CHANDRA NARAYAN

Responsible for managing multiple strategic programs aligned to DB Group's strategy of generating excess capital returns by improving processes and controls, and leveraging digitization and automation.

Programs being managed currently include but not limited to:

• Global Reconciliations Transformation - Changing the group's reconciliations footprint by (i) Automating manual Intersystem reconciliations and hosting them onto group strategic platform (ii) Transforming Nostro Reconciliations by strategic enrichment of feed and enhancing matching logic thereby reducing break volumes by 55% projected to deliver €0.51m sustainable saves by 2026
• Transforming Instrument Reference Data Management by applying a combination of transformation levers - Operations Capacity Optimization, Process Re-Engineering and Strategic Automation, projected to deliver €1.21m sustainable saves by Q3'26
• Regulatory Reporting Ops - Transforming Exceptions Handling process aimed at upstream data fixes to eliminate 'failure demand' downstream within Reg Ops and to standardize and optimize processes set-up jurisdictionally employing inconsistent processes - projected to deliver € 0.32m
• Collateral Disputes - oversee development of strategic data visualization and reporting that helps establish root causes that drive disputes, enabling corrective actions upstream resulting in fewer variations and better capital management - funding cost save of (~€5m), ECB findings addressed, improved client experience
• Leading the 'Ready to Settle' initiative aimed at identifying roadblocks to the Settlements process, by mapping lifecycle of attributes required to settle, and identifying and addressing issues surrounding these attributes

Key Responsibilities:

• Led the ‘Digitise at Scale' group transformation agenda within MSS Data and Regulatory Reporting team by standardising and automating Trade Reconciliation processes and hosting them onto a strategic Cloud-based platform creating an agile and scalable self-serve model for new builds and enhancements
• Was part of a $22m, multi-year strategic Change program aimed at transforming the digital footprint of GBM Reconciliations functions into a simplified and standardised federated model
• Responsible for designing comprehensive project delivery plans integrating program objectives with strategic business priorities to deliver on-time within-budget project results
• Achieved reduction in Direct costs of $1.4m and Indirect costs by 22% through various automation, Tool Adoption, MI Streamlining Initiatives within the reconciliation utility
• Significant reduction in time to market for new reconciliations and enhancements from 3 months to 3 weeks by ensuring optimal utilisation of platform capabilities and effective planning and co-ordination between teams
• Improved process efficiency and addressed inherent risks during the transformation - resulting in improved auto-match rates (>95%), reduced exceptions volumes (by 60%) thereby helping improve productivity and reducing risk events
• Agile delivery approach – established and led a smart pod structure ensuring reliable delivery rhythm through dynamic and collaborative outcomes, incorporating innovative solutions to project roadblocks and delivering value outcomes to the business
• Established effective partnerships with associated ‘Front to Back' teams - IT, Legal, Compliance, Finance, and procurement to align and deliver on program objectives and vision
• Unified GSC – Led MSS Function in this GSC-wide initiative contributing extensively to the community of practice aiming to foster a community with representation from teams cutting across different verticals where participants contribute knowledge-collaterals on a multitude of subjects
• Was member of the Climate Action Network helping our portfolio of customers make the transition, unlocking climate solutions and innovations and transforming HSBC into a net zero bank

• Responsible for delivering tangible business process improvements and sustainable saves through the Operational Excellence Ventures
• Ensuring capacity creation by implementing ops management and process improvement tools and techniques to streamline processes
• Successfully delivered a total of 4 Process Improvement and Operations Management ventures resulting in the realisation of $1.2m saves
• Providing programme management support for key strategic programme pertaining to GMO Location Strategy initiative, acting as the key interface for the programme for all relevant product/function /regional leads
• Running the monthly programme governance meetings providing concise updates and addressing queries from ExCo
• Calculating anticipated $ benefits per migration and ensuring saves being reported are in line with CIB expectations from bankability perspective

• Planning, driving & implementing seamless transition of roles from high cost to low cost locations for over 70 geographic locations - an average of ~2000 FTE migration and re-migration plans into GSC Bangalore each year
• Location Strategy - Engaged with leadership across multiple GSC locations to review cost, skill availability, and sustainability of labor to determine opportunities of expansion/consolidation of organisation footprint
• Forming, monitoring and maintaining constructive relationships with senior stakeholders from across business services, including the Center Director
• Ensuring effective migration support to a wide variety of business services with varying work-styles and expectations, such as Analytics, GBM, Transformation, Contact Centre, KYC Ops, and Payments