Swapnil Bajaj

• Leading integrated Middle Office with 500 Staff covering six functions within product control - PnL & Valuation Control, OTC Trade Support, Securities Trade Support, OTC Documentation, Position Management and Trading & Portfolio control
• Key Milestones being the growth of function in India from 200+ people to 500 in last three years
• Set up the Complex functions like EQD Exotic Pricing, Rates & Credit Exo Trade support and pnl
• Major transformation – T+1, Hudson Credit, ToM Transformation, EMDEN Integration, Exane
• Build the Management structure to improve control environment and US Support
• People development – Lead the Leadership development workstream and curated the ISB Program, Personal effectiveness Program to Improve control environment and Global Certification Program
• ITO DEI ambassador and curated ITO DEI Awards and Char for Pride ERG India

• Leading a team of 100+ FTE covering PnL Reporting, P&L explain, Structured trade review, Fx Exposure, MAFA & FOBO Reconciliation, Review & Analytics, IFRS submissions and full B/S substantiation.
• Was Interim Reginal head for Asia (6 months) responsible for teams across Hongkong & Singapore
• Responsible for the overall strategy, delivery and control framework of the team across RTB, change and people agenda.
• Senior face off to product control heads, business management, Trading, Audit and Regulators across all the regions.
• Responsible for planning and delivering on cost / head count and efficiency targets of the team.
• Leading Strategic Change delivery
• Equities onboarding to bank’s global strategic P&L architecture and subledger strategy.
• Full B/S substantiation process globally (5 Mn PnL issue identified and remediated)
• RNN to GMI Migration, Risk & Valuation platform migration.
• Innovation & Efficiency – Implemented Multi day PnL proposal, Project AFTRe to generate 10% efficiency. Implemented innovation tools like Hypercube, Alteryx, Python
• India Finance D&I Lead – Responsible for defining all aspect of D&I strategy from Awareness, Sensitization, Development, Retention and Hiring. Improved Leadership Diversity from 9 % to 34% in last 3 years.

• Company Overview: India (2014 – 2018), London (2007 – 2014)
• Managed complete Post Execution Lifecycle Events for Equity Trading Operations and the Global Reconciliations Group (across 3 sites) running a team of 500 FTE.
• Complete ownership of Equities Operations providing global coverage for all post execution events including Trade Support, Settlement, Client Service and the Reconciliation Group covering the Intersystem (FoFo, FoBo, BoBo) and Nostro/Depot reconciliations for all the Divisions / Products of the Bank.
• Ownership of the Balance Sheet Component (Fails Leverage) for DB Global Market Equities – reduced balance sheet consumption by Eur 1 Bn and capital redeployed in revenue generating assets (Eur 12 Mn annually).
• Collateral optimization program resulting in Eur 4Mn save for the Bank.
• Build and implement a risk-oriented Control standard for the team by using prioritisation model and independent controls and results made available through daily MIS.
• Lead Strategic partnership with Vendor to create a managed service model for Reconciliation including technology, operations and product development with 200 + resources moving across to Vendor. Including setting up the Vendor Risk governance framework.
• Set up MiFID – Research and commission unbundling stream in India for Cash Equities globally.
• Lead Robotics Process Automation for Global Market India.
• Set up first Regulatory reporting SCAF (Segregating Client Assets & Funds) team.
• Part of Site OpCo and Group wide CSR OpCo.
• India (2014 – 2018), London (2007 – 2014)

• Responsible for managing 300 people across 3 locations for 3 GPF product lines (Client platform, SBL and Synthetic Equity) covering all global regions.
• Set up of front to back integrated product vertical from erstwhile functional transversals of (Trade Capture, Risk & PL, and Settlement).
• Optimized restricted shares process within SBL to save close to 1 Mn by effective utilization of the blocked Inventory.
• Closely worked with head of business, business COO to drive GTO strategy for platform business including global location and client aligned target operating model.
• Created process efficiency of 25% by deploying tech for ops and ops for ops levers using robotics, Process model automation, function and market aligned operating model.

• Relocated to Bangalore to take the lead in setting up of Bangalore Finance function including PC, FC, Client Valuation and SME. Successfully built out Bangalore from scratch in 2013 to a diverse team of 200+ FTE.
• Led a team of 15 technical experts across asset classes responsible for delivering product control strategic and tactical change book of work, establish standardized process governance / adoption and build / deliver technical learning and development curriculum including SME support for new site and comprehensive front to back engagement.
• Led a team of 50+ FTE supporting Client Valuation.
• Insourced the T0 market risk reporting function from vendor.

• Got promoted to lead Equities product Control team in India running a team of 75 FTE spanning across all global locations.
• Led and delivered an improved and standardized utility operating model through a P&L standardization program, resulting in greater team stability, improving service delivery and capability and reducing attrition levels.
• Led key regulatory programs like Fed attribution, trader sign-off governance and a cross location resilience model.
• Driving large change programs like migration of equities risk and valuation system to strategic Flow risk and Risk engine. Mumbai/NY being 1st pilot for flow risk globally.
• Driving finance controls initiative across asset classes like adjustment policy, Front to back interaction, adjustment MIS , contentious adjustment escalations and daily market briefings.
• Managed the integration of Risk and P&L organizational move into Global Business Services (Technology and Operations). Played a key role in establishing the hand offs and governance model between Operations and Finance.
• Set up a structured 6 weeks boot camp L&D program for new joiners.
• Successfully led the team across various regulatory audits with Represented FS, India in front of Bundes bank and Bafin during their visit to service centers.

• Moved to India as a key member of the initial team that successfully set up the pilot off shoring model to offshore centers in India.
• Responsible for daily PnL and risk reporting process for Equity Derivate and Prime Finance.
• Led and delivered an improved and standardized utility operating model through a P&L standardization program, resulting in greater team stability, improving service delivery and capability and reducing attrition levels.
• Delivered attribution (risk based and full revaluation based) for Ged NY.
• Lead lean projects to reduce Tier 1 adjustments by 50% and early PnL delivery (7:30 /1).

• Joined Deutsche Bank as an AVP in their product control change team as a lead BA for Finance transformation program, later progressed to become book runner – recognition for a fast-learning curve, ability to build technical expertise on products, systems and processes and being a successful partner with the business and other key stakeholders.
• Key contribution was rolling out strategic Equities Fx Exposure and P&L attribution calculation engine and Lead BA for Finance Equities IPV tool.
• Was a trainer for the Manila off shoring pilot.

Account Manager BFSI 2006 – 2007

• Responsible for business development, financials, and service delivery for all banking and financial services clients of KPIT, including BGI, Deutsche Bank, and Capital One. Was responsible for RFPs, presenting proposals, and negotiating the contracts for the IT services.
• Review the sales pipeline, revenue recognition, and missed opportunities with the head of the business.

Project Manager, Deutsche Bank (contract), London, 2002 – 2006.

• Responsible for project managing and development of various Finance IT applications and migration to strategic platforms for P&L Reporting, Attribution, IPV, Repo Netting, FOBO Reconciliation, and Trade Matching.