Anand Shankar

I report directly to the Divisional CIO and partner closely with the CFO and executive leaders across Risk, ALM, Capital Markets, and Technology to align financial systems strategy with enterprise objectives. I secured funding and led the build of a $20M enterprise profitability platform spanning 30M+ accounts, institutionalizing a governed month-over-month profitability discipline that serves as a system of record for customer, product, and market-level decisions. I designed and deployed an enterprise budgeting and planning platform connecting Technology and Lines of Business across annual and multi-year horizons, strengthening investment governance and capital allocation transparency. I built and scaled Activity-Based Costing across 2,600 activities and implemented FinOps/TBM across $1.2B in technology spend, creating cost transparency, enabling chargeback discipline, and informing TCO and portfolio rationalization decisions. During a $90B acquisition, I directed the integration of 160+ applications across Finance, Risk, ALM, and Capital Markets—delivering in 11 months with zero Sev 1/2 incidents and transitioning programs into stable, governed operations. I reduced loan portfolio reporting cycles from 40 days to Business Day 10 with full reconciliation controls, improving executive visibility. I also led large-scale master data integration and introduced AI-driven contract analytics across $5B in vendor spend. I lead a 60-person global organization with an $8M operating budget, building disciplined operating models that land complex transformations into stable, measurable outcomes.

Delivered enterprise BI and analytics platforms supporting CFO, FP&A, and Finance leadership decision-making. Established data quality standards and transitioned reporting operations into stable, governed monthly cycles. Partnered with cross-functional stakeholders to align BI strategy with business priorities during post-acquisition integration period.  Led the delivery of enterprise budgeting and planning platform – created single platform to manage $1.2B–$1.6B of technology spend across the firm. Consolidated multiple disparate tools into unified solution for Technology, Business, and Finance. Reduced cycle time from months to weeks with clear process controls. Platform remains in use after 8+ years. - Improved reporting lineage, data quality, and analytical accuracy across finance domains. Stabilized platforms into repeatable monthly operations with clear governance and ownership, establishing foundation for later enterprise-wide transformation initiatives. - Supported transition of reporting platforms through multiple technology upgrades and organizational changes. Built collaborative relationships with Finance, Risk, and Technology partners that enabled successful delivery of increasingly complex initiatives.

- Built EDW data quality and testing organization from the ground up – certified 9 major and 22 minor quarterly releases supporting regulatory reporting requirements. Defined vision, standards, and testing methodology from source systems through consumption platforms. Major achievement enabling PNC's regulatory reporting compliance.

Led enterprise customer management initiatives within the Marketing Technology organization, supporting multichannel offer orchestration and customer engagement optimization. Partnered cross-functionally with Marketing, Operations, and Technology teams to design and implement customer-centric strategies that maximized offer acceptance and revenue generation. - Directed enterprise customer management platform supporting orchestration of personalized offers across branch, online, call center, and direct mail channels. Coordinated campaign execution and ensured consistent customer experience across all touchpoints. - Analyzed offer acceptance effectiveness across channels and customer segments, identifying optimization opportunities that informed marketing investment decisions. Built reporting frameworks measuring campaign ROI, conversion rates, and customer lifetime value impact. - Partnered with Marketing leadership to refine ideal customer profiles and targeting criteria, improving campaign precision and reducing marketing spend waste. Collaborated with Data Analytics to enhance customer segmentation models. - Supported technology integration during pre-acquisition period, ensuring customer management capabilities remained stable through organizational transition. Contributed to due diligence processes and system documentation for PNC integration planning.

Built and managed mission-critical BSA/AML case management platform, strengthening regulatory compliance workflows and operational controls across the enterprise. Partnered with Compliance, Operations, and Technology teams to translate complex regulatory requirements into scalable, auditable systems and processes. - Led end-to-end development and deployment of BSA/AML case management platform, supporting Bank Secrecy Act compliance, anti-money laundering investigations, and Suspicious Activity Report (SAR) filing workflows. Platform enabled compliance officers to investigate, document, and escalate potential violations efficiently. - Partnered with Compliance leadership to translate evolving regulatory requirements into system specifications, ensuring platform remained current with FinCEN guidance and examination expectations. Built audit trail capabilities supporting regulatory examination readiness. - Designed workflow automation, reducing manual case routing and assignment time, improving investigator productivity and ensuring timely SAR filings within regulatory deadlines. Implemented alert prioritization logic based on risk scoring.

Founded an offshore engineering center delivering regulated compliance platforms; executed knowledge transfer, delivery transition, and run operations; owned P&L and engineering leadership.

Delivered system integration and reporting solutions for financial services; translated accounting/operational needs into scalable designs.