Assigned high profile business crucial projects by the SEVP-Operations and Technology gaining a reputation for consistently delivering demanding and complex projects according to mandate.☛ Handpicked to review outsourcing governance and develop the governance framework after a Tier 1 Canadian bank experienced a public controversy over outsourcing resulting in the federal government tightening the labour permit process.♦ Assumed leadership control over multiple work streams to develop and implement the Outsourcing governance framework and organizational design to establish the Enterprise Outsourcing Office (EOO) while engaging internal controls and audit divisions to secure their input. ♦ Rolled out the program through a pilot making iterative changes before full enterprise launch, passing an OSFI framework and practice audit with no significant findings while fully transitioning tasks to the EOO.☛ Parachuted in to work alongside INTRIA executives facing notable issues as a result of a failed upgrade to disparate payment technology platforms using proven contemporary image-based technology resulting in a roll back of a high profile project causing significant cost overrun and delayed benefits.♦ Swiftly uncovered the core issues with multiple teams operating in silos, lack of clarity on roles, responsibilities and accountabilities, and major operational gaps to drive change.♦ Unravelled complexity, demystifying roles and authority forming an enterprise change agent swat team to develop best practices while uncovering shortcomings in third party quality.♦ Monitored implementation of the new refined system at all centers resulting in capturing additional business from two clients generating significant additional revenues.

Consistently selected to address and rectify hindrances to business operations, enhance cost control, building engagement and open rapport with multicultural internal and external stakeholders leading the Operations, Technology, Property Services & Sourcing functions (annual budget expense $110 MM, Capital 50MM, FTE 1000+) of the bank, across 17 countries regulated by 11 different regulators. ☛ Established an Enterprise Project Management Office (PMO) to strategically align the investment in change portfolio to the business strategy. Developed the policies and procedures, clarified roles and responsibilities pushing the critical project through to implementation immediately reducing turbulence, boosting on time completion and budget from 35% to 70%, advancing scope creep avoidance.☛ Rapidly executed the task to strengthen the reliability, cost efficiency and security of the IT infrastructure experiencing performance issues and numerous control issues. Developed strategy to leverage the data centres in Canada, obtained board and regulatory approvals to clear the migration path.☛ Charged with rationalizing accounts with correspondent banks to minimize multiplicity, improve cash management and reduce errors. Invited proposals from select banks and partnered with CIBC to consolidate US dollar correspondent bank and migrate all other currency accounts to CIBC saving approximately $3 MM per annum for CIBC group.☛ Streamlined and elevated retail collections required as a result of a sudden increase in distressed assets during the 2008 economic downturn, overwhelming the credit risk division.☛ Steered the business through a radical rebrand and bank facility maintenance program with a mandate to standardize the CIBC brand across the Caribbean and developed a retail branch model.☛ Charted digitization and workflow automation strategy expediting the loan applications by 70% and radically enhanced compliance to the AML policy and regulations on-boarding new clients

This key senior executive role provided proactive & strategic leadership to the Operations integration post merger of branch network of two major banks. The operations function of the bank supported Retail, Wholesale, Capital Markets, Wealth Management, Credit cards, Trade Services and International Payments business across 17 countries and 11 different regulators. ☛ Handpicked to swiftly resolve spiralling system migration issues after the bank acquired ABN Amro’s operations in Curacao with multiple problems mounting up and a looming year-end financial audit. Planned and directed the efforts to controlled liquidation gaining unqualified audit at year end. ☛ Created centers of excellence to significantly enhance the service quality in strategically important product/services viz. payments, trade services, credit cards operations, treasury back office, customer on-boarding, retail loan processing. Improved service delivery by 35% over the established bench marks☛ Developed a strong brand for operations staff by developing talent through on the job training, peer pairing and mentoring making the operations as nursery of talent for the bank ☛ Developed a multi-year strategy to streamline and automate the payments business of the bank to improve process efficiency, customer service and controls.☛ Totally revamped the credit card operations and implemented a system consolidation road map for the bank's card acquiring and issuing business across the region.

Provided executive leadership to the Operations, Information Technology, sourcing & property management (shared services) divisions (annual budget $30MM, Capital $40MM, FTE 400) of the bank to improve the cost efficiency of business processes leveraging the information technology assets. ☛ Revitalized floundering productivity, efficiency, morale, and negative mainline business perception of IT reinforcing the department’s ability to react to work assignments.♦ Wrote the IT governance framework to document the decision rights of IT, operations, finance, and business forming a steering committee of representatives to review and approve all IT investments.♦ Navigated through complexity to hire a new IT leader leading to a significant uplift in department productivity, internal collaboration and image with governance controls.☛ Influenced the executives in establishing and nurturing Institute of Leadership and Organizational development within the bank to develop talent pool for future business expansion☛ Took a leadership role in improving the cost efficiency of the business across all segments.

Executed on the mandate to establish an effective network operations for the bank. Provided the executive leadership to stabilize operations.☛ Conceptualize and implemented a series of process improvement, reengineering, centralization and efficiency improvement initiatives to improve the cost efficiency by 8%. ☛ Partnered with Retail distribution to implement a customer delivery program that helped retail distribution to become a sales and service functions leaving majority of the processes for operations to deliver. ☛ Totally revamped the clearing operations of the bank using innovative technology to gain a competitive advantage of reduced funding cost.☛ Outsourced the cash processing activity by developing capability at a business partner.☛ Chaired the industry initiative to improve the payments infrastructure and collaborated with the regulators to conceptualize the reforms required to make payments more efficient.

Entrusted with roles of increasing responsibilities and complexity to deliver a strategic road map enabling the operations to play a leading role in radically improving cost efficiency, service competitiveness, new products, talent development and support responsiveness. ☛ Lead the efforts to make the organization change ready for a successful migration to a new core banking system. ☛ Created a highly collaborative partnership with the IT team to conceptualize and deliver several process reengineering and automation initiatives in the area of payments, clearing operations, collections, credit card operations.☛ Consolidated the operational activities migrating several processes from the front end to operations enabling sales and service focus for the retail team. Key enabler for several product launches planned by retail banking.☛ Created operational infrastructure to facilitate the branch expansion program in Egypt.☛ Automated the trade finance and payments business.☛ Implemented a strong governance and controls environment to achieve 100% acceptable audit ratings across the operations of the bank. ☛ Innovated a training program for front end staff to implement a rapid Omanization objective.

Handled increasing responsibilities in diverse areas of the bank viz. International Banking, Trade finance, small business credit, retail credit, rural banking, government business and risk management. Successfully implemented initiatives to reengineer processes & automate complex processes with a view to improve efficiency, customer service and increase bank’s business.