SHIVANGI SHAH

As a Senior Business Manager within the Chief Administrative Office (CAO) under the Chief Risk Office (CRO), the role is focused on enhancing the efficiency, effectiveness, and financial governance of the CRO function. The role supports strategic programs and drives operational performance through centralized task oversight and team development.

• Directed operations and oversight for an 11-member team spanning Mumbai and Pune.
• Enhanced strategic execution for both CAO and COO roles, streamlined KPI consolidation, and maintained organizational charts to optimize operational structure, spearheaded process automation initiatives while augmenting the team's skill set, concentrating on analytical techniques and PowerPoint expertise.

• Leading a 21-member team established to perform a comprehensive process for rules and data management across TTS payment processing applications for multiple countries.
• Manage stakeholder interactions across Product, Technology, and wider operations for timely escalations, updates to the project stakeholders on the projects, and mitigate project risks.
• Represented the team in Country OCC and Asia Cash Internal Audit; both concluded with zero findings.
• Ensured compliance with Citi policies and risk and control governance on business continuity, manager assessment process control governance, access entitlement reviews, and end-user tool governance.
• For new product offerings like Instant Payment Express, SGQR, etc., established standard process elements, including SLA, testing process, communication process, and documentation; controls/review adherence.
• Work with other regional teams on the Global Target Operating objectives around a standardized model for rules and data management, and act as a capability delivery owner.
• Created effective communication strategies between management team members and employees at all levels of the organization.
• Understand and review operational processes, drive process changes to fully realize system capability/potential, achieve productivity gains, efficiency, and improve service delivery.

• As a business manager for GFI AWM Lead, the primary responsibility was to ensure efficient and smooth operations of the 350-member AWM team.
• Collaborating with the GFI & BM risk management teams to ensure adherence to the risk management framework, including legal and compliance requirements, inter-affiliate services, resiliency, and fiduciary requirements for the client support teams.
• Analyze financial performance, including expenses; identify productivity initiatives, and drive implementation.
• Responsible for managing the ongoing inter-affiliate services engagement for existing and new services.
• Collaborating with the local management and the onshore PMO for Phase 1 of the 300 FTE (roles) migration for AM front office client and product support teams.
• The primary point of collaboration with the Audit team for data collection, as well as Audit query resolution, was conducted for the first time ever by GFI&BM AWM Internal Audit. The team was awarded a 'Satisfactory' rating after an extremely rigorous and exhaustive first-of-its-kind audit.
• Collaborate with the AWM management lead and teams, as well as GFI teams, to create town hall presentations, quarterly and annual progress presentations, senior visitor updates, and serve as the primary point of contact for any official documentation to be submitted from the GFI & BM AWM office.
• Diversity and Inclusion workstream core member, part of onboarding orientation, and Women in Networking management team.

• As a PMO and Business analytics lead for Activity based costing for Treasury services business (Asia) within Investment banking.
• The role required multi-stakeholder engagement with Finance, Operations and Technology teams to calculate the unit cost for the TS products offered in Asia.
• Unit costing calculated provides a benchmark for Sales proposal and helped evaluate client profitability and achieve operational efficiencies across Tech and Ops organizations.

Planning and Analysis - Activity-Based Costing

• As a PMO and Business Analytics Lead for activity-based costing for the Treasury Services business (Asia) within investment banking, I collaborated with a multi-stakeholder engagement involving Finance, Operations, and Technology teams to derive the unit cost for cash products offered in Asia.
• Unit costing calculated provides a benchmark for the sales proposal and helps evaluate client profitability, as well as achieve operational efficiencies across the technology and operations organization.
• Work closely with the operations and business heads across the globe, and support them with all the financial MIS, including in-depth, value-adding analysis for Treasury and Securities Services products for North America.
• Spearheaded an expense management project across the Mumbai finance teams, generating total savings of up to $1 million. Awarded Champ of the Quarter twice in a single year, 2014, for both of these projects.

Legal entity controller function

• Review processes, procedures, reconciliation, controls, and systems; identifying opportunities for improvements; and producing maintainable solutions while liaising with finance personnel and administration areas as appropriate, including daily health checks and monthly financial close.
• General Ledger Reconciliation and Substantiation.
• Offshore migration for the new locations into the GFA/Oracle platform.

• Processing & accounting of - Employee Credit Card Payments, travel and conveyance pay-outs, foreign currency pay-outs, Vendor payments.
• Providing data on MIS including preparation of Bank – reconciliation statements, Employee flex payment schedules, Cash flow statements.