end of fiscal 2012.- Improved internal audit scoring from "requires improvement" through comprehensive reviews of processes with process mapping, change workshops with management stakeholders, and bi-weekly status updates to ensure control effectiveness.

Member of a cross functional team of AML Compliance (OSFI Relations), Legal, and Client Strategy group to develop strategies and procedures for changing AML regulations, and allow for minimal client impact while maintaining regulatory compliance.- Identify and present sales opportunities through process initiatives that add value to both the client and RBC, and work with National Office Sales group to implement and develop new product offerings.- Act as Process Owner for Anti-Money Laundering, Regulatory and legal and end to end process for first product opened with RBC, as well as in developing business strategies for Business Financial Services, for nationwide rollout.- Acted as Non-Personal Operations Lead for the Foreign Account Tax Compliance Act (FATCA) strategy group, which evaluated the current regulatory environment, advocacy efforts toward changes to the Act, and develops the strategy framework for operational changes and implementation required to meet the Act’s mandated requirements, and client impact related to compliance with US legislation.- Created detailed Sales Unit and Business Service Centre procedures, which outlined the processes and AML/Regulatory/Legal requirements for on-boarding new and existing clients with RBC, and AML Verification procedures in Montreal and Toronto Business Service Centres, as well as adding increased efficiency, reduced error rates, and improved client impacts.- Created and hosted nationwide training for policy and procedure changes relating to AML and new client onboarding attended by Business Sales Units and Toronto and Montreal processing centres.

- Develop, maintain and protect relationships with a portfolio of high value corporate/Private Banking clients, with emphasis on Banks and Financial Institutions, as well as corporations involved in retail sales.- Quarterback initiatives involving different divisions within Global Banking (specifically document risk, customer service, and implementation teams), Capital Markets, Legal, Treasury, and Anti-Money Laundering Financial Investigations Unit to ensure service level agreements with clients are met and regulatory requirements for transactions are met and adhered to. - Offer exceptional client service, innovative products and tailored solutions in a continuing effort to strengthen partnerships with clients, addressing their needs and creating value while remaining profitable.- Anticipate service issues and proactively work to remedy concerns before they escalate, and resolve other issues as they arrive in an efficient manner.- Identify and present sales opportunities that add value to both the client and RBC, and implement product offerings.- Establish standards of performance, and communicate service level commitments to the client through formal or informal meetings.

- Act as Subject Matter Expert for all Client Information Database, Online Business Banking (OLBB), Advanced Commercial Banking Systems (ACBS) & Credit Management Systems (CMS) excess related inquiries. - Primary excess management contact between RBC Service Managers, Credit Transaction Managers, Cash Managers and senior and/or executive level contacts within the Treasury or Finance department of clients.- Work with Debt Product Liability Teams in resolving excess situations involving Advanced Commercial Banking Systems (ACBS) & Credit Management Systems.- Regularly act as credit advisor to Service Managers and business current account product advisor to Capital Markets Credit Transaction Managers.- Reconcile all regular internal GBSC accounts through investigations with Account Services Officers.- Monitor, investigate and report Client Information Datamart excesses for Canada and United States