Governance-first operations leadership
built for regulated environments
Governance-first COO leadership
for regulated banking
I run operations like a control function with business velocity — building resilient operating models, strengthening regulatory posture, and delivering transformation across payments, outsourcing, risk and service.
- Credible with regulators, auditors, and senior management — evidence-led controls and calm escalation ownership.
- Transformation that doesn’t break BAU — change governance, readiness, cutover discipline and post-implementation stability.
Board-ready summary
My leadership style is built on three non-negotiables: (1) clear accountability with measurable controls, (2) disciplined issue and incident governance, and (3) safe modernisation that improves outcomes without creating operational surprises. I’m comfortable operating under scrutiny — and I ensure the same standard across teams, vendors and change programmes.
How I run Operations
A simple operating model that scales: governance, resilience, and execution discipline.
Signals recruiters look for
This is the leadership “shape” I bring to any BFSI / FinTech operating model.
My first 90 days as COO / Head of Operations
A practical, regulator-safe ramp-up plan that delivers visible control and service outcomes fast.
- Rapid operating model scan: controls, incidents, complaints, key vendors, key queues.
- Agree “what good looks like”: KPIs, KRIs, governance cadence, evidence expectations.
- Stabilise the top 3 risk areas (quick containment + clear ownership).
- Strengthen incident & remediation governance: RCA quality, action closure discipline.
- Vendor oversight rhythm: SLA/KPI/KRI reviews, escalation routes, resilience testing plan.
- Service & complaints governance: trend themes, root causes, coaching playbooks.
- Ship 2–3 “safe wins”: cycle-time reduction, queue decongestion, control evidence automation.
- Payments/change roadmap: readiness, cutover governance, stakeholder alignment.
- Publish a measurable operating scorecard for Senior Management / Board reporting.
- Leadership cadence: weekly ops reviews, monthly risk forums, quarterly resilience exercises.
- Coaching system: quality checks, playbooks, escalation training for critical processing.
- Culture: accountability with fairness, clarity and repeatable discipline.
Confidential roles welcome
If you’re hiring for COO / Head of Operations / Director–SVP Operations / Operational Risk leadership in BFSI or FinTech, I engage discreetly and respond quickly.