AVP -Treasury Services,

Job Description

• Manages service delivery from India GIC standpoint. Ensures service delivery is as per the agreed standards with clients. Monitor day-to-day management of team members and actively manage and maintain successful long-term relationships of assigned clients, and proactively escalate issues to Unit Head.
• Responsible to keep team adequately staffed to ensure seamless service delivery each day. This includes both planned and unplanned leave management. Ensures timely communication is sent to home site, which can potentially lead to service delivery issues due to staff absence.
• Responsible that team has the capability to function in case of a BCP event. This includes ensuring monthly testing of work from home arrangements are carried out, call tree information is kept updated and staffing arrangements in the event of a BCP event is managed.
• Provides clear direction and training of subordinate managers and staff. Drives a culture of meritocracy in the team.

Standardization and process efficiency

• Standardize the process. Identify process improvement and automation opportunities and ensure implementation after involving all the required stakeholders. Manage the implementation of all standard practices, processes, tools, etc. and initiatives and technology enhancements, while assessing operational effectiveness and making suggestions to streamline functions.
• Ensure that the above initiatives translates to material efficiency saves set by the department / business division. Look for avenues, which can help in reduction of wastage etc.

Performance management

• Ensures all personnel are given timely and complete performance evaluation feedback.
• Allocates and coordinates resources and handles personnel related issues.
• Responsible for effective performance management of the team, uses resources efficiently to recognize and retain talent. Ensure ongoing recognition of top performers for excellent performance for delivering beyond the call of duty.
• Possess ability to show career path to key performers of the team and guide below par performers to get up to the required expectations to the bare minimum by demonstrating and evidencing underperformance through the process applicable as per company from time to time such as performance improvement plan or equivalent. Ensure transparency and consistency in performance measurement and rewards.

KPI and Management Reporting

• Responsible for maintaining historical KPI records to depict the process health at any given time. Liaise with home site in designing such various metrics and frequency of circulation of such reporting, look for constant improvement as and when required or asked by home site.
• Work with home site to ensure consistency across the various deliverable trackers, to ensure consistency and facilitating a holistic view for India oversight management
• Maintain the necessary Management Information (KPI s) to Indian Management.

Risk and Control / Improved Resiliency and Controls Framework

• AVP to ensure that all must have documents are in place for the team and is refreshed periodically. They are also required to ensure that client specifics are documented and followed. AVP to ensure there are evidence that process controls are followed.
• AVP may act as the second point of contact with any internal risk review or internal audit conducted in India.
• Ensure that only GMAS registered macros are used. Enforce controls to ensure there are no IDDs. IDD solutions to be implemented in a timely manner and if required added as part of control checklist.
• Single SPOC s to be identified within FRFA with respect to each key initiatives that will work with dept/location levels SPOCS. FRFA to have one voice. Clean Audits. Ensure KPIs reflect the changing nature of the activities performed.
• Peer reviews of compliance to SOPs - to be completed for all teams at least twice a year rotational. Zero claims arising from FRFA activities in India including Audit cost overruns. Timely completion of compliance training for self and team, follows ups will be seen as not achieved.

Home site relationship / Client Focused Management-

• Get recognition from home location as the BAU operational leader in your business line. Ensure participation in all relevant oversight and control functions with home location. Prepare and deliver key information and status updates where applicable on a periodic basis
• Improve Service Quality with end client mindset and continually drive down errors through process improvements, enhanced controls, risk reduction.
• Minimum 10% of staff to cover operating hours of the home site client s day to have end to end ownership.
• Ensure no clients are in Red and Amber status if deficiencies exist ensure there are remediation plans in place to turn them green.
• Monthly FRFA client meetings across the client leads in Investment Compliance, Financial Reporting, NPORT, Treasury and Tax to ensure knowledge/issues on clients are shared along with best practices.
• Ensure timetables, resources is agreed upfront and facilitate for a quality product, maintaining highest accuracy standards.
• Implement successful change control processes for taking on additional work. Ensure RAG status is measured for any unscheduled/planned/resourced activities.
• Maintaining a proactive behavior towards client feedback that illustrates thinking from the client s perspective. Always strive for positive client experience.
• Successful transition of new business into India including appropriate knowledge transfer to SS and JV staff. Meet delivering to timetable at agreed accuracy targets.
• Ensure your team is the first point of contact for JV staff on clients serviced in India.

Business Transformation

• Pre-cycle or post cycle activities to address quality must be implemented across all teams. Any exceptions to be signed off at VP level
• All teams need to demonstrate they are skilled to perform all activities required in a cycle. Self-assessment and Home site or Indian management confirmation should be in place for all staff . In order to achieve the 5% efficiency listed under financial commitments, drive adoption of technology and eliminate bespoke manual processes. Work with CDM to ensure client communications are had where required to ensure these changes are implemented

Functionally Aligned Operating Model

• Continue to expand functionalization for Treasury Team, assess suitability in other areas. ARC implementation compile ideal conversion priority and timing. Ensure cross training for all staff on the platform by end 2019. Expense Manager Improvements, efficiency in budgeting process - reduced stretch and cycle times increased accuracy.

Integrated Service Delivery & Management across Hub & JV

• Improve Diversity levels at Officer and AVP levels. Think about business reengineering resource in the teams. Teams to achieve a 15% improvement in their female diversity Statistics e.g. if currently females represent 35% this would be reaching 40%. Team must improve their overall diversity measure by 5% and reach a minimum of 30% female at officer an above to achieve Diversity goal for 2019. Minimum one male and one female to attend all hiring drives for the teams during 2019. Teams must select and hire during diversity drives.
• Hiring recommendations at AVP or above level to be accepted, no re interviewing. Facilitate a minimum of One cross department transfer at AVP or above in 2019. Ensure all AVPs and VPs are assigned one of these goals to drive across the broader FRFA organization, including being responsible for the MIS on the initiative and presenting updates during town halls.
• Ensure work performed by the JVs have adequate documentation, training sessions are run and FAQs are developed of the back of IMTs raised in each cycle. Measure is significant reduction in repeat issues - 50% improvement required. Successful re-assignment of responsibilities undertaken by exiting expats. Clear handover plans and ownership. Effective communication to all staff on the Values, Strategy and Goals of the firm, and their function. Team Huddles, One on Ones, Quarterly Town halls etc.

Better Asset Utilization

• Achieve the efficiency targets for each year and be in a position to implement the Savings. 5% reduction on ending of prior year HC. Reduce budgeted contractor spend by 25% ($250k). Reduce bubble period to an average of 60 days or less. Hire in the targeted month. Misses in any month will need to be accelerated in others so the entire 2019 targets are achieved for project Ocean and new business.
• Hires over 360 level should be opened to all the business as an internal promotion rather than an external hire to promote internal transfer opportunities for our staff. Ensure all ad-hoc deliveries are documented and Home site teams are giving a efforts estimate to facilitate billing. Effective usage of seating and hot desking, via shifts, WFH and hot desking arrangements. Cross sharing of resources to elevate peaks, this should happen cross locations and cross teams. AVPs to assist their VP s to create heat map for their respective teams so cross training and cross utilization of resources takes place.

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Keyskills :
financial reportingprocess efficiencynew businessinternal auditservice qualitystaff managementchange controlservice deliveryknowledge transfer