A MBA-qualified seasoned credit risk professional with over 12 years of experience in managing credit risk in banking and financial institutions across prime and sub-prime segments. With strong experience across key pillars of credit risk data, statistical modelling and portfolio analytics, able to convert multi-faceted business goals into data-driven actionable insights. Proven track record of successfully running high-performing team of credit risk professionals and building trusted relationships with C-suite executives, business stakeholders and domain experts.
Overview
17
17
years of professional experience
Work History
Lead Manager – Credit Risk Data and Reporting
Metro Bank UK
03.2022 - Current
Provide oversight for production of monthly credit risk data marts and engage with wider business to drive regulatory and portfolio reporting, analytics, and MI packs.
Delivered a 4-day improvement and saving of 2 FTE costs in generation of credit risk datamarts and portfolio/regulatory reporting.
Defined a migration strategy to move credit risk reporting from legacy datamarts to a new strategic solution.
Successfully coordinated cross-functional teams to deliver the migration strategy ahead of plan.
Defined and led the strategic delivery of default and forbearance reporting for FINREP/COREP in collaboration with Risk and Finance teams.
Achieved estimated saving of ~£2m by identifying issues in credit bureau data and working with internal teams and external credit bureau to implement necessary solutions.
Set up operating models to enhance data governance and RCSA framework to help achieve 20% reduction in data quality issues.
Chairing Data Quality Framework Forum to provide governance and oversight on data quality issues in legacy and strategic data systems.
Recruited and set up a team of analysts from ground-up with defined responsibilities and accountability.
Developed the team members through mentoring and effective delegation leading to promotion and career growth.
Lead - Data Science
LeasePlan UK
01.2019 - 03.2022
Led a team of data scientists for end-to-end delivery of LeasePlan's credit application scorecards ensuring that the risk appetite is within tolerance.
Led the board-approval of the credit scorecards and implementation strategy.
Generated £750,000 of saving for the business by developing a new credit acceptance strategy and delivered using Experian Strategy Design Studio.
Designed and led delivery of strategic solutions to improve customer onboarding journey.
Delivered a full credit policy review resulting in a 15% saving in refer rate for manual underwriting.
Defined new strategic data roadmap for Credit Risk data and delivered digital transformation of the credit analytics team.
Provided data and strategic commentary to monthly credit committee on credit risk and debt position.
Led the analytics team to provide data-driven actionable insights to collections team, improving contact strategy and cash recovery.
Mentored wider analytics teams, forming a centre for excellence.
Providing 1-2-1 formal coaching and mentoring sessions to a colleague under LeasePlan's talent management programme, leading to their promotion.
Credit Risk Manager
Moneybarn Ltd, Provident Financial Group
10.2011 - 12.2018
Directed a team of high-performing analysts to manage and monitor the full credit life-cycle of the business, ensuring positive customer outcomes and enhancing portfolio profitability using advanced analytics.
Designed a fully automated and productionised monthly credit risk management information pack for the group credit committee reporting risk concentrations of the business
Partnered with Head of Credit Risk to design and develop a new credit application scorecard to reduce the existing bad rate by 20% while increasing the accept rate
Directed the acquisition strategy and credit policy rules and removed manual referrals to streamline customer onboarding.
Provided oversight on development of affordability model, and implementation of associated policy rules as part of customer acquisition strategy in Strategy Design Studio
Digital Onboarding - End-to-end project delivery of AML regulatory requirements to screen new customers for PEPs and Sanctions as per the FCA guidance
Transformed the UK-GAAP based bad-debt provision model to the IFRS9 impairment provisioning model based on the ECL methodology as required by the IFRS9 standards.
Developed PD and LGD models and oversaw EAD model development as the components of the ECL calculation
Developed a forecasting model based on the net flow rates to project future volume and value of bad debt to assist Finance team in impairment forecasting
Deployed a paradigm-altering solution to satisfy the FCA’s affordability requirements and reduce the business’s default rates
Developed a high-performance data infrastructure for the Credit Risk team
Initiated and headed a systemization project of legacy excel-based monthly reporting models, reducing the monthly reporting time from 7-9 days to 2 days.
Mentored junior analysts across the business, and increased size of credit risk analytics team.
Software Engineer
KPIT Cummins Infosystems Ltd - India
India
06.2007 - 07.2010
Company Overview: 10000+, CMM Level5
Automation of unit testing of Engine Management Systems using MATLAB for GUI development and Simulink interaction
10000+, CMM Level5
Education
MBA - Business Management
University of Southampton
09-2011
B. Eng - Electronics and Telecommunication
R.T.M. Nagpur University
06-2007
SKILLS
Credit Risk data and systems management.
Strategic portfolio analytics and data reporting
Credit application scorecards and credit policies development with deep understanding of credit bureau data.
Impairment analysis and bad-debt provisioning under IFRS9 regulations.
Understanding of regulatory governance by the FCA and the PRA.
Stakeholder management: Successfully engaging C-suite executives and senior stakeholders.
Collaboration and leadership: managing cross-functional teams to deliver strategic objectives.
Strong SAS and Excel modeling skills.
Accomplishments
Strategic transformation of excel-based legacy credit data architecture to SAS enhancing efficiency and alignment.
Led development of credit strategy to enhance accept rates while reducing the PD rate generating an estimated benefit of £750,000.
Defined a credit policy strategy that reduced manual underwriting efforts by 15% saving 1 FTE costs.
Led the analysis and implementation of Definition of Default for Retail mortgages leading to significant saving on the reported ECL.
Saving of ~£2m achieved by identifying and resolving issues in credit bureau data.
Collaborated with Director of Collections for development of a Campaign Response Rate model to measure the efficiency of communication channels leading to 25% improvement in the resource utilisation of the contact center.
Recruiting and growing a high performing team of analysts and defining its structure for success with proven track record of mentoring junior analysts to seasoned credit risk professionals.
<ul><li>Company Overview: Group Company of PUIG, Spain</li><li>Team Leadership & Process Excellence: Organised the transformation of the Finance & Accounts function, establishing performance-driven goals, and embedding a culture of accountability and continuous improvement. Drove operational efficiency through process redesigns, SOP implementation and optimal resource deployment, leading to measurable improvements in turnaround time and accuracy.</li><li>Strategic Partnering with CXOs: Acted as a key advisor to the CEO, CFO, and other CXOs on business planning, pricing strategies, and business model pivots to support scale-up and profitability. Contributed to investor communications with data-backed insights to enhance stakeholder confidence and secure strategic funding.</li><li>Cross-Functional & Global Stakeholder Management: Functioned as the strategic finance business partner to cross-functional heads and the PUIG global finance team, aligning local execution with global financial strategies and compliance requirements.</li><li>ERP Transformation & System Automation: Led end-to-end ERP reimplementation to address system gaps, enforce role-based controls, and automate core finance processes—resulting in enhanced data accuracy, faster reporting and improved internal controls.</li><li>Costing, Inventory & Profitability Optimization: Designed and implemented plant-level costing models to ensure accurate COGS determination. Improved inventory management across pricing, consumption tracking, and aging analysis—enabling better working capital control and cost efficiency.</li><li>Manufacturing Finance & Statutory Compliance: Supervised end-to-end accounting for manufacturing operations and ensured full statutory compliance.</li><li>Financial Reporting, MIS & Profitability Analytics: Delivered accurate and timely monthly MIS reports, including P&L, Balance Sheet and KPI dashboards with deep-dive variance analysis across stores, business verticals, and geographies. Supported board-level decision-making through insightful presentations on financial health and business performance.</li><li>Budgeting, Forecasting & Business Planning: Led the Annual Operating Plan (AOP) and rolling forecasts, ensuring alignment with strategic objectives and market dynamics. Monitored key financial metrics to enable business decisions and proactive cost management.</li><li>Statutory, Internal & Tax Audit Management: Finalized standalone and consolidated financials under Ind AS and IFRS, ensured timely group reporting and compliance with international standards. Delivered clean and timely closures of statutory, tax, and internal audits in coordination with Big 4 auditors. Strengthened audit readiness through pre-audit diagnostics and rectification of recurring control gaps.</li><li>Regulatory Compliance & Risk Management: Ensured end-to-end compliance which includes ROC, RBI, FEMA, Income Tax, GST, Transfer Pricing, DTAA, and Customs. Reviewed cross-border contracts and transactions to ensure arm’s length pricing, accurate TDS application, and proper documentation under Transfer Pricing regulations.</li><li>Commercial Negotiation & Contract Governance: Led commercial negotiations and structured deals with vendors and franchisees. Reviewed key business contracts to ensure financial viability, risk protection, and compliance with regulatory standards.</li><li>Treasury & External Commercial Borrowing (ECB): Managed fund planning and liquidity management including ECB drawdowns, bank negotiations, and interest optimization. Improved working capital cycles through proactive cash flow forecasting and receivables control.</li><li>Internal Controls & Governance Framework: Led organization-wide reviews of internal control systems, identified process gaps, and redesigned or implemented over 40 SOPs and IFCs. Established a governance structure for financial discipline, risk mitigation, and policy compliance across departments.</li></ul> at Kama Ayurveda Pvt. Ltd. & PUIG India Pvt. Ltd.<ul><li>Company Overview: Group Company of PUIG, Spain</li><li>Team Leadership & Process Excellence: Organised the transformation of the Finance & Accounts function, establishing performance-driven goals, and embedding a culture of accountability and continuous improvement. Drove operational efficiency through process redesigns, SOP implementation and optimal resource deployment, leading to measurable improvements in turnaround time and accuracy.</li><li>Strategic Partnering with CXOs: Acted as a key advisor to the CEO, CFO, and other CXOs on business planning, pricing strategies, and business model pivots to support scale-up and profitability. Contributed to investor communications with data-backed insights to enhance stakeholder confidence and secure strategic funding.</li><li>Cross-Functional & Global Stakeholder Management: Functioned as the strategic finance business partner to cross-functional heads and the PUIG global finance team, aligning local execution with global financial strategies and compliance requirements.</li><li>ERP Transformation & System Automation: Led end-to-end ERP reimplementation to address system gaps, enforce role-based controls, and automate core finance processes—resulting in enhanced data accuracy, faster reporting and improved internal controls.</li><li>Costing, Inventory & Profitability Optimization: Designed and implemented plant-level costing models to ensure accurate COGS determination. Improved inventory management across pricing, consumption tracking, and aging analysis—enabling better working capital control and cost efficiency.</li><li>Manufacturing Finance & Statutory Compliance: Supervised end-to-end accounting for manufacturing operations and ensured full statutory compliance.</li><li>Financial Reporting, MIS & Profitability Analytics: Delivered accurate and timely monthly MIS reports, including P&L, Balance Sheet and KPI dashboards with deep-dive variance analysis across stores, business verticals, and geographies. Supported board-level decision-making through insightful presentations on financial health and business performance.</li><li>Budgeting, Forecasting & Business Planning: Led the Annual Operating Plan (AOP) and rolling forecasts, ensuring alignment with strategic objectives and market dynamics. Monitored key financial metrics to enable business decisions and proactive cost management.</li><li>Statutory, Internal & Tax Audit Management: Finalized standalone and consolidated financials under Ind AS and IFRS, ensured timely group reporting and compliance with international standards. Delivered clean and timely closures of statutory, tax, and internal audits in coordination with Big 4 auditors. Strengthened audit readiness through pre-audit diagnostics and rectification of recurring control gaps.</li><li>Regulatory Compliance & Risk Management: Ensured end-to-end compliance which includes ROC, RBI, FEMA, Income Tax, GST, Transfer Pricing, DTAA, and Customs. Reviewed cross-border contracts and transactions to ensure arm’s length pricing, accurate TDS application, and proper documentation under Transfer Pricing regulations.</li><li>Commercial Negotiation & Contract Governance: Led commercial negotiations and structured deals with vendors and franchisees. Reviewed key business contracts to ensure financial viability, risk protection, and compliance with regulatory standards.</li><li>Treasury & External Commercial Borrowing (ECB): Managed fund planning and liquidity management including ECB drawdowns, bank negotiations, and interest optimization. Improved working capital cycles through proactive cash flow forecasting and receivables control.</li><li>Internal Controls & Governance Framework: Led organization-wide reviews of internal control systems, identified process gaps, and redesigned or implemented over 40 SOPs and IFCs. Established a governance structure for financial discipline, risk mitigation, and policy compliance across departments.</li></ul> at Kama Ayurveda Pvt. Ltd. & PUIG India Pvt. Ltd.
<ul><li>Manage three separate teams for which their scope includes middle office support for the client relations community including known population remediations, complex reporting as well as a business manager team executing on efficiencies and development opportunities (eleven individuals both domestic and overseas contingent workers). 13 years of Institutional Relationship experience, 7 of those involving people management</li><li>Currently own and assist with facilitating the client relation pieces of various Management Action Plans (MAP) and internal audits within Revenue Credit Account (RCA) and Service Level Agreement (SLA) areas</li><li>In February 2024 released the first Salesforce Intake system at TIAA after five years of development and advocacy. This build has been noted as the blue print for all future case management intake systems within Salesforce at TIAA providing efficiency and ease for the user while reducing risk for the company</li><li>Worked on advancements and efficiencies within the Service Level Agreement process including salesforce automation. Implemented continuous improvement projects which reduced specific quarterly reporting tasks from days to minutes as well as the inception of a single budget code to pull penalties from rather than dozens of different budget codes</li><li>Through partnership with operations, updated the standard operating procedures for Client Service Managers concerning non bulk Lost Earning Calculations in 2021 to be submitted primary through plan focus unless through special exception. This reduced volumes for my team around lost earning calculations by 22% compared to the year prior while providing a more seamless and straight through process for the external clients</li><li>Continue working through obstacles, avoid duplication of efforts between client relations and other support team within different departments while creating synergy towards “working as one”</li><li>Advanced public speaking skills presenting both in person and virtually to groups as small as senior leadership to hundreds of employees on various forums</li></ul> at TIAA<ul><li>Manage three separate teams for which their scope includes middle office support for the client relations community including known population remediations, complex reporting as well as a business manager team executing on efficiencies and development opportunities (eleven individuals both domestic and overseas contingent workers). 13 years of Institutional Relationship experience, 7 of those involving people management</li><li>Currently own and assist with facilitating the client relation pieces of various Management Action Plans (MAP) and internal audits within Revenue Credit Account (RCA) and Service Level Agreement (SLA) areas</li><li>In February 2024 released the first Salesforce Intake system at TIAA after five years of development and advocacy. This build has been noted as the blue print for all future case management intake systems within Salesforce at TIAA providing efficiency and ease for the user while reducing risk for the company</li><li>Worked on advancements and efficiencies within the Service Level Agreement process including salesforce automation. Implemented continuous improvement projects which reduced specific quarterly reporting tasks from days to minutes as well as the inception of a single budget code to pull penalties from rather than dozens of different budget codes</li><li>Through partnership with operations, updated the standard operating procedures for Client Service Managers concerning non bulk Lost Earning Calculations in 2021 to be submitted primary through plan focus unless through special exception. This reduced volumes for my team around lost earning calculations by 22% compared to the year prior while providing a more seamless and straight through process for the external clients</li><li>Continue working through obstacles, avoid duplication of efforts between client relations and other support team within different departments while creating synergy towards “working as one”</li><li>Advanced public speaking skills presenting both in person and virtually to groups as small as senior leadership to hundreds of employees on various forums</li></ul> at TIAA
Executive Director - CORE, Risk Events and Data Reporting Lead at JP Morgan – Commercial and Investment Bank (CIB)Executive Director - CORE, Risk Events and Data Reporting Lead at JP Morgan – Commercial and Investment Bank (CIB)