Driving Branch Profitability & Efficiency: managing resource allocation, driving people productivity and enhancing processes to ensure smooth functioning of the Branch network.

Responsible for P&L, Business Strategy & scaling lending solutions. Launched Phygital – the first physical process in the DBS PL digital journey. In the process of launching Modular Journey, an end-to-end Digital solution for onboarding multiple partners onto the DBS Digital Platforms (Web and app)following Agile methodology.

Strategy Head for the Business Channel, managing Channel Profitability, Resource allocation, Training and Development of Sales Resources, Net Promoter Score, Reward and Recognition, Setting up technology platforms for MIS management, Variable Compensation Structures, long term client retention Plans, Performance management and Sales Management.

Strategic role in the Central Business Office towards policy designing, Benchmarking and achieving financial goals of the Retail Bank (Liabilities: Branch, NR and Sky businesses). Leading a team of talented individuals on the design, implementation and tracking of the Business Strategic and Financial plan. Key responsibilities included design and implementation of Citimax-Variable Compensation Models for all sales profiles across the Retail Bank (Branch and Sky), conducting Time ‘n Motion across the Retail network to ensure accurate alignment of Business priorities with the compensation structures of frontline. The role included design, develop and implementation of Sales Management tools to ensure Plan delivery. Branch and client Optimization: Assessing Branch potential and segmenting Branches into categories, monitor profitability basis costs and Revenue generation. Allocating resources basis Profitability- customer mapping and RMs alignment ensuring Branch Profitability. Manage the Operating Rhythm of the Retail Bank across keys stakeholders to ensure Plan delivery.

Developed analytical Models for the Mortgage and Unsecured lending (PL) business. Was instrumental in bifurcation of the lending business into Citi Corp and Citi Holdings using Analytical SAS procedures based on current and prospective asset quality. PL NPAs lowered significantly during this period ensuring the managed portfolio turned profitable.

Audit and review of third-party outsourced processes of Citibank NA including Eserve, Daksh, IBM and Convergys to ensure the processes managed by them adhere to Citi Compliance and US regulatory standards. Ensured audit issued were highlighted and reported to the OCC in US. Instituted remote Continuous Monitoring module for the 146 processes that were outsourced from Citibank NA to EServe and third- party vendors in India.

Key responsibilities included design and implementation of analytical processes for fraud risk containment using statistical, and data management tools.