Executive Director

NISHA ARAS

* **********@*****.**.** 302-***-****

Summary

19+ years with JP Morgan spanning FP&A and Controller roles in US, UK and India

Managing teams for 15+ years, currently a 65+ team across NY and Mumbai

Masters in Commerce from University of Mumbai and Chartered Accountant, qualified in 2003

Work Experience

CIB Planning & Analysis – ED, New York

April 2020 to date

End-to-end functional responsibilities for planning and analysis deliverables including plan, forecast, earnings, Investor Day, competitor analysis, CCAR and compensation planning. Manage a 65+ team.

oPlan and forecast – Consolidation of results across CIB including presentations to CFO and CEO. Review of weekly forecast submitted to the Corporate FP&A team and CEO. Set up quarterly expense reviews with the Firm CFO

oEarnings – Perform analytical reviews for quarter end flash results with sub-LOB CFOs, participate in business reviews, and draft Q&A in preparation for earnings. Partner with Controller and SEC teams to finalize CIB disclosures. Recommend outlook guidance provided at external investor events. Provide talking points at Senior Leader Conferences

oInvestor Day – Single point of contact for CIB Investor Day presentation materials and Q&A involving strong partnerships with sub-LOB CFOs, Strategy, Investor Relations, SEC Reporting, Corporate FP&A teams, Product Controllers and Controls. Set up the operating model for CIB deliverables

oCompetitor Analysis – Track peer results and provided bespoke analysis on market share, compensation, expenses and capital that informed business decisions and strategy

oCCAR and Risk Appetite – Consolidation and analysis of CIB results based on a thorough understanding of quantitative business models, presentations to CFO, CRO, CEO and CIB Risk Committee, and represent CIB for regulatory exams and ad-hoc requests. Recommend internal risk appetite limits for CIB to the CFO and CRO

oCompensation planning – Recommend annual CIB compensation pools for the front office in partnership with HR, and manage presentations to CFO, CEO and Board

Manage a $7mm per annum multi-year contract with a vendor for market intelligence for client and competitor analytics and provide oversight to dedicated onsite consultants. Negotiated scope of work in partnership with sub-LOB CFOs, agreed contract pricing and obtained CFO approval to renew contract

Lead for multi-year transformational project to transition CIB infrastructure from Oracle-based platform to Anaplan and cloud-based tools in line with the firm’s objectives for standardization and efficiency

Manage senior individuals locally with a focus on promoting talent and succession planning, and oversee the global CIB P&A team across locations with a 50+ team based in Mumbai

Oversee the social agenda for the CIB-wide NY P&A team and have organized multiple networking events. Run internship circles for diverse summer interns and mentor junior talent under the Career Champion program

Planning & Analysis – Consolidated Legal Entity – ED, New York

February 2019 to March 2020

Single point of contact for the OCC. Interactions included monthly meetings to present legal entity results, and ad hoc requests on capital adequacy, CCAR, Recovery & Resolution and SLR

Recommended quarterly dividends to be paid by the consolidated bank to IHC based on capital and liquidity constraints

Evaluated the use of the firm’s legal entities based on a consistent set of criteria and executed, with LOB and functional partners, the firm’s legal entity end state strategy rationalizing the existing framework and reducing operational and inter-entity complexities

Capital Management – Retail Credit RWA Lead – ED, Delaware

April 2016 to January 2019

Functional responsibilities included calculation and analysis of Retail RWA, attestation of quarterly external reporting, and implementation of target state technology for calculation (Bond Studio) and reporting (Capital Desktop)

Implemented next generation Advanced RWA models for Mortgage Banking, Auto Finance and Business Banking

Led the firmwide cross-stripe implementation of intra-quarter (monthly frequency) RWA reporting and attestation across LOBs and Capital Management, including resourcing, production and technology build

Managed a team of ~15 across New York, Delaware and Bengaluru

Managed the Capital Management People Agenda through 2016-17

Capital Management lead for the Delaware FADP program

Product Control – EMEA Markets, Global Income Attribution Lead – VP, London

October 2009 to March 2016

Led the CIB Income Attribution (IA) project to close CIB IA Action Plans, set up the CIB IA operating model, defined the CIB IA Standards, drafted and conducted IA Training and set up team of 10 in Mumbai

BAU responsibilities included ensuring accuracy and reasonableness of P&L and balance sheet involving close partnership with Financial Control team in Delaware during the monthly close; P&L commentary for P&A and PRA requests; hierarchy maintenance; submitting monthly business forecast; FVO, FVM and other quarterly external reporting; analysis of RWA and treasury funding charges in tandem with driving capital and liquidity advocacy for the business; and compliance with control frameworks such as RCSA and SOX

Identified and drove resolution of CIB-wide accounting issues – NII netting, FX translation of average balance sheet, DRR trading type override rules

Set up the operating model for daily balance sheet review and introduced new MIS reporting to desk heads introducing monthly balance sheet packs and quarterly reviews for RWA

Implemented changes to the regulatory, capital, liquidity and transfer pricing frameworks - CIB BS and RWA Standards, B2.5 Market Risk Policy, CIB Treasury funding, SVA 2.0, GSIB, Volcker inventory aging, Advanced Pricing Agreement, Secondment Model for income attribution, LRI reporting

Led the global implementation of finance infrastructure changes for CEM and FX Hybrids - MERIT to SAP migration, DPS decommission, CMR replatform, BDM implementation

Integrated BAU for Exotics & Hybrids, FXO and FX Hybrids with the heritage GEM business. Set up best practices for business control

Built strong partnerships with Accounting Policy for structured deals and SPV consolidations, and Tax Tax and LEC for transfer pricing and income attribution

Drafted Product Control write-ups and led reviews for New Business Initiatives and Complex & Significant Deals

Strong team management - Rebuilt the team from near 100% attrition at the time I took over to a strength of 12, improving team resiliency; high multi-rater scores. Numerous capital efficiency and process automation initiatives led to improved work life balance

Implemented Fast Track Training (FTT) program to provide inhouse training to 25-30 associates within CEM Product Control

Active participation in EMEA CDP graduate program

Financial Control – EMEA Securitized Products – Associate, London

October 2007 to September 2009

Defined the operating model for accounting & control, and successfully implemented Position Server+ (P&L reconciliation tool) as a first in the IB

BAU responsibilities included ensuring that trading P&L is reconciled to risk management, general ledger and management reporting systems, and coordinating and performing reconciliation and substantiation of balance sheet (GLRS). This was particularly challenging during the merger with Bear Stearns

Other responsibilities included submission of monthly forecast to the IB, analysis of corporate funding costs, performing RWA calculations and submissions to external reporting at quarter ends

Conducted deep dive into client billed receivables, invoicing and reimbursement, and escalation of aged items to management

Partnered with LEC for income attributions, audit requests and commentary on business performance for quarterly Board meetings

Planning &Analysis – (various roles) – Analyst, Mumbai

March 2004 to September 2007

Managed a 5-member team and was the project lead for IB Standardization of MIS reporting requirements

BAU roles included plan and forecast for Global Exotics & Hybrids and EMEA SPG, and reporting of Asia region financial results and presentations to senior regional management on a monthly basis

Developed a tool for analysing sales costs allocated to trading desks, used by CFOs and Product Controllers across IB

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