Rajan Chettri

I am currently managing the team known as 'Dealing Hub,' which is made up of four distinct teams responsible for carrying out dealing instructions for retail, corporate, and workplace investing (WI) clients. This team is the most vital and carries the greatest risk, as each team manually handles transactions, including buying, selling, and switching on clients' accounts.

My role involves coordinating their efforts, fostering effective communication, and encouraging collaboration among the teams to achieve our collective success.

• Leading operations within a Cross-Functional Team (CFT) model, where responsibilities span across people management and driving organizational change initiatives to unlock significant efficiency gains and cost savings.
• Manage a high-performing team handling mutual fund investments and portfolio transactions for UK.
• Maintain and improve operational KPIs including SLAs, quality, attrition, and efficiency.
• Identify and implement process automation opportunities, reducing manual workload and improving turnaround times.
• Mentor and develop team members through structured coaching, appraisals, and one-on-one sessions.
• Managed business reviews and reporting through MI dashboards on a daily, weekly, and monthly basis.

• Building & leading a team of executives responsible for placing mutual fund investment deals/transactions and portfolio management of UK, European clients
• Maintain Service Level, Quality, Attrition, Shrinkage & other KRAs
• Create healthy work atmosphere
• Ensure required efficiency, utilization, productivity and other operational KPIs
• Daily/Weekly/Monthly MI reporting
• Provide direction, supervision, and support to the team & ensure resolution to their daily problems
• Coach and help develop team members in accordance with the company and individual goals
• Plan and execute R&R and recreational activities for the process
• Active participation in various periodical business meetings and reviews
• Identify opportunities for improvement & bottlenecks through regular analysis
• Conduct one-to-ones and yearly appraisals
• Owing business documents as SOP, and Process Map etc.
• Identified opportunities for process automation, leading to increased efficiency and reduced manual workload for staff members.
• Enhanced employee performance with focused training programs, coaching, and mentoring initiatives.
• Cultivated a positive work environment through open communication channels, encouraging collaboration, and fostering a culture of continuous improvement.
• Boosted operational efficiency by implementing cost-effective strategies and streamlining processes.
• Collaborated with human resources to recruit top talent in alignment with organizational needs, contributing to a skilled workforce capable of driving company success.
• Led hiring, onboarding and training of new hires to fulfill business requirements.

• I was a member of the 'Maintenance Domain' team, which oversaw all maintenance activities for retail client accounts managed by Fidelity.
• This team was accountable for several critical sub-processes categorized as AA and AAA processes. Some examples include: (a) transferring assets between accounts, (b) account amalgamation, (c) managing Junior ISA and Junior SIPP maturities, (d) set-up and amendment of regular savings plans, and (e) set-up and amendment of bank mandates.
• Supervised day-to-day operations to meet performance, quality and service expectations.
• Conducted employee performance evaluations, providing constructive feedback for growth and development.

• I was working for one of Canada's Big Five banks, where my role involved addressing and resolving customer inquiries and requests submitted by our team, either through phone calls or in-person visits to the branch. These inquiries included issues such as 'Missing Express Deposit,' requests for 'Copy of Mulitple Cheques', and 'Change of address'.
• I was also a member of the transition team, which allowed me the opportunity to travel to Canada for hands-on training. Upon returning to India, my team and I dedicated ourselves to stabilizing the process over the course of a year.
• In my capacity as a People Manager, I oversaw a team of 15 individuals.

• I was working for the one of the big four bank of the Canada. The operation team was responsible to resolve the query raised by client through phone channel.
• There were multiple queues with different SLA depending upon the criticality and severity of the request.
• In all of the queues, the team was responsible for the investigation by accessing client account, approaching the vendor like Ironmonkey, Smycor or the bank branch retrieve the resolution for the end customer.