What is your greatest achivement, and why?
I was involved in a number of regulatory projects such as implementation of Foreign Account Tax Compliance Act (FATCA) and Common Reporting Standards (CRS) across multiple jurisdictions. The key achievement was implementing the regulatory requirements to achieve 100% compliance with minimal disruption to the business, catering to requirements across jurisdictions and ensuring that the frontline staff were adequately prepared to handle queries and manage the revised processes.
What has been your biggest failure, and why?
Implementing FATCA across multiple jurisdictions was the biggest challenge. There was multiple levels of oversight and governance requirements by way of formal Committees and Project meetings.
The oversight and governance requirements flowed via the Global FATCA Project Implementation requiring monthly tracking and updates on the overall project progress across each local business entity. The project updates covered, implementation progress across various streams, key risks in each of the jurisdictions and its proposed mitigation.
I was responsible for the implementation of FATCA for the asset management business located in Singapore, Malaysia, Hong Kong, Taiwan, Vietnam, Indonesia, Japan, Korea, Luxembourg, Mauritius and Cayman Islands. I was a standing member in each of the local business entities’ FATCA Implementation Committee and was reporting to the Global Team (based out of UK – responsible for FATCA implementation across the Group), the regional team (based out of Hong Kong – responsible for implementation across the insurance and asset management business across Asia). The key challenge was ensuring the nuances of the asset management business and each local jurisdiction were clearly articulated, the solutions and the assumptions documented and the risks accepted at each of the local entities and at the regional level.
In addition there were multiple changes in the project manager for the asset management business. This forced the burden of project management, stakeholder management and reporting, in addition to implementation and monitoring at local entity level on to me. This caused the entire program to fall behind schedule. The solution was deploying additional resources, effective delegation of responsibility, broken down as a task level and monitoring of the implementation. In addition, maintaining oversight of the project manager to ensure timely and accurate reporting. Eventually, the project was completed ahead of the scheduled date.
Why should your next employer choose to hire you?
I would be an ideal candidate for a Fund Management Operations / Operational Risk, Wealth Management Operations of banks and / or Funds Service Providers.
In my earlier role in India, I built and led a team of 7, managing the entire operations for the segregated mandates of high net-worth clients investing into direct equity. The scope included in-house Transfer Agency, outsourced Fund Accounting, Custody, Client Support and Sales Support.
I also owned and delivered the operational and IT infrastructure set-up for Eastsprings’ Mauritius domiciled, Offshore Funds (traditional and alternates) – multi-asset, multi-adviser, multi-jurisdictional investment platform covering both traditional and alternative asset classes coupled with other operations related initiatives such as setting up the sub-transfer agency in Singapore (for offshore entity) and the first, Sharia compliant Fund to be licensed by DIFC, Dubai.
In my last role, as part of the Regional Risk team, I was a member secretary of the Company’s Vendor Governance Committee, Valuation Committee and Business Continuity Management Committee. In addition, my portfolio encompassed risk oversight over Customer Onboading and Maintenance and Investment Operations (mid-office & back-office). I was also the designated Business Continuity Manager.
I bring to the table extensive experience having worked across multiple jurisdictions and various roles.