Recent Engagements:Kingdom of Saudi Arabia bank – Central MIS. I defined the scope and structure of activities for this bank's new central management information systems (MIS) department then introduced this new department to the Bank's board and management. Malaysian bank - Operational Transformation. This project encompassed the complete operational transformation of a major Malaysian bank. Our team team recommended and implemented multiple initiatives within this bank relating to re-organization and business process improvement at the branch and head office levels. My role included defining and project managing the automation of their internal and external reporting from their new data warehouse.Business and sales process re-engineering. Creation and implementation of a quality control process for software development for a Canadian electronics manufacturer. Training of their project management team; development of their standard web and commercial sales legal documentation; procurement and set up of their public web store; design and development of their wholesale multi-level marketing web store; migration of their merchant point of sale to Chase Paymentec; project management of the migration of their call centre CRM system; and creation of accounting and sales management information systems.Consumer profiling, targeting and trade area analysis. Multiple engagements to do bank branch location analysis using geo-demographic cluster and net present value analysis to identify the most profitable customer segments and geographies.Loan origination. Defined automation and procedural requirements for a common commercial lending system for Canada’s east coast credit unions. Risk scorecard and pricing. For a Canadian national mortgage lender; initiated and project managed creation of their mortgage risk scorecard and definition of new pricing and lending procedures within their mortgage origination system.

Primary responsibility was consensus building among Canada’s 500 + non-Quebec credit unions to present a single face to the market.Served as primary resource and facilitator of the Canadian credit union system’s national lenders committee.Coordinated with the credit union system’s provincial entities, in the formation of strategic alliances, national group buys of technology and business development services, focused national level research on credit union penetration in the marketplace, and the sharing of best practices.Initiated a national group buy and controlled development of a new software as a service application to streamline and automate the loan compliance monitoring of credit union small and medium enterprise (SME) customers.

Served on a special team to align the Bank’s call centres with the goals of the Bank’s domestic business lines. Created a financial model and automated reporting tool to help call centres prioritize business line managers ‘source, sell, and serve’ requests. Created a retail planning process to help call centres better assess and project sales plans. This process was subsequently adopted by the finance department for branch sales planning. Reconciled the Bank’s chart of accounts to their retail consumer data warehouse. Effectiveness of the warehouse was improved through the identification of missing and misallocated classes of assets.Developed and designed a financial model, called the Customer Profitability Model, that measured risk adjusted return on equity at the customer, division, and business line levels for Scotiabank’s global commercial and corporate portfolio. Rolled out this model for use in representative offices in all Canadian and International locations (in 48 countries at the time).Designed a software calculation engine for the Customer Profitability Model and while preserving the basic financial methodology, customized the calculation engine and user interfaces for three core Bank business lines: Scotia Capital, International and Domestic Commercial. Sponsored and oversaw the development of three different delivery platforms for the Customer Profitability Model to accommodate the diverse variety of computer hardware; standalone software, a client-server application, and a thin-client Internet Web application. The project was accomplished within 20 months. Successful delivery was largely due to a great deal of consensus building, negotiating and relationship building. Participated on a special team to increase usage of Scotiabank’s online banking platform, positioning the public website as a true alternate channel, and aligning its development process with the Bank’s domestic business lines. Volume goals were exceeded.

Established Bank of Nova Scotia's International Commercial Banking department and introduced the Bank’s lending program for professionals to multiple locations throughout the Caribbean and Latin America.Adopted the Bank’s domestic small business and professional plan product suite for multiple international locations and assisted country heads with the marketing of the suites in their region.Developed a practical and scalable approach to effect a new, streamlined, underwriting process utilizing predictive modeling techniques for lending to small business in international locations.Initiated a series of cross-departmental focus groups on Cash and Treasury Management Services, SWIFT, and Correspondent Banking arrangements with a view to providing an integrated service (a common face) to multinational customers. Initiated a project to create a new department to provide regional co-ordination and central non-interest revenue services on behalf of the Bank’s international subsidiaries and affiliates. That project also facilitated International Division’s entrance into the IBOS (cash management) association of banks.Developed a real estate construction lending program for the Dominican Republic which gives guidelines to lending officers in implementing a calling program in their local market and in structuring deals.

Administered a $0.75 billion portfolio of multinational accounts originating from the Bank’s New York and Atlanta corporate lending agencies. Managed higher risk accounts borrowing for mergers and acquisitions, and requests for Bank guarantees for evolving financial vehicles such as synthetic leases and securitization conduits.Applied strong analytical and communication skills for deal recommendations to the Bank’s Senior Credit Committee.

Initiated and led a cross-departmental team to map and improve the delivery processes of small business commercial bankers. Resulted in numerous changes to policy, process and also various initiatives to create and update personal productivity software for the bank.Researched and developed industry-specialized lending guidelines for small business.Oversaw the development and pilot of the Bank’s first version of a commercial loan origination system.

Full responsibility for the branch P&L, staff and daily operations of various commercial and retail branches.