- Term loans & Structured loans - Syndicated loans - Project Finance- Working capital- Structured trade finance- Acquisition funding - Bridge loans to PE funds - Offshore banking

■Mergers and acquisitions■Management Buyouts■Corporate Finance Advisory ■Technology Transfer / Tie-up ■Structured Debt and Equity fund raising■Third party Private Equity transactions■Specialized Trade and EPC project fund raising

■Managed a business of US $ 2 billion■Tripling the team size and obtaining the necessary approval from the regulator ■Brand consolidation and business expansion■Business direction in Middle East in conformity with ING global policy ■Setting up a strong risk and compliance framework in line with the local and global regulatory framework

■Managed a business of US $ 0.75 billion with 50 branches and a team size of 1000. ■Responsible for the entire management and profitability of the region, managing and acquiring corporate and commercial banking portfolio, expanding the branch network, improving the profitability of the existing network; achievement of regional/branch level operational parameters and profitability, introducing new business lines and improving employee productivity. ■Member of the Executive Management Committee of the Bank, which was entrusted by the Board taking major credit and operational decisions of the bank. ■Reported to the CEO of the Bank . ■Team Leader, ING Group Brand Intent Committee working on strategic initiatives along with Monitor for banking, insurance and asset management

■Responsible for effecting change management and transformation of Human Resources■Implemented a VRS scheme leading to rationalization of manpower by over 750 ■Completely revamped and upgraded various HR practices including recruitment policy, transfer policy and promotion policy to promote meritocracy in the organization ■Upgraded the HR processes including the HR information system, setting the foundation for implementing a modern HRIS system in line with the global ING HR system■Upgraded the training process and brought in focus on sales, customer responsiveness training. Started the e learning based training in the bank ■Supervised the integration process of ING Bank India into ING Vysya Bank consequent to strategic take over of ING of Vysya Bank ■Recruited over 250 new and select lateral recruits to augment the manpower pool

■Responsible for overall management and P&L of education and software divisions including subsidiaries in USA and Australia. Reported to the Board of Directors. ■Development of franchise network and expansion of the software business■Strategic partnership with Infosys Technologies Limited as implementation partner for Finnacle (Core Banking Software) ■Led the company through one of the worst recession in the IT training industry. Steps taken included focus on core activities, rationalization of franchise network as well as own centers, downsizing of organization and cost reduction

■Responsible for credit portfolio of a total client base of over 3000 with a total asset base of US $ 5 billion spread across nine regional/zonal offices with over 125 client bankers.■My team laid foundation for a world class mid-market business including setting up of commercial branch network, segmentation of potential clients and selection of target segments, review of product capability, product development and establishing a sound credit appraisal methodology ■Successfully implemented the operational integration between ICICI and ICICI Bank in the mid-market segment working with McKinsey & Company for over 18 months■ During the period, I was a Permanent invitee, Committee of Directors Meeting, Secretary, Credit Management Committee* and Member, McKinsey & Company, Strategic Initiatives Team for ICICI/ICICI Bank *Board level committee with all executive directors and a few non executive directors to consider sanctions beyond the power of the Committee of Directors.

■P&L responsibility as also responsible for establishing branch network, recruitment and training of personnel, business development, evolving and executing zonal and branch level deposit and credit marketing strategy, achievement of branch level operational parameters and profitability, and managing media relations. Reported to the Managing Director■Set up a branch network of 20 branches, four extension counters and a number of worksite ATMs with a staff complement of about 200. The region had a total business of US $ 0.5 billion accounting for about 30% of the total business of ICICI Bank as on March 1999 ■Was responsible for building a sound and diversified credit portfolio with penetration into all well-known business houses, major PSUs and multinational corporations. Had also built a balance credit portfolio with reasonable mix of manufacturing, trading and service sector accounts, with negligible level of non-performing assets. ■Credited for making the ICICI Bank the most aggressive and successful new private sector bank in North India with high level of service standards in the late 90s■Headed a team to achieve group synergy in tapping business potential of mid size corporate. The team worked in close association with McKinsey & Co.■Part of a market intelligence team to study the retail banking system in South East Asia including Singapore and Malaysia to formulate and the retail banking and ATM strategy for ICICI Bank