BR is a global Fintech leader, listed on the NYSE with a market capitalization of ~$22 billion and more than $6 billion in revenue. It provides investor communications and technology-driven solutions that drive digital transformation to banks, broker-dealers, asset and wealth managers, public companies, investors and mutual funds.Finance and Business Partner for the corporate functions Executive Leadership team- Conferred CFO Award for outstanding contribution after joining BR for… Show more BR is a global Fintech leader, listed on the NYSE with a market capitalization of ~$22 billion and more than $6 billion in revenue. It provides investor communications and technology-driven solutions that drive digital transformation to banks, broker-dealers, asset and wealth managers, public companies, investors and mutual funds.Finance and Business Partner for the corporate functions Executive Leadership team- Conferred CFO Award for outstanding contribution after joining BR for only four months.- Key Partner to the Head of each corporate function (Finance, Human Resources, Legal, Corporate Strategy and Product) to drive financial direction and results, leading 3-year strategic and operating plans, forecasts and month-end closes.- Lead corporate function review meetings with the CEO, CFO and Head of each corporate function- Enhance services provided to the corporate functions. i) Establish standardized and insightful financial reporting for each corporate function.ii) Advance workflows amongst various corporate functions through regular interaction with respective leadership teams.iii) Collaborate with legal team and IT to identify and implement a vendor management system that would provide better control of outside counsel spend.iv) Revised vendor rebate process to encourage better business behaviorCFO of “Corporate Other Segment” (all items outside of reportable segments)- Lead quarterly Mgmt Discussion & Analysis review meeting of the Corporate Other Segment with the CFO.- Ensure proper reporting of the Corporate Other segment, which consist of certain gains, losses, corporate overhead expenses and non-operating expenses that have not been allocated to the reportable segments, such as interest expense.Led task force to explore the establishment of a FX hedging program to support BR’s continued global expansion.- Selected by the CFO to lead a cross-functional team consisting of senior leaders from Treasury, Accounting, Tax, Legal and IT Show less

SVP Restructuring and transformation program ("CTA") controller for HSBC Europe (“HBEU”) with program cost of c$3bnEnsure all restructuring and transformation programs impacting HBEU Global Businesses (i.e., Commercial Banking, Global Banking and Markets and Wealth and Personal Banking), DBS (i.e., Technology, Operations and Business Services) and Global Functions (i.e., Risk, Compliance, HR, Finance, Legal, etc.) are on track and delivering agreed benefits

Group restructuring and transformation program for DBS (Technology, Operations and Business services) and Global Functions (i.e., Risk, Compliance, HR, Finance, Legal, etc.) with a total cost based of c$4.5bnSetting up of reporting environment and implementing consistent and accurate reporting for DBS and Global Function- Coordinated the setting up of program specific reporting units to ensure transparency and accountability- Established the restructuring cost and benefits… Show more Group restructuring and transformation program for DBS (Technology, Operations and Business services) and Global Functions (i.e., Risk, Compliance, HR, Finance, Legal, etc.) with a total cost based of c$4.5bnSetting up of reporting environment and implementing consistent and accurate reporting for DBS and Global Function- Coordinated the setting up of program specific reporting units to ensure transparency and accountability- Established the restructuring cost and benefits tracking requirements for DBS and Global Functions- Drive the offshoring of cost performance and analysis function once the processes and controls are established- Successfully built and trained offshore team to take over the function Show less

HOST is HSBC’s Technology and Services division supporting the Global Businesses and Global Functions and currently has a Global cost base of USD 10bn. HOST comprises of Corporate Real Estate, Technology, Global Operations, COO office and Procurement. HOST Americas has a cost base of $2bn and operates in US, Canada, Mexico, Argentina, Chile, Uruguay and Brazil.- Manage and provide strategic direction to the month end close, forecast and other planning and analysis process for HOST… Show more HOST is HSBC’s Technology and Services division supporting the Global Businesses and Global Functions and currently has a Global cost base of USD 10bn. HOST comprises of Corporate Real Estate, Technology, Global Operations, COO office and Procurement. HOST Americas has a cost base of $2bn and operates in US, Canada, Mexico, Argentina, Chile, Uruguay and Brazil.- Manage and provide strategic direction to the month end close, forecast and other planning and analysis process for HOST Americas- Responsible for Financial Business Performance and Business Partnering across the Region and into the Global team- Head of Finance for HSBC Technology & Services (USA). Inc. (HTSU)- Manage a culturally and geographically diverse (e.g., Chicago, Buffalo, Chennai, etc.) team of over 30 professionals supporting the Americas region Show less

GM mgmt and Shared Services Cost allocation,/ Performance Analysis/ Compensation Control & Perf. AnalysisComp mgmt & Stakeholder mgmt• Created a comp analysis team in 2007 as a direct request from CEO to provide value-added analytics• Served as primary business partner into Group Finance and HR Exec Comp for all BoD Comp Committee materials and comp-related issues• Served as CCAR independent evaluator• Managed GM/ IB businesses and Group Finance function stakeholders on… Show more GM mgmt and Shared Services Cost allocation,/ Performance Analysis/ Compensation Control & Perf. AnalysisComp mgmt & Stakeholder mgmt• Created a comp analysis team in 2007 as a direct request from CEO to provide value-added analytics• Served as primary business partner into Group Finance and HR Exec Comp for all BoD Comp Committee materials and comp-related issues• Served as CCAR independent evaluator• Managed GM/ IB businesses and Group Finance function stakeholders on all comp-related input into Group-wide forecasting, budgeting & planning processes• Initiated and ran a mthly fcst (fcst) HC review & challenge process between GM and HR, to improve understanding, data quality and cost projectionFP&A• Developed comp fcst, budget and fin'l plan (FP) for MIS with GM/ IB businesses with linkage to Legal entity (LE) reporting• Created customized reporting solutions for senior mgmt- Prepared GM/ IB weekly report and perf dashboard for GM/ IB CEO and Group CFO- Created a mthly fcst reporting pack for CFO detailing key events and variance analysis- Created a qtrly earnings backup pack for use by CFO during external reporting prep sessions Expense Mgmt & Process Improvement• Supported cost savings efforts working with HR, FA, and Business COO & CFO teams• Enhance expense mgmt capabilities- Created a salary fcst model with HR Exec Comp that links all known HC activities, thereby allowing mgrs to see immediate cost of staffing decision and improve cost control- Built robust process with Comp acctg team in Singapore to ensure all known acctg events are captured in the fcst and FP, thereby eliminating exp shocksPerf. Analysis• Developed models with the GM/ IB CFO to facilitate objective “pay for perf.” discussions- Based on various capital adj. perf. measures (e.g., cost of capital based on hybrid, RWA, Leverage, etc.)- Based on perf. tiering of business lines• Led various ad hoc initiatives (e.g., KPI, IB Alt. view analysis, etc.) Show less

IB Planning and Analysis• Managed team for IB segment’s Quarterly Full year Forecast and Outlook process, interfacing into CS Group - Provided performance metrics and commentaries on financial performance to Executive Office for external release - Analyzed the performance of all product groups across CSFB’s Institutional Securities and Wealth and Asset Management business segments - Designed processes to facilitate regular production of ad hoc analysis requested by CFO… Show more IB Planning and Analysis• Managed team for IB segment’s Quarterly Full year Forecast and Outlook process, interfacing into CS Group - Provided performance metrics and commentaries on financial performance to Executive Office for external release - Analyzed the performance of all product groups across CSFB’s Institutional Securities and Wealth and Asset Management business segments - Designed processes to facilitate regular production of ad hoc analysis requested by CFO Office (e.g., developed the first Essbase reporting cube, etc.) • Oversaw Americas regional reporting function for regional CEO and COO • Received Credit Suisse Award, 2006 for US GAAP project Show less

Planning & Analysis/ Global Expense Management• Led team to convert CSFB Global P&L reporting system from Swiss GAAP to US GAAP and implemented an MIS reporting environment that facilitated reporting of both Swiss and US GAAP results with successful switchover on Jan 1, 2004

Global Expense Management• Led global functional design team to implement a global Activity Based Costing (“ABC”) system that allocated for a c$2.4bn expense base• Managed team to perform monthly cost allocation analysis of CSFB Europe’s c$900m expense base

Global Expense Management (Seconded to New York Office)• Led global team in integrating DLJ’s overheads allocation system into CSFB’s system framework following the CSFB and DLJ merger. Project successfully completed on scheduleManagement Accountant (Jan 1997 to Jul 2000)MIS reporting team• Designed tools that clearly laid out the source-to-target relationship in the cost allocation process thereby facilitating resource allocation negotiation• Facilitated… Show more Global Expense Management (Seconded to New York Office)• Led global team in integrating DLJ’s overheads allocation system into CSFB’s system framework following the CSFB and DLJ merger. Project successfully completed on scheduleManagement Accountant (Jan 1997 to Jul 2000)MIS reporting team• Designed tools that clearly laid out the source-to-target relationship in the cost allocation process thereby facilitating resource allocation negotiation• Facilitated transfer pricing process for the Pacific region by designing a financial model for use by Tax and Financial Controllers Show less

20th Singapore Artillery Commanded a fifty men motor transport platoon responsible for the mobility of a 400-man 155 mm artillery battalion.