Aizaz Zaidi

Managing and leading Financial Consulting projects for banks in the GCC region with specialization in Risk Management, Cyber Risk, InfoSec. ,ERM, Risk Governance and Banking and IT Operations. Working with Senior Partners and business leaders from various LoB (Line of Business)

Projects Delivered Successfully:

-> New Large Government bank established in KSA in 2018 to deliver the 2030 vision

Conducted Risk Management gap analysis. Developed and delivered the following:

➢ Risk management framework, Risk Strategy, Risk Policies across all risk disciplines Credit, Operational, Market, Liquidity, ICAAP, Third Party Risk, BCP.

➢ Conducted Risk Assessment workshops with businesses, IT, Cyber. Developed 25 top KRIs of the bank

➢ Developed Cyber Strategy inline with the National and International standards considering the Digital/Cyber government and local regulatory authority requirements.

➢ Developed and reviewed cyber policies.

➢ Presented to the C suite and Board members as final project deliverable.

-> One of the largest regional local bank of UAE

Delivered Asset Management Unit setup

➢ Developed Asset Management Unit Operating Model for deal sourcing and structuring of the investment performance for local and overseas subsidiaries.

➢ Worked closely with PwC Luxembourg Office to develop Asset Management Policy, Procedures and Governance structure.

➢ Reviewed all related Group Committee Charters. Developed new required ones and modified others accordingly to support the independence and Board oversight for all investments made by the bank at the Group level.

-> Other work included monetization of the Real Estate Assets of the Bank through desktop research and real estate developers of the country.

➢ Delivered the approach for formulating REIT structure.

➢ Delivered final report categorizing all RE Assets into various areas for maximum monetization

-> Working with authorities on a national vision to develop UAE as a Global Wealth Hub

➢ Conducting detailed review of regulations across local regulatory authorities- CBUAE, ADGM, DIFC, SCA

➢ Comparison between international jurisdictions of various wealth drivers to develop roadmap

➢ Review regulations of some large wealth hubs in European and Southeast Asian countries for comparison with local environment

LargestDigital bank of Pakistan with leading Fintech revolution in the Financial Industry

Reportingto the Board with Dotted line to the President and CEO

Managinga team of 145 staff across the country

➢Managing a portfolio of USD 400 million (PKR 37 billion) for the Risk Management of the Bank

➢Led 11 banks consortium for raising Tier two capital for the bank with financial and prudential negotiations including Central Bank.

➢Managed large credit teams with high turnover of credit approvals

➢Support the Digital initiatives of the bank by evaluating risks and providing timely feedback with focus on customer service and its impact on bottom line with strong operational resilience.

➢Setup the Risk Appetite Statement approved by the Board and monitor for breach reporting

➢Reviewed new product, process and system developments for risk sign-off

➢Attend and present in Management and Board committee meetings

➢Managed Central Bank audit reviews. Reviewed new prudential regulations for Digital Banking.

Reportingto the Chief Risk Officer

responsiblefor:

➢Implemented complete Operational Risk Framework, BCM, Fraud Prevention & Investigation and Information Security Governance. Conduct awareness trainings for all areas, respectively.

➢Reviewed and approved all new and changed products, processes and systems

➢Review and provide feedback on new regulations to support CRO

➢Drive the transformation initiatives of the bank in line with 5-year strategy. Created and agreed transformation initiatives with each head of business. Categorized under 3 major streams such as: 1. Fixing the Basic; 2. Align Policies; 3. Support Core Growth

➢Follow-up on agreed activities with respective business heads and regularly provide updates to the CEO on progress. Work with business heads to ensure deliverables are achieved in a timely manner.

➢Formed a Transformation committee, which met regularly and provided feedback to CEO.

➢Collaborated with Internal Audit for sharing risk profiles and discussing bank's internal audit reports for common areas of concern

➢Introduced Operational Resilience concept and initiated the development of operational resilience documents in line with the international standards of Financial Conduct Authority (FCA) – UK

➢Reviewed and approved all AML & Compliance procedures of the bank as the final approving authority.

➢Delivered a leading advisory role in all operational risk matters of the bank

➢Assess risk in new business ventures such as SME, Investment banking products through RCSA reviews.

➢Perform Risk Assessments across all business and developed key risk controls reporting mechanism.

➢Developed and Improved KRIs to reflect the true nature of the risk and control weaknesses leading to process improvements with better and enhanced controls.

CareerProgression

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➢Reviewed and approved 1200+ procedures of the bank. Drove the initiative to document all the procedures for the first time. It is an on-going activity for all new processes.

➢Established review and approval process for all new processes, products, systems, and new projects.

➢Review IS policy, procedures and framework. Participate in penetration testing.

➢Member of core banking project team. Implementation of Temenos T24 System.

➢Member of Digital Steering Committee

➢Led COVID-19 Pandemic situation and crisis committee of the bank.