Theo K.

Manager of Consulting in KPMG Canada's Banking & Capital Markets Advisory practice, focusing on innovation and transformation in the retail, small business, and commercial banking space. Services: - Digital Strategy & Transformation - Partnerships & Ecosystems Strategy - Strategic Cost & Value Transformation - Business Operations Modelling

Priority: Growth Senior Manager for RBC’s US Banking Division supporting the C-Suite with growth and product strategies spanning across digital channels; from strategy development and business casing all the way through to mobilization, providing strategic input as an advisor to ultimately grow and serve the Canadian client base abroad.

Product Owner of Corporate Card Hub (OLBB) under TPS (Treasury & Payments) Worked on strategy and development of new product builds and features on our Online Banking Platform within the Innovations group - CCHUB product strategy, development, GTM & launch - OLBB homepage redesign strategy (KPIs, features, UI, user flows, information architecture) - 2025 BMOvation Quarterly Q1 winner - 2025 Hackathon Finalist (SmartView) - BMO D&I 2 year strategy (‘25-‘27)

I brought products to life from 0 to 1 that look to free up human power, or taken to market for our clients. I also managed our digital assets and applications post merger of internal lines of businesses. I managed vendors, licenses, compliance and kept a pulse on new technologies on the market. - Lead the research, strategy, execution and GTM for a new B2B International Tax Product; - Lead the modernization of an expenditure tracking tool to capture accurate R&D activity.

As a Senior Associate in the Financial Crimes Strategy & Operations consulting practice, I focus on providing advisory on business strategy & external audit services to Fortune 100 companies. - Other project experiences and services include: - Business Program Audit - Risk Program Assessment, Advisory and Mitigation Strategies - Operations Risk Assessments - Data Model Testing & Validation - Client Due Diligence and Enhanced Due Diligence Programs - AML and Fraud Program Governance - Technology and Data Risk Assessment

PayitFwd is a startup design agency in its early-growth stage with a community of 500 designers bringing their talents to support non-for-profits across a wide array of industries meet their design needs. I worked closely with the Founders to lead the people strategy, partnerships, oversight, and ultimate growth of PayitFwd. I successfully influenced our key metrics for success. We saw a growth in our design community by 15% and a greater utilization of designers by 15% during my tenure.

I worked with a team of business analysts and a product owner to improve Fraud Operations. We reduced the impact of ATOs by pulling on internal/externals levers: A) Automating and streamlining the fraud prevention process through reduction in human error and enabling operations FTEs to make quicker decisions through improved technology and investigative processes. B) Attacking the top of the funnel and educating banking customers of phishing schemes and new fraud trends. C) Improving customer aftercare

The TBHL brand continues to be one of my major success stories where I followed my passion and strategized ways to increase league revenue. Initially joining as a player, I fell in love with the owner’s vision of the Tamil Ball Hockey League: To create a league and cultivate a community of Tamil hockey players across the GTA. I lead the product expansion strategy, and was a major catalyst for the profitable year-over-year return at 3X life to date. We increased the pipeline to include more POC players, through initiatives that focused on creating new products, content, and community engagement and stickiness. By hyper-focusing on community engagement and player stickiness, I improved the end-to-end experience, achieving a player base growth rate of close to 200%. — The story: Through league chatter, I noticed players enjoyed watching the games and talking about it. My hypothesis? They must also enjoy hockey analysis. Let’s create more conversation. So I ran with the idea, and made history. A community. My vision: a primary source that goes beyond the league’s website for news, stats and updates; without cannibalizing it. A platform for hockey opinions and analysis. I went to work and crafted a back of the napkin roadmap of drivers that would cultivate community engagement. I started with a low-touch mvp that would kickstart a wave of ideas I then tested and validated. The roadmap: V1: community forum > V2: blog site > V3: a humorous take on the TSN hockey panel, with analysis and highlights > V4: supplementary services, increasing player stickiness and league value The best part? I enjoyed it. I enjoy talking hockey, and giving players a platform to feel noticed. This was a win-win, with the added bonus of a dollar-value-return.

Client account management and financial advisory for a portfolio of clients valued at $250k