Ami Yip

Operating across Digital Core Services, Asset Management Technology (~300 engineers across 3 delivery crews), fixing execution breakdown by redesigning how delivery, prioritisation, and decision-making work at system level. • Eliminated fragmented reporting across 30+ initiatives by building a single decision system — enabling leadership to prioritise based on risk, impact, and capacity • Turned Agile into a measurable performance system (throughput, cycle time, WIP, flow health), exposing bottlenecks and improving delivery predictability • Forced visibility of demand vs capacity imbalance, enabling more disciplined planning and reducing systemic overcommitment • Replaced slide-based reporting with structured information flows, significantly reducing manual synthesis and accelerating decision cycles; applied Microsoft Copilot to compress reporting and analysis • Established early-stage AI-enabled “memory layer”, structuring operational knowledge into reusable, machine-readable datasets to support scalable insight generation • Drove behavioural change through structured adoption mechanisms, increasing visibility of work and embedding continuous improvement across the organisation

Led post–Credit Suisse integration and decommissioning across technology and business estates, reducing cost, complexity, and operational risk at scale. • Created the first integrated view of the Credit Suisse application and portal landscape, mapping fragmented ownership across business and technology where no single source of truth existed • Structured decommissioning into clear execution pathways (retire / migrate / consolidate), enabling consistent, scalable decision-making across a highly complex estate • Drove cross-functional execution across business and technology, resolving legacy dependencies and fragmented accountability to unblock progress • Fully decommissioned 36 applications within 2 years, ahead of schedule, materially reducing tech debt, operational risk, and estate complexity • Established a repeatable integration execution model, improving visibility, coordination, and decision-making across stakeholders

• Successfully led the setup of a dedicated PMO team for the wholesale business segment, embedding rigorous governance for operational excellence. • Managed strategic transformation by designing and executing a standardized project plan that aligned with multi-year technology roadmaps, portfolio management, and program governance, fostering strategic initiatives. • Ensured financial precision and innovation by introducing a robust project financial management framework, which included developing a rate card system for optimized cost and resource management, showcasing financial acumen. • Implemented collaborative synergy and transparency by leading cross-departmental collaboration, eliminating redundancies, and enhancing transparency—a crucial step towards fostering informed decision-making and alignment. • Enhanced MI reporting by augmenting the Management Information (MI) reporting process, delivering insights that supported strategic decisions and actions.

• Drive financial (over USD 200m) and performance management on different portfolio across global business and function with multiple stakeholders • Direct cost management by proactively managing and analyzing the interlock budget, Latest estimate (LE) and resource cost. Highlight the risk and give advice to senior management on my findings for manpower planning decision • Build strong and effective relationships across a complex and senior stakeholder framework. Key point of contact to CIO, business leads and relevant business managers, providing financial control, business analytics and insight as well as delivering key messages from global IT COO and preparing financial reporting as well as commentary

• Establish, manage and lead the PMO team, bridging business demands/ requirements to manage stakeholders’ expectation and set the program governance framework with the portfolio, rolling out standards and templates whilst providing strategic challenge, overview and scrutiny, ensuring alignment with wider policy and strategic initiatives • Manage the financials (over USD 20 Millions) on budget planning, forecasting accruals and analysis of changes’ impact, prepare and present the financial reports in steer-co meetings for various senior stakeholders on a monthly and quarterly basis as well as ad-hoc status snapshots • Provide central PMO services for different strategic business initiatives , planning and reporting governance guidelines and standards, approving change releases, process rationalisation, chair weekly meeting to review project status. Milestones, dependencies and update the RAID logs with the PMs

• Led Multi-Bank Programmes across Bank of China Group to deliver enhancement on credit application platform. Redesigned processes and customer communication protocols, resulting in enhancing customer experience and compliance with latest regulatory requirement • Interpreted, evaluated and interrelated research data in addition to developed integrated business analysis and projections for incorporation into strategic decision making • As the key person to liaison among stakeholders to analyze, design, and reengineer business processes and system application

• Financial lead for projects under banking and insurance sector, managed relationship with project managers, CFO and Group COO • Reviewed financial statements and analysed sales revenues, costs for all projects. Developed detailed spreadsheets to identify trends and develop forecasts. Consolidated and analysed monthly results and budgets. Create and deliver presentations, providing recommendations on short and long range of ROI • Annual budget preparation in collaboration with upper management for headcount, and resources decision • Prepared monthly CFO packs and quarterly Group COO backlog reviewing slides and provide management with accurate and timely financial information for backlog sign-off