Reporting to the CEO and Board, responsible for Enterprise risk (defining, monitoring and reporting) to the Board, Credit Underwriting, Product & Policy formulation, Portfolio monitoring and Fraud Control. Manage and direct a team of 250 servicing 80 locations across India.Key Deliverables include providing leadership to the Risk vertical and achieve budgets on Business, ROE, PBT, Costs, and Delinquency, besides KRIs for Enterprise Risk.-Devising business road-map and strategy working closely with Business and other functions, execute plans to meet target across 100 locations with a strong thrust on using digital tools. -Attracting and nurturing human talent to ensure consistent understanding and application of organisational Risk appetite, which is not amenable to scoring. • Developed Early Warning Systems (EWS) using data from credit bureaus to monitor “off-us” performance and enquiries. While helping us identify potential defaults mark customers for early collection follow-up, this exercise also helped open opportunities for “up-sell”.• Developed in-house Rating templates for funding construction projects – an exceptionally clean portfolio of over INR1900 Cr.• Conceptualised and implemented Real Time Risk Monitoring (RTRM) – in an environment with complete delegation of underwriting powers there is always a risk of buying wrong credit. To address this concern and to bring a standardized approach, sanctioned but undisbursed cases are picked up based on an algorithm linked to critical deviations taken, to check if the decisioning has been correct. This is done by a central team which shares the findings and works as a super underwriter.• Conceptualised and implemented, fully automated KPI scores for each underwriter for cases underwritten by her on all the performance metrics like TAT, cheque bounces, delinquency. This was a major departure from the earlier system of having branch scores which could not mark out the under-performers.

Responsible for Credit Underwriting, Product & Policy formulation, Portfolio monitoring of product suite including Used car, Commercial Vehicles, Construction/Mining/Medical Equipment loans, Mortgage loans, Education & Hospital infra, Micro Finance, Project finance (Construction & Infra), Supply Chain Finance for an AUM of Rs. 25,000 Crore.Ensuring budgeting, compliance, staffing, performance reviews, succession planning, appointment and management of vendors for legal, technical assessments of collateral, interacting with rating agencies and securitisation.Played a key role in establishing Reliance as the champion of SME – over 75% of our funding is to the self-employed segment where the risks are higher due to difficulty in assessing undeclared incomes or overstated expenses, resulting in higher yields. • Identified new business segments and geographies using Heat-maps from Credit Bureaus e.g. funding industrial clusters in segments like Ceramic Tiles, Plastics, Automotive parts, Pharmaceuticals, etc. For instance, identified the shift to digital printing in Morbi Ceramics cluster helped us build a sizeable book.• Championed assessment based on surrogates and viability to create a sizeable book in funding of Educational Institutes (over INR 1000 Cr.), middle tier hotels, medical and printing equipment. • Developed score-cards for Vehicle and Mortgage loans – resulted in dramatic decline in delinquency trends in Vehicle portfolio. It was a tool we used for providing sanctioning powers to Branch Credit Managers.• Pioneered mobile app-based underwriting on the fly – visiting customer location, geo-tagging, uploading photographs and answering a questionnaire on the mobile to give instant decisions.• Led the team in presentations on portfolio quality and robustness of underwriting practices to the Board, regulators, investors, rating agencies and in due diligence exercises related to stake sale and Bond/NCD issue.

Responsible for Accounting, audits, budgeting & annual plans, investor relations, statutory & regulatory compliance and liaison with regulators & rating agencies.Setting up the systems and SOPs for Securitisation, Stake sale exercise including conduct of due diligence exercise with Big 4, were key additions to my exposure.• Financial planning by o optimising use of CPs for short term products, o NCDs for ALM gaps, lease deals for tax planning, o securitization and direct assignment of loan pools for maintaining CAR• Securitisation of (Vehicles, Mortgage and SME loan pools) – initiated and structured deals, negotiated rates, had the pools rated, created SOPs and templates which continue to be used for deals done today• Successfully led the team in completing financial due diligence for stake sale to investors with different pricing for Mortgage and non-mortgage booko Planned and executed Business Transfer Agreement (BTA) to enable the stake saleo Migrated existing Mortgage loans to RHF by way of direct assignment of loans from RCF to RHF while ensuring a seamless experience for customero Devised cost sharing arrangements for common resources (manpower, infrastructure, shared staff functions including Operations)• Automated dashboards for branch P&L (20 branches) including variance analysis vis-à-vis budgets• Digitised employee claims and vendor payables using Work-flows (over 1000 employees and 300 regular vendors)

Set up operations in 4 months flat, across 10 locations which involved budgeting, recruitment, software selection, set-up and testing, designing SOPs, process manuals, vendor tie-ups, banking arrangements and setting up dashboards and productivity metrics. Operations are responsible for loan file processing and disbursement, banking and reconciliations, customer service and safe custody of documents• First year of operations – clocked book size of INR 7000 Cr with over 100000 customers• About 40% of the operations staff are still with the organization and handling senior roles in Operations or other functions• Outsourced entire back office Central Operations right from the start• Adopted automation like Bar-coding of files to track from branch to storage location, digital image based disbursement, Dashboards using macros on system dumps.

Member - Projects (team directly reporting to Executive Director) May ‘06 - Dec ‘06Identified as Talent and given project responsibility of building relationship with RBI to soften banks image and drive Central Bank key agenda like No-Frills accounts, Pension Accounts, Business Correspondent model etc.Zonal Operations Manager (Retail Assets), West Zone Jan ‘03 – April ‘06Promoted, year on year, from Area to Regional to Zonal Operations responsibilities to handle Retail asset operations including File processing, Disbursement, Document custody, Banking and reconciliations and Customer service walk-ins.Head – Customer Service (Retail Assets - Central Operations) Aug ‘03 – April ‘04Responsible for setting up SOPs, migration of Customer Service Requests complaints to Call centre, training call centre executives, setting up and monitoring on SIEBEL CRM, monitoring and ensuring satisfactory closures within TATs, crunching of TATs.Key Accomplishment – Recognised and awarded as Exemplar of DNA of Collaboration from among 25000 bank employees in the first year of the institution of the awards. Consecutive Best customer service Awards (Retail Assets) from Mr. KV Kamath for Area/Region/Zone.

6 Bottling Units spread across Western India and One Storage Terminal at Porbandar Port. SHV Energy was primarily involved in LPG import, bottling & distribution besides providing LPG in tankers to industrial consumersResponsible for Accounting (Indian and Dutch GAAP), Audit, Taxation, Capex vetting and approvals, MIS, Budgeting, PricingVery good exposure to complicated Excise, Customs and Service Tax law implications (especially transfer pricing to group companies)and catering to dynamic pricing environment - always had to keep an eye on profits while dealing with a various import lots and gas mixes