1. Zubin Shahnawaz
Flat 10 New Crane Wharf, 73 Garnet Street, Wapping, London, UK, E1W 3QS • Phone:
+447481450841 • Email: zubin.shahnawaz@gmail.com • Visa Status: Tier 2 General Visa
Summary Profile
 Over 10 years’ experience in Target Operating Model design, Business Analytics, and organisational restructure
 Proven record in the practical application of core LEAN competencies in order to drive operational transformation
 Detailed understanding of the Investment Banking & Financial Custodial industries
 Proven ability to build professional relationships with large wholesale Clients as well as internal stakeholders
 Extensive experience in people management, in both a line manager and project management/coordination capacitya
Experience
Genpact Headstrong Capital Markets – Senior Business Analyst: July 2013 - Present
Current Account - Credit Suisse Ltd (Investment Banking): July 2013 - Present
Role & project: BusinessProcess Architect and BusinessAnalyst for the Contract Data Utility (CDU) program
Project overview:CDU is an electronic golden data store for contract reference which is distributed to end users.
Key Responsibilities:
Documentation of Current State Process – mapping E2E as-is process and systems architecture, encompassing contract
negotiation, Client on-boarding, reference data entry and distribution, and trade flow
Gap Analysis and Target Process Model – design of the TPM for the data capture and data distribution streams of CDU;
key process enhancements include:
 Redesign of the control process so that the application of a 6 eye check versus a 4 eye check is based on clause
processing complexity rather than a generic document type - saving ~ $60 per document.
 Incorporation of continuous learning methods into the exception management process to minimise escalations, such
as use of previous exceptions as a reference point.
 Various initiatives to improve data quality, such as the design of a sample based daily quality review process and
associated scorecard,and various reconciliation processes which reconcile CDU data against other data sources.
 Identification of all systems through which CDU data needs to flow to ensure completeness of solution.
Governance Model – definition of SLAs and KPIs. A key initiative was to base quality targets on attribute criticality rather
than a higher level clause criticality, which meant remediation efforts were better targeted to critical data.
Control Model: working with the various stakeholders to ensure that all process components have adequate controls in
place:
 Documentation of controls and associated RACI matrix, and ensuring they comply with FMEA standards
Feeding TOM components and control model into the broader OCRR program and acting as liaison for SOX testing
Gathering and documentation of Business requirements - creation of Business Requirements Documents for Consumer
data needs and related system enhancements required to deliver these,for example:
 Documentation of attributes to be captured on Consumer outbound files, as well as file format and structure.
 Defining requirements to integrate the two ‘halves of CDU’- the CDU trade keys (that are stamped on trades) and
the CDU contract data,so that Consumers can link trades back to the underlying legal data. This requires a detailed
understanding of the data model to ensure that the integration is executed on the correct attributes.
Documentation of UAT scripts – ensuring that scenarios tested are comprehensive and that test scripts are aligned across
related work streams:
 Ensuring that the impact of all agreement lifecycle events on the CDU data,integration logic, and outbound files is
as per expected behavior.
 Data mining – use of SQL to select appropriate agreements for testing; requires an understanding of way the various
agreement types are modelled in the databases.
Planning and coordination – ensuring consistency of test plans with the objectives and activities of the broader program:
 Ensuring that scripts, sequencing, and agreement selection aligns with the other test streams within the
OCRR/IOSCO program so as to minimise impact on the data preparation teams.
 Ensuring that Business testing aligns with IT SIT/UAT test cycles so that environments are in sync and support
available.
UAT execution – execution of test scripts and ensuring that defects are escalated and tracked to closure.
Stakeholder management: Driving sign off on all deliverables through leading workshops and presentations with senior
stakeholders, and delivery of training to end users.

2. J.P. Morgan Australia Ltd (World Wide Security Services) - Associate ( 602), Sydney: March 2007 – May 2013
Role: LEAN Change Agent: May 2012 – May 2013
Project overview:The LEAN program delivered organisational restructure and process reengineering initiatives across the
Financial Accounting and Financial Reporting teams within J.P.Morgan’s Custody Business.
Key Responsibilities:
Organisational restructure - design of an off-shoring model with a forecast capacity gain of 9 FTE over an 18 months:
 Definition of a TOM encompassing process realignment between local and offshore teams and role redefinition
 Documentation of various options available to achieve vision (e.g. models based on process complexity vs. Client
criticality) including projected cost savings, ideal team size, structure and Client allocation per phase.
Capacity management - initiatives to efficiency of team structures - forecast capacity gains of3 FTE over 18 months:
 Reallocation of work load to smooth demand curves and team restructure to enhance load balancing capabilities.
 Roll out of supporting materials to aid implementation, e.g. skills matrix, cross training plan, implementation plan.
Process reengineering:
 Streamlining: removal of duplicate controls (e.g. rechecking reconciliation reports already signed off by
downstream team) and simplification of checklist – realised capacity gain of 1 FTE across Sydney Fund
Accounting Team.
 Standardisation: e.g. use of Adobe Pro to mark-up statements to remove need for printing – realised capacity gain
of 1 FTE across Sydney Financial Reporting Team.
Business Performance Management:
 Design of capacity management tool that displayed team peaks and troughs.
 Design and roll out of huddle boards and KANBANs including KPI definition and provision of daily coaching.
Delivery of coaching on root cause problems solving techniques to LEAN Team & Business.
Role: Business Analyst: March 2011 – May 2012
Key Responsibilities:
Test manager - End to end coordination of upgrade to core infrastructure platform, including coordination of UAT and PVT
test cycles across 22 teams and 60 staff, setting and communicating run books and schedules, monitoring of risks and issues,
and providing steer co updates
Process reengineering - Service Change Request process redesign to simplify the existing framework
Off-shoring Manager: Management of the off-shoring of the Managed Funds Team, encompassing design of operating
model (TPM, control mode, R&R matrix), and training approach and materials, and delivery of training and overseeing of
implementation.
Role: Operations Manager, Managed Funds: March 2007-March 2011
Key Responsibilities:
Line manager - for 7 FTE, and responsible for all aspects of staff development and team management including setting
objectives and monitoring performance,conducting 1:1s, design of team structure, workflow management etc.
Escalation point - Key Managed Funds escalation point for the wider Business and Clients
Project management - Management of major projects impacting the team, including all major transitions and system
enhancements – e.g. design of the team’s core valuation tool saving 45 hours manual effort per month
Commonwealth Securities Ltd., Sydney Australia: February 2005 – February 2006
Role: Client ServicesOfficer: Responsibilities included provision of retail client service & cross selling trading products
Education
Financial Services Institute of Australia Sydney Australia
Graduate Diploma of Applied Finance and Investment (GdipAppFin) May 2005-Dec 2006
University of New South Wales Sydney Australia
Bachelor of Economics: Majoring in Economics and Marketing Mar 2000-Oct 2003
Professional Qualifications
PRINCE 2 Certification (Practitioner) London UK, May 2013
Accredited 6 Hats Thinking Facilitator Sydney Australia, Sept 2013
LEAN Six Sigma Methodology Training Dublin Ireland, May 2012
Australian Custodial Services Association Accredited Certificate (scholarship) Sydney Australia, June 2009
ASIC PS146 adviser competencies: Derivatives, Managed Investments, Superannuation Sydney Australia, Jan 2007