Jude Pillay CA(SA), MBA

Guiding the Provincial, Regional and Local market management on how to increase customer profitability, optimise capital usage, maximise headline earnings, economic profit and ROE through the management of key business drivers. Reviewing Provincial, Regional and Local market management financial and non-financial performance, identifies opportunities for revenue enhancement / cost containment to maximise returns. Preparing and presenting the annual Provincial, Regional and Local market management budget and revised estimates in line with provincial objectives. Acts as custodian of the provincial income statement and balance sheet. Investigating variances to budget, provide explanations and recommend corrective action on financial information as well as key customer drivers. Researching, investigating and monitoring the financial impact and feasibility of various business initiatives and projects. Serving as a member of the Regional and Local market management committees, liaising with other departmental heads, offering financial guidance / assistance in resolving problems and business planning. Participating in all projects that require business case, financial modelling or the application of discounted cash flow techniques. Planning, coordinating and executing the provincial financial planning cycles taking into account Group Finance and provincial timelines and requirements. Delivers accurate financial plans which are signed off by the respective provincial heads. Providing comprehensive provincial financial management to the business and finance stakeholders. Incorporating strategic provincial objectives and key financial performance metrics into MI reports. Providing input into new business initiatives in order to inform impact on the provincial and suites income statement, balance sheet and customer base and profitability. Collaborating with other areas such as measurement, client solutions, etc to ensure delivery of expected outcomes.

Created financial insights into the establishment and the attainment of the financial objectives of the business unit as well as to ensure that suitable models, budgetary and performance measurements are in place. Created and maintained relevant reports, presentations and reporting to stakeholders (consolidation at RBB level). Developed Predictive financial models. Developed advanced financial models essential for the preparation, analysis and forecasting. Drove the co-ordination of all financial management activities across Retail and Business Banking at provincial level. Guided the Head: RBB and Provincial Heads on how to optimise capital usage, maximise headline earnings, economic profit and ROE through the management of key business drivers within the context of Retail and Banking’s strategy and its financial framework, and the broader Group Finance policy. Reviewed financial performance identifies opportunities for revenue enhancement / cost containment to maximise returns. Managed the provision of all management and financial accounts and key MIS reports for Retail and Business Banking. Facilitated and coordinated the preparation and analysis of the financial results for Retail and Business Banking, identifying problem areas and potential for improvements. Provided comprehensive financial management information to various stakeholders for financial input into projects and business cases that impact Retail and Business Banking. Incorporated strategic objectives and key performance metrics into MI reports. Provided input into new business initiatives in order to inform impact on the Retail and Business Banking income statement. Ensured adherence to policies and controls in line with regulatory rules and Group Finance objectives. Delivered on analytical investigations and ad hoc requests from Group Finance and Retail and Business Banking in a timeous manner and manages stakeholder expectations appropriately.

To ensure that the monthly financial reporting process is completed effectively and efficiently, timeous and comprehensive support given to various stakeholders. (Drive decision making by monitoring and communicating variances to budget). Operating expenditure - To ensure a greater understanding of increased opex cost that can be minimised through efficient and effective operating models. (Achieve through reporting focus on key arrears). Understanding transfer allocation costs and specific to collections cost as it is one of the driving costs that increases year on year, and this will further enhance communication among the various stakeholders. Complete monthly and quarterly management / statutory reporting (including NCA, GEFs, FIPs, DAFR) To ensure that the Budget and forecasting process is completed effectively and efficiently (Budget, RE0, RE1, and RE2). BASEL - BA 200, 210 and ECAP (Understanding and communicating variance analysis to stakeholders). Processes and Controls - Ensure an ongoing process of implementing and developing advanced and strategic models to minimise processes on time. (Monitoring and improving on current controls and processes). IAS 39 Model Establish detailed KRAs with staff with specific monitoring and milestones to be achieved. Ensure staff are productive and are adding value to the process and are allocated challenging tasks as well as providing adequate feedback to staff on a regular basis. Ensure that all adhoc task requests from business are adhered to and completed timorously. Key deliverables for external and internal audit function (in general all audits) Month end balance sheet review. Business Insights