For banking & financial services firms
Trusted numbers. Controlled change. Stronger banking decisions.
Vasundhara’s direct fit is where risk, finance, treasury and technology must deliver together. She brings experience of building reporting controls, leading model and data programmes, and turning analytics into capabilities a regulated institution can use.
Experience behind the proposition
60%
Lower regulatory-analytics effort reported at Deutsche Bank after AI/ML production adoption.
30+ workstreams
Aligned in Barclays’ enterprise risk-data standardisation programme, alongside an enterprise-scale legal-entity strategic transformation.
220+ people
Led in trading and risk-management operations at Shell India Markets.
Make risk and regulatory reporting more dependable
The business challenge
Fragmented data, manual reconciliation and unclear ownership make reporting difficult to trust and expensive to maintain.
How she can contribute
She can lead a common risk-and-finance data agenda: trace critical numbers to their source, establish ownership, embed preventive validation and connect remediation to the reporting cycle.
- Clear ownership of critical data
- Traceable regulatory numbers
- Less rework in reporting cycles
Connect model performance with management decisions
The business challenge
Models can meet a delivery deadline while leaving calibration, validation evidence and business interpretation disconnected.
How she can contribute
She can bring risk, model specialists, finance and technology together around calibration, documented assumptions, validation findings and escalation of limitations.
- A clearer model-risk agenda
- Evidence supporting model decisions
- Better coordination across risk and change teams
Move analytics and AI into controlled production
The business challenge
An effective proof of concept still needs data controls, validation, ownership and operational adoption before a bank can rely on it.
How she can contribute
She can lead the transition from a promising analytical use case to a governed operating capability, with acceptance criteria and controls established alongside the solution.
- A practical production-readiness decision
- Control ownership after launch
- Measurable adoption and operating benefit
Deliver change across organisational boundaries
The business challenge
Risk and finance programmes often depend on many applications, specialist teams and legal entities, with no single view of the dependencies.
How she can contribute
She can align business requirements, data definitions and delivery priorities across teams, and maintain a clear view of controls and dependencies through implementation.
- Shared definitions and priorities
- Visible cross-application dependencies
- A controlled transition into operations
Build the capability that sustains delivery
The business challenge
Transformation must leave behind skilled teams and repeatable practices, rather than continued dependence on individual programme leaders.
How she can contribute
She can help shape domain teams, establish business-analysis standards and connect specialist capability with operational accountability.
- A stronger domain leadership layer
- Reusable delivery and control practices
- Accountability that survives the programme
Where the fit is strongest
A bank’s control and transformation agenda
Particularly relevant to wholesale and investment-banking risk, finance and treasury functions, and the India centres of global financial institutions.
Mandates worth discussing
- Risk-data or regulatory-reporting transformation with unresolved ownership and control issues.
- Model-risk and analytics programmes requiring coordination across specialist teams.
- AI-enabled analytics moving from pilot to governed operations.
- Related mandates at NBFCs and insurers where the portfolio, regulation and role match her experience.
Starting a new mandate
A focused opening agenda
Proposed priorities to agree with the leadership team, shaped by the organisation’s needs and the scope of the role.
Understand the mandate
Map the reporting and risk agenda, stakeholder expectations, open control issues and delivery dependencies.
Agree the priorities
Align leaders on the critical data, model or change problems; agree ownership and a baseline for improvement.
Mobilise delivery
Sequence remediation and transformation, establish governance and define how progress and operating benefit will be evidenced.
Continue the conversation
Explore her banking leadership profile
Her banking profile is available on request. Or start a conversation about the business problem, the scope of responsibility and the outcomes your leadership team needs to achieve.