Spearheading strategy, governance and oversight for all risk classes across Wealth Management, Private Banking and Corporate & Investment Banking, ensuring full alignment with business objectives and regulatory requirements. • Architected and operationalized the Risk Management function from the ground up, leveraging international best practices to design robust policies and frameworks. • Played a pivotal role in pursuing the banking licence and launching the banking platform, overseeing the design of cross-functional processes and organizational structures.

Led international team responsible for global definition and management of firm-wide Risk Appetite. Coordinated strategic planning, Stress Testing and ICAAP on behalf of Group CRO. Managed high-profile projects - including UBS / Credit Suisse post-merger integration. • Led stress testing framework enhancements and integration, introducing >100 methodology adjustments to increase portfolio coverage and ensure adequacy of results across all risk types. Obtained endorsement from regulators. • Integrated ~40 Risk Management policies in two constitutional documents, ensuring clarity of frameworks whilst reducing complexity and maintenance costs.

Led firm-wide definition of strategic risk objectives, calibration of risk appetite and allocation of limits, oversight of risk profiles across all organisational dimensions. Coordinated joint Strategic / Financial / Risk Planning and Budgeting on behalf of CRO. Managed high-profile strategic projects and relations with Regulators, Audit and Rating Agencies. • Led semi-annual joint strategic / financial / risk planning exercise covering all risk classes, negotiating and allocating budget across all organisational dimensions and in coordination with large stakeholders’ group. • Coordinated cross-functional production of comprehensive Risk Management reports for senior governance bodies, regulators, rating agencies and other external stakeholders, providing insight into the current and expected evolution of the risk profile across all risk classes and lines of business; delivered high-quality and timely outputs. • Remediated Risk Management gaps, tightening risk limits, developing breach escalation protocols, enhancing controls and policies; strengthened risk oversight capabilities across the organisation. • Contributed to development of Group strategy in 2021 and 2022 as member of restricted task force under NDA, receiving Group Chairman and CEO recognition for “critical work in driving new strategy, flawless integration and partnership across functions, formidable team effort, diligence, stamina and thoughtfulness”. • Coordinated revamp of stress testing suite, reviewing framework and metrics design to better identify and explain idiosyncratic vulnerabilities and emerging risks; produced more insightful results for earnings and capital scenarios. • Established quarterly dialogue with Regulators, providing updates on framework enhancements and assurance on oversight activities performed, building trusted relationships with key stakeholders. • Maintained Risk policies and procedures, reflecting continuous enhancements in risk identification, measurement, monitoring and management processes, remediating existing weaknesses and aligning the risk management framework with best practices across the banking industry. • Reduced attrition rate by ~60%, re-engineering processes and reallocating responsibilities across team members.

Responsible for Capital Management (adequacy, planning & allocation, reporting, optimisation), development of 3 Year Strategic Plan, budgeting, forecasting and stress testing across 15 international lines of business (£400bn assets, £100bn RWA across Retail, Wealth, Corporate & Business Banking). • Coordinated capital adequacy assessments (ICAAP), ensuring underlying dynamics were understood and documented with suitable detail and evidence, proving appraisals had been prudent and accurate; achieved ~50% reduction of Pillar 2 requirements in 5 years. • Represented the Group in meetings with Regulators to discuss outcomes of supervisory reviews, provide monthly updates on portfolio trends and input to industry working groups (IRB modelling and Pillar 2); established trusted relationships with all the internal and external stakeholders involved. • Served on the Assets & Liabilities Committee and Capital Risk Committee as a key member, presenting regular MI, insight papers and deep-dive analysis to C-level executives to explain the impacts of changes in customer behaviours, financial models, market dynamics and regulation. • Oversaw production of financial plans and stress tests, providing input, review and challenge; ensured robustness of financials, alignment with strategic objectives and regulatory requirements. • Developed Value Based Management framework, leveraging new stress testing analytics to assess customer segments’ performance across the economic cycle and drive volume planning, pricing, balance sheet and risk management decisions; identified opportunities to increase economic profit up to 20%. • Led regulatory change programmes, coordinating impact assessments, executive presentations, development of financial and operational plans; ensured compliance with requirements and cost-efficient implementation. • Facilitated acquisition of MBNA (£1.9bn) and Tesco’s residential mortgage portfolio (£3.8bn), running due diligence activities, supporting development and implementation of integration plans. • Led Innovation & Transformation work-stream developing business cases for adoption of new technologies (Robotics Process Automation, Machine Learning, advanced data visualisation); obtained funding and overseen implementation of key projects. • Enabled reduction of capital requirements in excess of £1.3bn and gross costs saving in excess of £250m, combining internal insight and competitor analysis to recommend strategic response to external changes (e.g. ‘EU Exit’, Basel IV and PRA regulations), policy changes, model enhancements and risk transfers. • Coordinated performance management, training and development for department with ~250 FTEs, achieving >90% engagement in team surveys. • Achieved 15% cost reduction using design thinking methodologies to review organisational structures of five Risk departments, implement new operating models and optimise process flows. Led cross-functional initiative to overhaul and integrate capital management and strategic planning processes, developing new financial models for economic capital and performance measurement. • Established market intelligence unit combining multiple information sources and insights from industry working groups to produce competitor analysis, develop strategic recommendations and support Investor Relations.