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Projects

As a risk management consultant, I have worked in both first and second line of defence leading multi-functional global teams transforming the risk culture in complex global and matrix business. I am a trusted stakeholder, providing objective views, transparency and sound risk-based decision-making to business and is an advocate for a pragmatic commercial approach to risk management. My experience includes:​

  • Designing and implementing risk management framework & processes 

  • Expert in leading Op Risk oversight at Group level (Investment Bank, Markets, Wealth, Private Bank, Corporate Bank and Retail Bank) for Payments, Transaction Operations, Operational Resilience, People, Legal, Supplier, Technology Risks to influence and deliver change, resulting in strong risk culture and reduction in residual risk 

  • Setting up risk management team (100+ FTEs) for captive / Third party operations centre

  • Training, mentoring and team building, annual appraisals, and retention 

 

I provide a unique service, specially to fintechs and start ups, to help them manage and mitigate risks in a cost effective way. Here are some of the projects I have completed in the past:​

Multiple Group Wide Change Programmes in Barclays Bank

Director, Operational Risk

I worked with the Group Head of Operational Risk, Barclays to lead multiple function wide change programmes. This allowed the function to have a consistent review and challenge process across all businesses in the Group and allowed the function to confidently engage with regulators and business leadership on second line of defence rules of engagement during the review and challenge of different risk management artefacts produced by first line of defence.

 

Design and implement new processes for

a. Group wide Risk and Control Self-Assessment review and challenge

b. Risk Reduction Plans governance

c. Transaction Operations annual risk appetite set up

d. Risk Review Plan creation process using risk and controls data, resulting in a consistent and efficient review and challenge process across all Risks and Businesses to meet regulatory expectations

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Designed and implemented a new Horizon Scanning process to agree top material risk themes impacting Barclays Group - Set up a weekly working group of senior leadership team in Operational Risk to create a bottom-up risk register. Introduced a monthly feedback loop through senior Operational Risk & Board Risk Committees to refresh the material risk themes and leverage it for Op risk wide planning with better resource utilisation and prioritisation 

 

Challenged and influenced Technology Risk Assessment for IT Change and IT Software/Hardware Asset management risks - Secured the agreement of senior management to implement a risk mitigation plan strengthening IT Change management and IT Software/Hardware Asset management controls, using data analysis for risk events, loss data, issues, audit findings, major incidents, and operational risk review findings, for businesses with high customer volume or high value transactions

 

Led the review of Erroneous Payments work stream to improve Payments controls in high-risk businesses – challenged and influenced CEOs for Markets and Banking businesses by using historical gross loss data and lessons learnt from Revlon-Citi external risk event and created a remediation plan and risk tolerance statement to manage the risk exposure associated with Erroneous Payments 

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Set up Risk Function in BSS India (Barclays captive Operations centre) – hired 9 team members, commissioned E&Y gap analysis review and held cross-function workshops with Group Policy owners, BSS CEO and department heads to roll out a robust risk management and awareness framework. Re-joined BSS as Head of Risk when it grew from 500 FTE to 5000+ FTE organisation and led the transformation of the function by integrating all BSS wide risk management activities under a single function

 

Programme managed major group wide transformation programmes – Productivity Efficiency Programme (£5.4m cost savings, year 1) in Emerging Markets (12 countries in Sub Saharan Africa, Middle East and India) and Barclays Top 100 suppliers’ programme (annualised savings of £200m). Designed the governance structure and led 12 Country COOs and leadership teams to and Group wide supplier managers to deliver savings

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