Fulfilling the role of Chief Operating Officer (COO) for the Americas Treasury team, my collaborative efforts spanned Liquidity, Capital, IRRBB, Resolution and Recovery Planning, and Market Treasury teams. Together, we executed Global Treasury strategies, spearheaded transformation projects, and strengthened risk mitigation, governance, and controls throughout the Treasury function.◼️ Enhanced regional Treasury operations by upgrading capabilities, integrating data analytics, and resolving data quality issues, all while maintaining global transparency and consistency.◼️ Led the establishment of the regional Non-Financial Risk (NFR) forum, a senior risk committee that focused on operational risk governance and controls, leading to significant improvements in issue escalation and remediation processes across Treasury.◼️ Managed the implementation of a comprehensive financial risk and control assessments across all Treasury risk types, setting up risk taxonomy, developing plausible stress scenarios, assessing control effectiveness and residual risks.

Spearheaded a transformative restructuring project in SCB’s largest regional market, Greater China North Asia. My leadership was instrumental in driving growth and enhancing business performance. I orchestrated comprehensive B/S optimization initiatives, capitalizing on the region’s dynamic market opportunities. This resulted in significant liquidity cost reductions and improvements in capital efficiency. Also, I guided the regional B/S Management team to adhere strictly to enterprise risk management approach, ensuring robust liquidity & capital resource management. Our efforts were pivotal in steering the bank through the tumultuous times of the HK protests and the Covid pandemic, all while maintaining compliance with risk requirements and regulatory standards.◼️Established the Regional Assets and Liabilities Committee (RALCO). Drove organizational restructuring into a major regional hub with a material balance sheet and significantly reduced liquidity costs and RWA capital charge.◼️Steered the organization through several pivotal challenges such as the HK protests and the COVID-19 pandemic by fortifying the balance sheet, instituting comprehensive risk management frameworks, and ensuring the effective management of liquidity and capital risks.◼️ Established a robust Enterprise Risk Management (ERM) framework as ALCO Secretary; enhanced liquidity and capital risk monitoring and orchestrated robust thematic reviews, ensuring effective oversight across liquidity funding, B/S forecasting, stress testing, ICAAP, Structural FX, IRRBB, RRP and intra-group funding.◼️Optimized capital deployment analytics and navigated regulatory hurdles to enable dividend repatriations. ◼️Developed a successful team with high-caliper professionals recognized for exceptional talents and sought after within the bank and across the industry.

Recruited to lead Business Finance, Performance Management and Product Control teams, including recruiting and developing 15 onshore and offshore staff. Serving as the Head of Finance and Interim CFO for the Americas region, I business partnered with the CEO and the senior management team to support reliable financial planning, forecasting and performance analysis, alongside influencing key business decisions with detailed reports on financial performance, risks and opportunities. I also provided financial and operational controls, P&L reports and valuation support for the Financial Markets business.◼️Awarded a place on the Future Leaders Program in recognition of consistently top-tier performance. ◼️Appointed as Interim CFO, involving collaboration with the CEO and Senior Management Team to define business strategy, delivering change and providing a seamless handover to the permanent CFO. ◼️Advised senior leadership on strategies focused on balance sheet returns and leveraging the bank's international network for client income growth, positioning SCB Americas as a top-performing region.◼️Delivered data-driven insights to guide senior leaders in assessing financial performance, identifying risks, and driving strategic opportunities.◼️Built a high-performing Product Control team, strengthening P&L reporting, price testing processes, and ensuring SOX and IFRS 9 compliance.◼️Prepared financial presentations for the CEO, rating agencies, investors and board meetings.

◼️2008 to 2009: OpHedge Investment Services: Fund Administration Director of Valuation and P&L◼️2005 to 2008: Bear Stearns: Managing Director of Credit Fixed Income BU Controller◼️1994 to 2005: Various (PwC, Salomon Bros, Merrill Lynch, Deutsche Bank, Morgan Stanley etc.): Auditor, Investment Banking Analyst & Product Controller