Process Improvements & Agile Leadership for Financial Services

Executive Leader and Senior Management Consultant

SHALABH CHOWDHRY

ADDRESS: METUCHEN, NJ

PHONE: 201-***-****

EMAIL: *********@*****.***

LINKEDIN PROFILE

EXECUTIVE PROFILE

An global capable to accelerate Innovative businesses. mentor performance, and with Proven Creative a track performance increase record Business of revenue, attracting, Leader managing and with recruiting, bolster cost experience reduction shareholder and in advising goals organizations value. of teams up to $of ranging 2M up and to 40, from operational building $369M the budgets to foundations $162.47B of up Fortune to necessary $10M. 500 A CORE COMPETENCIES

Technology Transformation

Go-To-Market Strategy

Global Expansion

Investment Strategy

International / National Expansions

Marketing Communications Strategy

Banking Relationships

Investor Relations

EDUCATION

University Bachelor of of Science Maryland, / Information Baltimore Systems County; Baltimore, MD EMPLOYMENT HISTORY AND ACHIEVEMENTS

Note: Hover the cursor over blue underlined text for additional information and click or control-click to follow links to Websites & Press Releases. STRATOSPHERE MANAGEMENT CONSULTING – Metuchen, NJ

A global management consulting services provider for Fortune 1000 companies. NOVEMBER 2022 – PRESENT MANAGING PARTNER

Responsible for providing technology enablement and operational services to financial services/banking organizations.

• Go-Understand To-Market their Strategy: demographics, Helped needs, start-ups pain Identify points, the and ideal purchasing customer habits. profile. What Who sets do their they offering want to apart? reach By with following their product these or steps service? and constantly refining their approach, start-ups can develop a strong GTM strategy that propels them to success.

• Investor management, public vendors, relations, and Relations: external quarterly conference Successfully stakeholders. reporting, attendance, supported fund These marketing, and efforts the firm CEO marketing. streamlined and and CFO LP relations. (Effectively Start the Ups) investor Simultaneously, in managed all aspects relations relationships of contributed investor and fundraising with relations to a brand-diverse and process, building fundraising, network resulting initiatives of including firm in partners, through a 20% CRM reduction in fundraising timelines.

BROADRIDGE FINANCIAL SOLUTIONS – NEWARK, NJ

A $4.993B fintech company servicing firms in capital markets and wealth/asset management. NOVEMBER 2018 – NOVEMBER 2022 SENIOR MANAGEMENT CONSULTANT

Reporting to the President and SVP of Wealth & Capital Markets with a $50M P&L and 40 resources (with 15 direct). Responsible for working on the President’s initiatives for wealth and capital markets, restructuring the firm, and establishing new controls and processes to better serve new and existing clients in the conversion of the trade settlement platform (Projects - UBS, Deutsche Bank AG, JP Morgan Chase & Co., CIBC, TD Bank and Northern Trust).

• Go-opportunities, establishing To-Market a cohesive threats, Strategy: and GTM Implemented trends. strategy Led to team increase client in strategic service visibility. strategy planning, Investigated, aligned goal drafted setting, with a Firm's resource workflow mission allocation, document, and and vision. then implementation. navigated Analyzed change competition Charged resistance. with for These efforts became SOP, reduced scope creep, saved time on product conversions, lowered incremental expenses by 10%, and elevated revenue-per-contract by 6%.

• Strategic urgency and growth and Leadership: roadmap, a commitment ensuring Cultivated to excellence. alignment a high-performing Successfully across all culture key partnered functions, emphasizing with driving the President client significant focus to develop and organizational continuous and execute growth improvement, the company's and success. fostering vision, Successfully a strategy, sense of fostered a high-performing and collaborative culture that resulted in a 15% increase in client satisfaction scores over two years.

• Operational Effectively culture executing of diversity, operational represented Excellence: equity, plans the Served and department's aligned inclusion as a with trusted within interests budgetary advisor the in department. internal goals. to the These leadership and Oversaw external efforts team, departmental forums, streamlined guiding including finances operational departmental institution-and direction human wide operations resources, and committees. strategic and developing Fostered objectives. improved and a efficiency, resulting in cost savings, increased productivity, improved employee morale.

• Portfolio leadership and established Management: to develop key performance and As implement a leader indicators of effective project (KPIs) internal teams, to track communication I oversaw progress communication and plans, measure streamlined services success. project Significantly and product management development. improved processes, project I collaborated mitigated outcomes risks, with by SHALABH CHOWDHRY PAGE

201-***-**** *********@*****.*** LINKEDIN PROFILE 2

streamlining communication and project management processes. This resulted in increased project success rates, improved stakeholder communication, and enhanced organizational alignment.

• Lifecycle performance. QuickBase This platform Process to collaboratively Fostered streamlined Development: trusted project load relationships product Participated scope functionalities, with with in clients process clients, and build improvement colleagues, knowledge a conversion managers, meetings, sharing, workflow, and enhanced identifying subject and improve client improvements matter process services, experts. visibility to and Forged enhance was and a utilized partnership team comprehension. and by project senior with

• leadership Banking and external with and facilitated difficulties financial organizations. Relationships: in institutions. communication other (while groups simultaneously Dashboards Effectively Steering to between benefit were committee communicated gathering different their created teams. meetings feedback)departments. to and improve ensured were . This project Fostered then level transparency progress instituted of trusted client visibility with on communication relationships a project weekly and close stakeholders. basis with has a to 4-stakeholders, brief year become Acted gap customers in SOP as relationship partners, a and key on enables contact milestones, colleagues, management for clients clients risks, and to execute their tasks and ensure project success more readily.

• Global positioning, Developed synergies, / International which a proposal business included preparation, case, / a National then stronger briefed presentations, Expansions: presence the management in and EMEA In contract charge and on of the negotiations. APAC. business company's This development, acquisition A portfolio, private corporation revenue, strengthened including market was client chosen capital share, relationship for markets, and international any building, potential positioned expansion. program merger the

• company Investor quarter These methodologies collaborated Relations: for larger Prepared shareholder with have the become and finance presented returns, SOP, teams as and quarterly of they all strengthened clearly groups earnings inform to protect relationships reports the all Board for data portfolio and and with investors present 24 companies out it of about in the a to dashboard top the fiscal Board, 25 objectives, global for investors, the banks. following market and C-positioning Suite. fiscal Every year. compared to competitors, and continuous improvement goals. EVERCORE – NEW YORK, NY

A FINANCIAL $2.263B investment PROJECT MANAGER banking company with 1,950 employees. JULY 2017– AUGUST 2018 Reported to the Managing Director Advisory Applications with five direct employees. Responsible for conducting market, competitor, and due diligence research in partnership with third-party vendors (which included Thomson Reuters and FactSet). Gathered and analyzed data to advise boards of directors and investment partners on potential M&A transactions, organizational restructurings, and investor relations.

• Investment advisory teams Strategy: in order Oversaw to extract, the development view, and of normalize a website it to to obtain support daily M&market A transactions. data and regularly This platform improved/has tailored enhanced it for Evercore's advisory communication, enabled information shared with shareholders to be more competitive, and won business for Evercore’s partners. • • Advised investor Maximized analyzing o relationships. Consulted Phillips Whole daily oil production and Foods 66 Company. gas with Prepared Market client Phillips and profit investments and Inc.66 facilitated ’s data. Partners, board by of presentation supporting directors L.P. on acquisition regarding of internal data supporting teams of structure Bakken identifying strategic Pipeline of acquisition available recommendations. and Merey US by oil Sweeney, Amazon wells and as L.P. landowners well interests as ongoing from and IPC SYSTEMS INC. – JERSEY CITY, NJ

A SERVICE provider TRANSITION & servicer of MANAGER communication / PROJECT systems MANAGER & trading / BUSINESS infrastructure ANALYST for financial companies. FEBRUARY 2013 – MAY 2017 Reported to the SVP with a $25M P&L and three direct employees. Responsible for maintaining functionality of multi-line trading floor communication infrastructure by monitoring and directing 25 on-site service staff in New York, London, and Singapore. Supported Bank of America (BoA) trading business, serving as primary stakeholder to ensure seamless client support and contractual deliverables execution.

• Lifecycle utilized that both to current Process open Remedy and Development: potential tickets clients for Commissioned IT service would abide management. by by the the SVP new of Created Managed guidelines. all the Services These ITIL process to processes develop documentation, ITIL have procedures, enabled instructed the which service the staff, service desk and to made desk resolve team sure issues faster, which has strengthened client confidence/satisfaction and fostered cohesion with their 3rd party vendors. VERIFONE – PISCATAWAY, NJ

A BUSINESS $1.8B provider ANALYST of electronic payment services with 5,000 employees. JULY 2012 – NOVEMBER 2012 Responsible for managed development and launch of a retail-facing mobile application, which enabled inventory verification, order placement, and transaction purchases via handheld devices.

• Marketing requirements, Communications and made sure the Strategy: mobile app Gathered division's client UI was needs, consistent spoke across with cross-platforms. functional The prototype stakeholders, was delivered outlined customization on time and kept stakeholders informed of product updates, changes to mobile apps, consumer behavior, and feature acceptance. SHALABH CHOWDHRY PAGE

201-***-**** *********@*****.*** LINKEDIN PROFILE 3

CHEVRON – HOUSTON, TX / COVINGTON, LA

A BUSINESS $162.47B ANALYST oil & gas company (2012) with 42,595 employees. JULY 2007 – APRIL 2010 / APRIL 2012– JULY 2012 Collaborated with internal software developers to create/implement a new, in-house supply chain operation application compatible with the Ariba system, replacing manual spreadsheets with systematized procedures to expand data visibility and accessibility. BUSINESS ANALYST (2007 – 2010)

Directed efforts for material acquisition (supplier selection, purchase order processing, expediting, and warehousing).

• Technology (The compatible resulting with Transformation: automated Ariba) was system developed. To replace improved To learn five inventory more years about of manual controls, current processes processes billing, and and and future supply improve objectives, chain data structure accessibility, the supply while chain a new optimizing team internal was consulted. material platform procurement, management, and delivery processes for supporting deep-sea service locations. PREVIOUS EXPERIENCE

PURATOS CORPORATION – PENNSAUKEN, NJ

BUSINESS ANALYST – AUGUST 2010 – MARCH 2012

NEWS MEDIA ALLIANCE (FORMERLY NEWSPAPER ASSOCIATION OF AMERICA) – ARLINGTON, VA BUSINESS ANALYST – AUGUST 2006– JUNE 2007

SPRINT NEXTEL (ACQUIRED BY T-MOBILE) – RESTON, VA

BUSINESS ANALYST – JANUARY 2006 – JULY 2006

CERTIFICATIONS

The Philadelphia, Certification Advantage Governance, Certificate Certified ISO Geneva, Certified Six ITIL Sigma 27000 Wharton v3 Foundation Switzerland Blockchain Scrum Black of – International Risk, - Cloud PA Business School Belt, Master and Security Expert Management of Compliance Strategy – the Scrum Organization V2, Knowledge, University Blockchain Alliance; from and (GRC)Wharton: Strategy for Cloud of, Westminster, GRC Council Standardization; Pennsylvania; Certify Security Institute Competitive CO Alliance

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