Principal - Fig
Chicago, Illinois, Us
Primarily focused on partnering with financial institutions across Greater China, the role was based in Shanghai (2001-2002), Kuala Lumpur (1998-2000), and Hong Kong (2000-2001). Functional experience spans strategy/organization design (especially in banking), post-merger integration (PMI), credit risk management, asset liability management, operational effectiveness, IT strategy, and program management. The geographic scope of my work covered China, Taiwan, Hong Kong, Thailand, Vietnam, Singapore, Malaysia, Indonesia, and Australia. Selected projects include:Financial Holding Company Design/PMI; Project Director; Taipei, Taiwan; Jan 2002 – Apr 2002:I directed a program for the design and post-merger integration of a financial holding company in Taiwan. The engagement's scope included designing a Financial Holding Company Organization (comprising a Securities and Bank), identifying key value/synergy drivers/initiatives, and managing overall front (e.g., channels) and back-office (HR, Finance/Accounting, IT) integration.Post-Merger Integration; Project Director; Hong Kong, Singapore; Apr 2001 – Dec 2001:Managed a post-merger integration effort as part of a regional bank's growth acquisition strategy in Hong Kong. Responsibilities included strategic/tactical integration-related program oversight of 21 business/functional joint-bank integration teams, spanning front-office (e.g., retail, commercial, investment banking) to middle/back-office (e.g., treasury, central processing, credit, IT, HR, etc.).Financial Services Restructuring; Project Manager; SEA; Aug 1999 – Sep 1999:Managed the development of a privatization strategy for the Ministry of State-Owned Enterprises (MSOE) in a large Southeast Asian country, focusing on banks, security houses, commodity clearing houses, finance companies, and insurance companies. Deliverables included financial valuation, organizational impacts, regulatory implications, and strategic/operational synergy identification.