Deepti Khosla

– Led AI adoption initiatives within programme delivery, embedding innovative AI tools into planning, reporting, risk management, and decision-making to improve delivery efficiency and insight quality. – Defined and documented an AI ethics and governance framework, covering responsible use, data privacy, bias awareness, model transparency, and regulatory alignment. – Designed and launched an AI Prompt Playground to enable teams to safely experiment with AI, accelerating hands-on learning and adoption. – Created a structured prompt library and facilitated prompt-to-practice workshops, helping teams build confidence and practical capability in using AI for day-to-day delivery activities. – Introduced and evaluated multiple AI tools to support continuous learning, productivity, and innovation across the team, embedding AI usage into ways of working. – Managed end-to-end project lifecycle for the delivery and adoption of the People Proposition and One Firm Culture initiatives, from business case development and funding approval through to implementation, adoption, and benefits realisation. – Delivered KPI WD Dashboard, consolidating multi-source datasets into a single executive dashboard to enable performance monitoring for People & Culture Program providing leadership the data-driven decision-making capability at scale. Supported planning, execution, testing, and deployment activities to ensure on-time delivery. Ensured documentation was maintained throughout the project lifecycle – Established PMO technology governance, deploying structured reporting cadences, Resource Management. RAID automation, dependency mapping, and leadership dashboards to improve delivery predictability and operational control.

Summary: Established a centralised PMO from scratch, aligned Data Office programmes with regulatory and strategic objectives. Enabled benefit realisation by introducing KPI and OKR frameworks, automating the resource dashboard, and implementing a PPM tool to improve transparency and portfolio oversight. Reduced delivery risk by 50% and accelerated audit action plan closures within SLA, strengthening governance and enhancing overall PMO delivery capability. – Produced monthly, quarterly and annual portfolio reporting packs for CIO (Tech ops Co), CDO and Board-level forums- highlighting key milestones, risks, and accomplishments of the Data Office. – Partnered closely with Architects, Business Analysts, and Product Owners to translate regulatory and business requirements into executable delivery plans, defining system dependencies, milestones, and cross-platform integration points for enterprise data transformation initiatives. – Defined and operationalised OKRs for regulatory data programmes, including BCBS 239, ensuring delivery focus, measurable outcomes, and traceability from regulatory expectations through to technology execution. – Owned the Data Office roadmap and milestone governance, aligning demand intake, prioritisation, and delivery sequencing with strategic and regulatory commitments. – Supported financial governance and resource planning across data programmes, partnering with senior leadership on budget tracking, workforce planning, and vendor onboarding oversight. – Strengthened cross-functional collaboration between Data Owners, Stewards, Risk, Finance, and Technology teams to unify disparate workflows under a consistent data governance operating model. – Enhanced operational maturity by standardising governance artefacts, reporting cadence, and control documentation across 30+ concurrent data workstreams. – Designed BCBS 239 technology delivery frameworks, incorporating milestone-based planning, RAID governance, and dependency management to ensure end-to-end alignment between Finance, Risk, and Technology teams. – Drove strategic portfolio execution by partnering with the Chief of Staff to lead resourcing strategy, budget planning, and recruitment, establishing Level 0 milestones, delivery roadmaps, capacity models, and clear accountability across multiple data programmes. Implemented structured demand and capacity management processes – Implemented standardised technology governance and reporting for Data Book of Work (30+ products/workstreams), enabling consistent monthly portfolio reviews through a PPM platform and improving delivery predictability and risk visibility. – Produced and presented executive-level technology reporting, including CDO Board decks, CIO / Tech Ops updates, and Open Forum communications, consolidating quarterly, half-yearly, and annual progress across the data portfolio with clear articulation of milestones, risks, and delivery outcomes. – Influenced C-suite stakeholders by providing portfolio-level insights into delivery risk, interdependencies, and execution health, supporting prioritisation and strategic investment decisions across the data landscape. – Mentored Project Managers, Analysts, and Business Analysts on agile delivery practices, JIRA workflows, and technology delivery standards, strengthening delivery maturity across teams.

Managed day-to-day operations of the Regulatory PMO, delivering global ESG regulatory programmes (SFDR, EU Taxonomy, EET, MiFID, EMIR II, UCITS, FCA TCFD) while introducing standardised governance templates and reporting frameworks to improve delivery consistency, regulatory compliance, and stakeholder transparency. – Led end-to-end delivery of SFDR Phase 1 and EU Taxonomy implementation, gathering regulatory requirements, structuring multi-phase delivery plans, and overseeing fund classification into Article 6, 8, and 9 categories with full governance approval and stakeholder alignment. – Conducted cross-regulatory impact assessments across SFDR, European ESG Template (EET), derivatives disclosures, and MiFID II sustainability suitability requirements, ensuring consistent product governance and distribution compliance. – Managed Phase 2 regulatory implementation including enhanced disclosures, EET integration, MiFID sustainability amendments, EMIR II delegated requirements, and UCITS Directive considerations, delivering a multi-year, multi-jurisdictional transformation programme. – Designed regulatory reporting framework, including automation of data management processes and establishment of an ESG data hub to improve traceability and reporting integrity. – Designed the 2023 FCA TCFD regulatory roadmap, ensuring structured planning and alignment with evolving ESG disclosure requirements. – Managed external vendor and advisory relationships including legal partners and Big Four consultants to ensure regulatory interpretation accuracy and delivery assurance. – Partnered with senior stakeholders across Legal, Compliance, Product, Reporting, and Sales to align ESG strategy with regulatory obligations and operational execution. – Monitored evolving ESG regulatory developments and industry trends, incorporating insights into product governance and reporting strategy

Led transformation and digitalisation of Transfer Agency and Fund Accounting platform, managing global project deliverables and critical workstreams. – Managed IBM vendor in $500M automation effort for new Transfer Agency platform, overseeing requirements gathering, project planning, resource allocation, and test cycles. – Delivered enterprise-wide solution development using Agile methodologies, ensuring seamless execution across globally dispersed teams in US, India, Dublin, London, and Luxembourg – Designed Target Operating Model for Fund Accounting, leading offshore migration to low-cost locations, enhancing process consistency, cost efficiency, and automation. – Led global workshops to document As-is and To-be processes, optimising business operations and transitioning to an enhanced Shared Services operating model.

Led risk and regulatory enforcement program for the Central Bank of Ireland, overseeing PMO office, stakeholder management, and project governance. Saved client an estimated €100M in potential fines by ensuring successful project delivery and regulatory compliance across six workstreams.

Led the planning and oversight of a medium to large portfolio of projects primarily client onboarding within a significant strategic initiative, covering various stages of the project lifecycle.

Retail Banking Transformation | SaaS Core Banking Implementation (Temenos T24) | Vendor Management | End-to-End PM – Led strategic launch of a new Retail Bank and multi-product portfolio across Current Accounts, Mortgages, Personal Loans, Credit Cards, Investments, and Insurance – owning full lifecycle from business case, market research, and requirements definition through to UAT, implementation, and go-live. – Project Lead for Temenos T24 SaaS Core Banking platform implementation – managing end-to-end vendor relationship, contract governance, SLA oversight, and escalation management while aligning business, regulatory, and technology capabilities across the full delivery lifecycle. – Managed enterprise-wide legacy product migration onto Temenos T24 SaaS platform – coordinating vendor delivery teams on data migration, system configuration, and cutover planning whilst maintaining process alignment, risk controls, and operational continuity. – Acted as primary interface between internal business stakeholders and the Temenos SaaS vendor – translating regulatory and commercial requirements into functional specifications and configuration inputs, managing change requests, and holding vendor accountable to delivery milestones. – Designed and implemented Target Operating Models (TOM) for new business lines including Irish SME sector expansion and branch set-up transformation — embedding vendor-delivered platform capabilities into scalable process frameworks, governance standards, and control structures. – Managed cross-functional delivery across Legal, Compliance, Risk, Marketing, Operations, and Technology alongside third-party vendor workstreams — ensuring regulatory alignment, product governance, and commercial readiness at each stage gate. – CEO-recognised lead for bank-wide Mortgage Process Re-Engineering — applying Lean principles to streamline operations, improve governance standards, and enhance customer experience. strategic launch of a new Retail Bank and multi-product portfolio expansion, broadening the product suite across Current Accounts, Mortgages, Personal Loans, Credit Cards, Investments and Insurance.

– Supervised global client relationships (portfolio of 100+ small projects implementation) by providing appropriate business support. – Managed third party vendors (SunGard/Technology vendors, performance, and SLAs). – Led knowledge-sharing initiatives within the Wipro family at the client side, by developing and delivering training programs in the securities domain, fostering a culture of continuous learning and collaboration.

Worked as a Business Analyst acting as the liaison between IT and Capital One Mortgage Operations, supporting the integration of four recently acquired banks into the core Mortgage Default Management platform. The programme covered Loss Mitigation, Foreclosure, Collections, and Bankruptcy functions. – Led a team of Data Analysts to design and support the creation of Data Mart for Loan Servicing operations, improving reporting structure and data consistency. – Conducted detailed analysis of "as-is" versus “to-be” operating models for acquired banks, documenting business processes, system flows, and data architecture to identify integration gaps and streamline consolidation. – Partnered with senior management to gather and define reporting requirements, translating operational needs into structured use cases and functional specifications. – Analysed and documented regulatory and operational reporting processes related to HAMP, NPV, Collections, and investor reporting for Fannie Mae, Freddie Mac, and the U.S. Treasury, identifying manual inefficiencies. – Gathered and documented business requirements for the automation of reporting through Business Intelligence solutions, supporting improved accuracy, control, and operational efficiency.