Kimberley Spencer, Cpa Cma Cia Email and Phone Number

-Develop, evolve and manage key elements of the management objectives and key results-Assess business impacts from larger organizational changes and initiatives-Assist SLGI leadership team are aligned to strategy, key messages and philosophies -Chair the SLGI Leadership meetings and prepare agendas that align to business strategies -Collaborate with Finance to proactively perform business management activities for the President, SLGI and VP Strategy including support of annual and longer term business planning cycle and provide quarterly reporting

•Operational Risk and Compliance: focusing on Enterprise Risk Management frameworks and compliance across complex business - mutual funds and insured wealth products (segregated funds, annuities & GICs) to comply with regulatory obligations balanced with meeting their business strategic priorities. •Risk Identification and Regulatory Compliance Management: facilitate, assess, identify gaps and mitigations through various enterprise risk and compliance programs and assessments including Risk and Control Self-Assessments , Fraud Risk Assessments , Regulatory Compliance Risk Assessments and AML/ATF Risk Assessments. This includes navigating enterprise risk and compliance requirements, identifying overlaps with enterprise requirements and regulations to gain efficiencies in risk and compliance programs to ensure they are risk based and fit for purpose. •Risk Committee Leadership: as the Chair and portfolio lead of Investment Solutions Risk & Compliance Committee, provide detailed reporting to provide senior leader oversight on key risk issues, compliance gaps, policy non-compliances, and regulatory change actions to BU leadership & governance teams.•Risk Trends: conduct root cause analysis on operational risk events, identify control breakdowns and control enhancements to prevent re-occurrence and analyze trends in risk issues• Collaboration with Second and Third lines of Defense: lead and support discussions between first line business, second (risk/compliance) and third (audit) lines of defense when identifying mitigations or remediation to meet enterprise and/or regulatory requirements for identified gaps and/or issues.•Risk Based Recommendations: synthesize risk review assessment outcomes to inform decision making and risk appetite discussions with 1st line business and 2nd line risk and compliance professionals.•Team Management: support and mentor a team of four high performing operational risk professionals

• Risk and Compliance Program Support and Training: lead enterprise risk and compliance programs and training for Risk and Control Risk Assessment (RCSA), Key Risk Identification and Reporting, Third Party Risk (including sub-advisor and vendor oversight), Business Continuity (as BCP co-ordinator for Individual business unit), and Records Management (Records Officer), AML Compliance Self-Assessments for all three retail business units (Insurance, Investments, Distribution) and Sun Life Financial Trust.• Business Resiliency Planning and Support: guided the senior leadership Crisis Management Team with robust contingency plans for emergency response planning, lead business continuity tabletop exercises and mock event call tree tests. All gaps identified resulted in appropriate actions taken in the event of a real crisis.

Senior member in the Group Internal Audit (GIA) function planning and executing audits within the Investment Bank (IB), Wealth Management, Global Asset Management, and Corporate Centre divisions. Key responsibilities and achievements include: • Leading, planning and executing the annual audit plan to assess the effectiveness of front-to-back internal controls across various divisions with a special focus on AML/CTF in trade and funding transactions. • Communicating results of audits and investigations to senior management through clear and concise audit issues and reports by presenting control breakdowns, root cause analysis and risk statements for management to effectively remediate issues and concerns.• Leading challenge sessions to discuss control break downs and gaps in compliance with regulatory obligations with senior management with the objective to maintain positive working relationships with key stakeholders. • Applying risk management methodologies to be an effective “Agent of Change” within UBS to provide guidance and support to senior management to bring the division back into risk tolerance for the firm. • Assessing key regulatory requirements to verify obligations are embedded into managements’ controls.• Managing large audit teams (up to 15) across locations for complex products, global processes and regulator jurisdictions requiring comprehension of regulator standards in each location, project management, and relationship management.• Challenging auditors to verify audit report statements are supported by adequate audit assessment results and that workpapers meet internal and regulatory (FED, FINMA etc) global minimum requirements. • Attending thought leadership forums including the 6th Annual Australian Fraud Summit (June 2017)• Utilizing various computer aided audit tools (CAATs) applications and platforms to analyze risk trends in the business including: Excel (advanced knowledge), Tableau Server, ACL.

- Established a risk based internal audit methodology for a complex business model globally- Liaised with Group Risk and business/support units to identify and agree process and operational risks- Consulted on complex asset management and fund of funds structures in a leading asset management firm

- Managed a team of staff on various projects including the end to end audit process involving development of audit plans, resource allocation and client billings- Presented audit findings to the client senior management team through risk based audit reports- Collaborated with several financial services clients such as Babcock & Brown (Operational Risk and Compliance), Perpetual (Unit Pricing), RBC Dexia (Unit Pricing), Commonwealth Bank of Australia (CBA) (SOX) and PMI (Operational Risk and Internal Audit)

- Managed several teams for end to end internal audits for clients- Worked with several clients in the financial services industry including Canadian Imperial Bank of Commerce (CIBC), Manulife Financial, and The Economical Insurance Group- Lead audit manager for The Economical Insurance Group managing a team across different regions- Managed a team of four to six audit professionals in the United States for a SOX project for 12 months which included organising various site visits

- Utilised Global Best Practices diagnostics to determine the root cause of problems as well as help the client improve business performance- Performed gap analysis through benchmarking processes to link functional goals through the dimensions of cost, quality and time