Standard Chartered Bank is a Global Bank with extensive reach across many of the growth markets in Asia and MENA. As the Bank came through COVID, additional resources were put forth to continue to capitalize on the growing opportunity presented to the bank across western Financial Institutions, particularly in light of the large pools of capital being deployed across the private markets within the US and Europe. As FI management recognized the exponential growth which the US sponsors business was undergoing, I was appointed to lead the European team in addition to my role of leading the US. I was responsible for growing our franchise across a broad region and coordinating products and services relevant for our clients. Importantly, the bank made a concerted effort to service these key clients across many of our footprint markets, but also began to finance various projects across OECD markets which presented a much larger opportunity for the bank. Several important milestones were achieved over the following 2 years: > We realized exponential growth across several of our large US and European clients. The overall portfolio grew significantly. > The bank became materially more relevant to many of the large sponsor clients we banked and realized revenue across several new verticals including lead arranger roles in certain financings, deal contingent hedges, and advisory roles across buy side and sell side mandates. > Our activity across corporate buy outs, infrastructure, real estate, and other bespoke financings increased dramatically. > Significant growth occurred across subscription financing, NAV/hybrid, as well as GP deals.

Standard Charted Bank is a Global Bank with extensive reach across many of the important developing markets across Asia, Africa, and the Middle East. During the COVID-19 Pandemic, Standard Chartered extended $1B in credit at cost in order to help its clients across its broad footprint. In 2017, the Bank decided to set up a completely new coverage vertical to focus specifically on large international financial sponsors. After vetting several internal candidates, the Americas CEO along with the Global Head of Financial & Strategic Investors Group (FSIG) invited me to spearhead a second start-up venture within the Bank to create and promote innovative products and services. In this new role I was responsible for creating a multimillion $ revenue stream out of a fledging segment that needed more structure and organization.I was accountable for the growth strategy proposed to senior management that included: new targeted coverage plans, new client attraction, and recruiting, hiring & mentoring a new high-performance team.In this role I successfully:► Opened doors for the Bank to new markets that were previously underserved.► Generated a 9+ figure revenue stream for this start-up segment.► Led the rollout of new products and services to large sponsor clients across Acquisition Finance, Leveraged Buyouts, CRE Opportunities, Infrastructure Projects, Subscription Finance Origination, and Sustainability. ► Established a strong pipeline of derivative hedges across our client base for long-dated macro hedges that are growing at 30% annually. ► Grew revenue at 25%+ CAGR since business was launched in 2017.

Standard Charted Bank is a Global Bank with extensive reach across many of the important developing markets across Asia, Africa, and the Middle East. It serves its US client base with international financing, hedging, and advisory needs in cross-border financial products and services.Unlike most of its competitors, Stan Chart was profitable throughout the GFC. Based on that substantial success and the strength it had in its US Financial Institutions business, the Bank decided to hire specific expertise that could convert its nascent efforts into a significant, standalone profit center. I was recommended to the search firm that the Bank retained to head its new Investors Coverage vertical. Key requirements included: Expertise across broad financial products, derivative contracts, and solid experience in macro-economic trends. From an initial pool of 100+ candidates, narrowed down to 6 finalists, I was selected to spearhead this launch. This was essentially a start-up venture within the Bank designed to capitalize on a segment of the market that was missing. I was honored when the global head of FI told me that my role was the most important hire the Bank was making in 2010.Like any new business owner, I was responsible for creating growth strategy for senior management, developing coverage plans, attracting new clients, as well as recruiting, hiring & mentoring a high performance team.In this role I successfully:► Grew revenue over a 7 yr period in excess of 25% CAGR. ► Led the team with the highest revenue growth rate, highest Return on Risk Weighted Asset percentage, and largest regional segment within the global business line. ► Penetrated our client base with FICC product set. ► Acted as “player/coach” with responsibility for two of the top clients in the portfolio both in excess of 15mm in annual revenue.

Spearhead is a boutique financial services firm that delivers customized solutions for ultra-high-net-worth investors, family offices, and asset management firms. During my tenure, Spearhead was consistently regarded as a top placement agent that provided its services to a broad range of end investors on behalf of top tier investment management firms. During this time in the market, it proved to be a difficult period for liquidity and fundraising across the entire industry. In 2007, while I was still at Citigroup, Spearhead’s founder approached me on several occasions to consider joining his team. Initially I was reluctant to move, but following Citigroup’s downsizing of 40k employees, I reconsidered. I was flattered when Spearhead reached out to me within the same week that I left Citi in 2008. I later learned that they had reached out to several of my Citigroup clients who gave me high marks. From late 2008 well into 2009, the market experienced a deep trough of illiquidity and market dislocation. Although Spearhead had a top-tier product with outstanding risk management and positive 2008 performance, it was extremely challenging to raise assets while virtually all of our Investors felt severely constrained by the lack of liquidity and drawdowns in their portfolios. I realized that I was watching a case study in severe asset and liability mismatch due to groupthink. Investors had gotten out over their skies in liquidity management and improper risk mitigation that magnified this global crisis.