Special recognition from the President of India – for being the First bank to implement e-commerce through RuPay cards

Chartered the path of “Digital Bank” by implementing Tablet Banking, Advanced Mobile Banking, Digital onboarding of customers, Virtual Analytics etc. – setting the bank on a solid pedestrian of best technology enabled bank.

Received the award for “Best CEO with HR Orientation”

Started the “Toast Masters – Cosmos Bank Club” for employee effectiveness.

Magnified average deposit balance growth with “ Flexi – Fixed i.e. sweep” account structure allowing deposit retention and offering improved customer benefits (combined monthly statements, competitive interest rates, electronic notifications)

Met demand for new services – despite intense competition from large private banks

Introduced and Increased customer satisfaction index and net promoter score

Improved Net Interest Margin, Lowering the cost of funds by 75 basis points while preserving core deposits, and shifting composition from bulk depositors to retail depositors, and also by undertaking a comprehensive Interest Sensitivity Asset composition and Product Profitability exercises

Reduced 42% of operating costs in vendor contracts, staff expenses, by streamlining processes and driving other cost saving initiatives

Intensely involved with Board, set and achieved profit per product line, technology utilization, expansion and other long-term goals

Introduced 18 new branches in a year at popular and strategic locations, attracting large volumes of new customers

Steered the merger and acquisition of two banks

Gained solid ROI and a profit of over 112 billion Rs. in Treasury and Investment

Introduced 7 sub brands and 3 relationship management solutions for market penetration ( Co-Biz, CoSme, CosI etc., and BizCon, ElCon, respectively)

Delivered deposit & Loans / revenue goal analyses as Pricing / New Product Development

Increased the revenue by 65 %, 51 % and 54 % respectively in first three years.

Quickly turned around regulatory examination order facing some asset quality issues head on with methodology hailed as model for other banks facing critical audit issues in wake of new regulatory practices

Implemented the ‘Speak-up’ policy organization wide for all stakeholders

Influenced the Board to implement ‘Code of Conduct”, Acceptance of Gifts policy etc. to bring in best practices in Corporate Governance

Build new, perpetual revenue stream that replaced original portfolio profits

Developed and launched a risk/reward based lending strategy with strategic input into the Asset and Liability Committee at Corporate office and Executive Committee (Board )

Spearheaded the process of defining Balanced Score Card for the organization. Defined KPIs for various score card perspectives.

Introduced visual controls and DPO tracking mechanisms throughout the E2E process

Bank was awarded Best Technology Bank for the year 2014-15 by the Federation of Banks, Maharashtra

Steered the Image Based Clearing for clearing of cheques

Reduced operational losses by six times much within original business budgets in the first half of the year

Developed and implemented Referral Policy to open a niche high value, profitable portfolio

Developed and implemented Product & Promotion Roll out Policy and processes and product roll out calendar in line with the overall business strategy

Developed and implemented channel induction process and policy

Initiated the VOC to define back end processes and SLA’s

Participation of clients in policy formulation, deployment and monitoring of processes

Industry First- published a Client Charter – boldly publishing what clients can expect from the organisation

Maintained approachable, employee friendly image, promoting brand message through speaking engagements, customer meets, forum meetings and relationship with media sources.

Implemented SAS Virtual Analytics – 2nd bank in India to launch the analytics solution

Migration to Finacle 10 – for Core Banking ( from version 7)

Tablet Banking – used for Financial Inclusion, Door step and Work place banking

Organized and conducted training programs for the personnel on various aspects on product and soft skills

Initiated the development of software for implementation of the Score Card for credit appraisal, integrated package for collections, and CRM for lead generation

Implemented the Enterprise Risk Framework in Cosmos Bank

As Chief Risk Officer, introduced the Portfolio Quality Review and Product Profitability to bring focus to the product lines to increase bottom line.

Changed the way Credit Appraisal was carried out in high ticket loans by introducing “Risk Observation Notes” mandatory for each of the proposals.

Quickly turned around regulatory examination order facing some asset quality issues head on with methodology hailed as model for other banks facing critical audit issues in wake of new regulatory practices

Implemented the ‘Speak-up’ policy organization wide for all stakeholders

Influenced the Board to implement ‘Code of Conduct”, Acceptance of Gifts policy etc. to bring in best practices in Corporate Governance

Developed and launched a risk/reward based lending strategy with strategic input into the Asset and Liability Committee at Corporate office and Executive Committee (Board level)

Implemented the Risk Frame Work across the functions, conducted cross business wide Operational Risk Assessment.

Core team member for roll out of Risk and Control Assessment mechanism across all lines of business

Core team member for drafting of Credit Lending Policy, Operational Policy and processes and Sales Incentive Scheme

Developed, implemented, maintained and analysed accurate and timely MI (e.g. PQR) and presented the information in a clear and concise manner at a team, departmental and business level to allow for the effective management of the loan portfolios;

Support function heads with specific ‘Root Cause’ analysis and enhancement proposals where requested.

Review & assess all 3rd party relationships who have direct impact on the E2E client experience to ensure client quality.

Chair Person of Change Approval Board (CAB) responsible for ensuring any process, system or objective (strategic imperative) change initiatives are in line with the overall strategy of the organisation.

Member of Risk & Governance Management Group (RCMG) responsible for approving the mandates within the risk appetite of the organization.

Implemented the Risk Frame Work across the functions, conducted cross business wide Operational Risk Assessment.

Initiated the development of software for implementation of the Score Card for credit appraisal, integrated package for collections, and CRM for lead generation