Avp - Transfer Agency C12

Purpose of the Role
To assume responsibility for business delivery for their respective processes.
To continuously evaluate service quality, service levels and processes to determine newer and more effective delivery mechanism.
To create an environment that drives learning and knowledge.
To take decisions / provide decide support on key issues relating to people, process, audit policy inputs and risk & control.
To have regular engagement with stakeholders to share updates, discuss issues and provide solutions.
To create a governance methodology for the generation & implementation of process improvements.
To create respect, trust and transparency within the team.

**Responsibilities**:
Review service quality, production systems, and client reporting within cash and trade operations
Analyze complex and variable issues to resolve issues and ensure team deliverables meet performance and quality expectations
Recommend quality reviews of cash management services, production systems, and client reporting
Manage performance, identify areas of development/training and make recommendations for pay increases, promotions, terminations, hiring, etc. of team
Contribute to planning, budget management and formulation of procedures
Serve as backup to the Cash and Trade Operations Senior Manager

Strategic Progress
Developing and delivering strategic goals

**Strategic Planning**: Define and implement the Transfer Agency Operations strategic plans, across multiple dimensions - customer offering, Value creation, Nearshoring, Collaborate and partner with executive colleagues across the businesses and the Group to deliver long term value creation. Ensure strategies take account of economic, market and regulatory changes

**Business Model**: Ensure the management teams across Transfer Agency operations functions and regions are set up with unambiguous accountability for front to back ownership of the business.

**Governance**: Create and maintain an effective and efficient governance structure across TA Service delivery, based on the principles of “Less is More”

**Culture**: Define, drive and shape the culture of the business to embed strategic goals throughout all levels: client focus, high performance business, strong control, engaged and empowered workforce, etc.
Business Delivery and Financial Performance
Setting clear, measurable near term financial goals and deliverables

**Financial Delivery**: Ensure TA Operations delivers acceptable financial performance within acceptable risk parameters, Minimising financial losses and optimising work force to leverage higher productivity

**Efficiency and Value Management**: Drive disciplined value management and a culture of cost consciousness and operational excellence across the team
Customer Expectations
Meeting and exceeding customer and stakeholder expectations

**Client Focus**: Set the tone from the top by promoting client focus throughout strategy, communications and client engagement. Ensure client focus in built into TA Operations culture.

**Customer Delivery**: Ensure all staff within the process / department are accountable for their delivery of commitments to CITI customers

**Reputation**: Build, safeguard and uphold the reputation of CITI Group across all stakeholders: investors, press, politicians, public, staff, clients, brokers, etc.

**Regulatory Relations**: Act as senior interface for the department as required with regulators, and auditors, etc. Ensure relationships are open, transparent and in good faith
Risk, Efficiency and Control
Setting clear goals, internal controls, risk management, business efficiency, improvement and effectiveness

**Supervisory Culture**: Supervise direct reports and their activities effectively, including effective record keeping and documentation of key people issues. Ensure direct reports and management teams are competent and have clearly defined responsibilities, both collectively and individually in line with the five pillars of supervision excellence:
Tell employees what their jobs are
Tell them how to do their jobs
Show them how to do their jobs
Test that they have done their jobs properly
Incentivise for the job they have done

**Line of Defense**:
Complies with relevant Group Policies, testing and certifying (or considers and escalates) the adequacy and effectiveness of the business’s controls on a regular basis.
Establishes and documents (or follows and/or maintains) operating procedures which include relevant controls to meet Group and local policy requirements.
Establishes and owns a governance structure for identifying and managing risk, and for defining and approving an appropriate Risk Appetite^
Establishes and maintains risk assessments to identify and assess the material risks that arise in the area of responsibility^.

**Risk Culture**: Set the tone from the top by promoting appropriate business and risk aware behaviours and requiring compliance with all statutory and regulatory requirements and RBS Group pol