Sitanshu Chohan

Accountable for planning, governance, change control and cross-functional delivery on a £40M ERP transformation portfolio within R&D finance. – Owned and governed a £40M portfolio financial model; sustained ~2% budget variance through monthly reconciliation, reforecasting and cross-project oversight. – Piloted HM Treasury Green Book (5 Case Model) across GFS, standardising investment decisions and replaced unstructured ad-hoc documentation portfolio-wide. – Designed a business readiness framework tracking stage-gate criteria via a live dashboard – default no-go position ensured releases proceeded only on evidenced readiness. – Drove £240K in quantified benefits realisation through Smartsheet-based PMO infrastructure - replacing manual processes with audit-ready controls adopted as the standard across GFS. – Maintained the portfolio demand pipeline in Smartsheet, providing sponsors and stakeholders visibility into sequencing and prioritisation. – Owned monthly SteerCo reporting packs; covering portfolio health, financials, risk, and decisions required; supported by weekly operational governance forums. – Deployed AI agents to automate portfolio analysis, risk extraction and executive reporting - cutting manual governance effort by 90% and achieving full SOX audit-trail completeness. – 70% reduction in governance cycle time - replaced committee-driven change control with a Kanban workflow maintaining full SOX audit trail, eliminating change-board dependency without sacrificing controls.

**Portfolio Reporting Lead, CIO Office - Wealth & Private Bank** (HSBC) – Built and embedded portfolio reporting processes across 30+ agile value streams spanning M&S Bank, First Direct and wider HSBC brands, authoring the reporting terms of reference. – Ownership of all portfolio reporting for the WPB CIO, ensuring consistent, accurate reporting across all brands. – Led annual investment planning and funding cycles (£400M). – 50% faster portfolio reporting across business, technology and compliance teams – redesigned end-to-end reporting processes and drove stakeholder alignment across 30+ agile value streams. **Change Delivery Manager – Financial Reporting Risk** (HSBC) – Led change delivery for a regulatory reporting TOM across 12 APAC markets - stakeholder engagement, impact assessments and operating model embedding - establishing new oversight forums and escalation paths across local finance and regulatory teams.

**Portfolio Change Manager - Financial Crime Transformation** (Barclays) – Operationalised a central portfolio office for the investment bank and managed £40M portfolio governance reporting to the UK Head of Financial Crime. – 30% reduction in active projects realised through a demand management framework assessing initiatives against strategic, financial and risk criteria - releasing capacity for higher-priority delivery. – Stood up a fast-track mobilisation service - process guides, templates and hands on training - cutting project onboarding time from 2 weeks to 4 days. **Portfolio Finance Lead - Vaccines R&D** (GSK) – Restructured the portfolio PMO for a £33M business transformation programme, simplifying governance to align with agile ways of working. – Managed £33M programme budget with additional oversight of £8M resource budget covering 20-30 project delivery staff, designed portfolio and programme financial processes, controls and templates. – Published monthly financial reports for the portfolio delivery board and executive dashboards; led cost variance analysis and partnered with corporate finance on invoicing, capex depreciation and contract management. **PMO Manager - GSK -Haleon Demerger** (GSK) – Led the R&D PMO for the £43M GSK-Haleon IT carve-out, overseeing 70 legacy R&D systems delivered through wave-based releases. Built the PMO function, managing a team of PMs and planning, controls, RAID and stakeholder reporting. – Designed the steering governance and enterprise budgeting processes adopted as the standard framework for future GSK R&D initiatives. **PMO Manager - Omni-Channel Customer Ordering (OCCO)** (John Lewis) – Rebuilt PMO governance from a low-maturity baseline - designed and embedded standards covering planning, RAID, change control, resource management and reporting. – Provided resource tracking and capacity planning across the programme, forecasting future needs against plans and managing consultant and interim contracts. – Designed and delivered a one-month governance training programme for 80+ business resources, building programme delivery capability across the team. **Sr. Programme Planner – Investment Bank M&A** (Credit Suisse) – Led integrated planning and reporting for Credit Suisse's acquisition of Prime Fund Solutions from Fortis Bank Nederland, coordinating 11 workstreams and owning the master schedule for a £170M programme. – Served as cutover manager for the go-live, owning the run book and coordinating tasks related to client book migration, data separation, system migration and regulatory approvals. **Project Manager – HBOS Integration & Verde Divestiture** (Lloyds Bank) – Led 100+ FTE onshore and offshore functional testing practice for LBG's Mortgages platform across two major programmes - HBOS integration (migration of 30M customer accounts into LBG) and Verde IT separation (divestiture to TSB under EU state aid). – Owned test planning, progress reporting, scope change and defect governance for the Mortgages workstream; managed multi-vendor coordination across UK and offshore locations.

Led mortgage processing and underwriting operations for CitiMortgage and IndyMac from 2001-2007.