As a Transformation partner, I work as a trusted advisor to our GSK senior business stakeholders, committed to driving positive and impactful change within GSK by partnering with business owners, subject matter experts and stakeholders across the firm. I help shape and execute business transformation agendas by navigating their most critical problems and significant strategic initiatives at the intersection of business and technology - including digital disruption, enterprise transformation, global operating models, value management etc. My role entails:- Designing, leading and executing transformation strategies that align with business’ objectives- Driving large scale, pan-GSK strategic global programs focused on improving experience, effectiveness, and efficiency, all the while balancing the same, as well as improving our risk and compliance- Enhancing stakeholder value, by fostering a culture of continuous improvement and innovation, and helping build a resilient org., adapting to change quickly and sustainablyKey milestones and achievements have been masked to protect data confidentiality. Please reach out for a detailed CV, for more information.

Associate Vice President (Jul 2019 - Jul 2022)Assistant Vice President (Jan 2017 - Jun 2019)Worked with Barclays Asia-Pacific Wholesale Banking (Corporate and Investment Bank) leadership, including MDs and CXOs on strategic projects, aimed at capacity creation, cost optimization and superior client experience. Included corporate change programs, business org. redesign (target operating model), process automation and business re-engineering1) Program management of supply and business transformation initiatives, leveraging strategic suppliers or third-parties. Responsible for:- In-depth business diagnostics, opportunity identification and benchmarking, change strategy formulation and readiness assessment, as well as financial/organizational impact assessment- Deploying analytical frameworks to assess vendor consolidation, outsourcing/offshoring opportunities; conducting due diligence and supervising competitive assessment through RFPs- Overall project plans for identified transformation initiatives, ensuring stakeholder agreement on objectives, key deliverables/milestones, and ongoing stakeholder management2) Delivery lead for Digital Transformation and Bank-wide change programs in Asia-Pacific- Embedded third-party digital platforms, such as Coupa, Process Unity, iCertis CLM and rolled out associated process changes to Barclays strategic BUs in Singapore, HK, Japan and India- Created and landed Functions operating model for new locations – Procurement launch for Australia, Taiwan branch; established delivery framework, Ops work-streams and governance- Addressed underperforming Procurement work-streams and federated models – identified and remediated service delivery, regulatory, risk and compliance gaps3) End-to-end ownership of service transformation strategic projects (ideation to implementation), around Customer Obsession, process re-engineering and LEANIndicative examples have been masked due to data confidentiality.

Strategic, Commercial and Delivery oversight of Barclays Corporate, Card and Capital (Investment Bank) Asia-offshore BPO providers, with an annual spend of US$160Mn and 4,800+ FTEs- Operationalized Service Management strategy and governance framework, including periodic strategic supplier-business performance reviews (relationship board meetings) with MDs/CXOs- Conducted complex negotiations and commercial due-diligence: SLA measures and targets, market research, pricing and performance benchmarking, CBAs and business model analysis - Developed and managed overall vendor relationships by proactively influencing performance, risk, compliance, execution and value delivery, in line with Barclays' Balanced Scorecard

Led strategic operations design, business process re-engineering, revenue enhancement, working capital improvement and cost transformation initiatives for BFSI clients across APAC and US- Aligned performance standards, business drivers and processes across and within client business units, as well as anchored cost strategy with the overall client business strategy- Deployed Ops transformation interventions leveraging embedded analytics, process automation, LEAN Six Sigma, best practices and benchmarks

Team Leader – Strategic Sourcing (Nov 2011 – Apr 2013)Senior Associate – Strategic Sourcing (Aug 2010 – Oct 2011)Led strategic sourcing projects including spend and commodity analysis, sourcing strategy formulation, supplier competitive due-diligence and contracts for Tech Software & Services spend- Managed projects end-to-end ensuring quality delivery, focused on targeted cost of ownership- Supported annual technology sourcing strategy development, & identified savings opportunities- Constructed and managed RFIs/RFQs to drive supplier selection process; led supplier negotiations, ensuring best commercial & contractual T&Cs for business, while mitigating risks- Worked closely with internal SMEs (Legal, Compliance, Info-Sec), to finalize vendor contracts

Project lead within the business research and consulting division. Project examples:Supply Chain Re-engineering (for a Fortune-50 Consumer Goods Company) - Achieved 13% reduction in cycle time and US$700K in annual OPEX, for US$3M labeling spend- Re-engineered the supply chain and identified new suppliers via RFIs and supplier scorecardsVendor and Operations Cost Transformation (for a leading US Apparel Retailer)- Realized 14% savings on customs duties, under the Duty Savings (First Sales) Program- Benchmarked supplier base and cost drivers against top competitors (multi-national retailers)- Analyzed supplier cost structures and conducted low-cost sourcing feasibility assessment

A lead business analyst within the research and consulting division of Evalueserve, focused on Energy and Utilities clientsIndicative project undertaken: Led a four member global team on a low-cost country sourcing project for a Fortune-10 Energy client; responsible for client interaction, proposals and project deliverables