• Created a Shared Services hub and new revenue model for a leading regional insurer, by offering these services to external FAs, resulted in increased profit of approximately 300%• Led the Custody workstream and developed the Securities Service Strategic Roadmap with clear specific target benefits for a Tier 1 Bank, to realise 35% reduction in manual processes and 450 FTE savings across 2023 to 2026• Developed the Global Standards and Reference Model for CC and CASA process for a Tier 1 bank, which improves process efficiency through process streamlining, automation and digitisation, that resulted in 128 FTE savings• Developed a workforce strategy and transition plan for a Tier 1 Bank for their Singapore entity, resulted in 300 roles identified to be exited by 2025.

1) Deployed a business transformation project, which includes revamping of target operating model, process reengineering, digitized automated Salesforce workflow case management, and new intermediary platform2) Spearheaded the change management pillar and led 2 change managers to achieve 100% adoption rate3) Acted as product manager to champion the launch of an intermediary platform4) Managed Steering Committee meetings which involved all C-level executives in the company and worked with them to ensure project success5) Managed various stakeholders from different functions (Distribution, Underwriting, Operations, Digital team), resolved various conflicts and bridged the expectations gap to derive and achieve common goals6) Developed several automated dashboards to track the KPIs and success metrics7) Implemented several automation projects which improved efficiency by 90%

1) Developed strategy value propositions for a Client, which includes a revamping of business model, identifying alternative avenues for growth, which achieved cost reduction by 65% or US$1m monthly and improves the profit by 70%2) Formulated the go-to-market strategies for a new product/solutions by a Client in the insurance industry, which improved profit by 30%, increased customer base by 60%, and reduced claim amount significantly3) Performed P&L management, forecasting, variance analysis, and rationalizing basis of assumptions employed

1) Engaged in a business transformation project with a global bank2) Implemented the revamped Target Operating Model3) Deployed the most stringent and standardized compliance standards in Retail Banking for a global bank in markets such as Macau and Hong Kong.

1) Revamped the business model of a Client, to focus on key competencies and removed unprofitable or non-core businesses, which resulted in an increased profit of 150%.2) Spearheaded the Procurement and Marketing departments of a Client to turnaround their operations3) Reduced materials’ cost by 30%, or US$500k of savings monthly, through cost optimization strategies