Building something exciting

Advisory services provided to financial service start ups and corporate entities.

I oversee and guide the company's legal, operations, and strategic projects and advise the CEO and the Executive Leadership Team regarding governance and operational excellence to lead the business to deliver new products and configure the business for growth to meet IPO aspirations.I direct global business strategies and company growth with a focus on business risks and operational activities. I also interact with the CEO, Senior Leadership Team, and the Board of Directors to develop the enterprise business strategy. I serve in the role of senior management and SMF3 global operations director.I coordinate and communicate business plans by developing and implementing objectives and key results (OKR) structure, forecasting, and reporting functions. I also ensure compliance with Client Asset Sourcebook (CASS) regulations and safeguarding funds.

I was a founding team member who led digital product and operations through series A to E funding from venture capitalists, Legal & General, Goldman Sachs, and Experian. I led the digital product platform development and spearheaded the launch in the UK and United States. The company achieved five consecutive years of 100% revenue growth. I led team growth in India, South Africa, the UK, and the US from 2 to 300. Salary Finance Limited scored in the 19th spot in the Deloitte Fast 50 list in 2021.I developed the global business strategy for the company in conjunction with the CEO, Senior Leadership Team, and Board of Directors. I also coordinated strategic development and deployment through the business teams by implementing an OKR framework, business forecasting, and reporting functions to support a data-led innovation culture.I engaged in business acquisitions, corporate alliances, and investment activities to grow the business. I assisted the CEO in fundraising ventures (£100m in equity and +£500m in debt funding). I was assigned to support and develop relationships with partners and vendors. In addition, I conceived business product and service ideas, including strategic partnership initiatives.I oversaw daily activities with a focus on products and technical development, operations, strategic projects, and business intelligence. I initiated and nurtured relationships with partners and vendors. I reviewed performance through analysis and metrics interpretation. I also consulted with the CEO and Leadership Team to notify senior management of critical concerns and issues.I acquired Consumer Credit Lending permissions and Money Remitter regulatory permissions from the FCA. I was designated as the FCA Approved Person CF11 and assigned money laundering reporting duties. I also served as a board member of Salary Finance Loans Limited, a joint venture with Virgin Money, and a board member of Salary Finance Inc, a US trading entity.

I served as a consultant to clients in the financial services sector with a specialization in operating model design and implementation. I led the business design phase of a £50m Solvency II program for the FCA. I engaged in senior stakeholder oversight impacting multiple workstreams and initiated business process design decisions. I also designed and launched a cross-functional business design forum to enable the client to define and establish an operating model.I participated in a strategic review of the Friends Life unit-linked investment division to address and mitigate operational and regulatory risks in response to an FCA review of the industry. I also developed and presented a divestment plan for the unit-linked operation. I led the program to prepare the entity to sell to HSBC.I guided the business design and strategic review of the Payments Council following its loss of regulatory status. I consulted Tier 1 banking executives and Payment Council policy leaders. In addition, I designed strategic options and presented them to the Board of Directors to secure an agreed strategy.Client assignments were typically in response to a change in regulation or risk driven for the organisation. Each client engagement would require a period of business analysis, client engagement and senior stakeholder management, strategic operating model design, building of a client and delivery team for detailed designs and implementation.

I held a leadership role in guiding long-range business strategic planning. Following the worldwide monetary crisis in 2008, Lloyds TSB and HBOS private banks were integrated into a single private bank. I spearheaded the Strategic Planning Team to develop and present business modelling analyses to senior management to support and present investment business cases, and product, proposition, and operational consolidation.