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Ravi dinesh MoodleyProfileA driven and successful business executive with 21+ years of experience driving successful business operations and enhancing corporate productivity, realizing consistent improvements in organizational profitability, efficiency, and performance through effective problem solving, organization, and interpersonal abilities.Specialist fields include Strategy, Business Planning, Change Management and Business Transformation, Risk Management, Project Management, Business Intelligence and Research. CONTACTPHONE:+27 848403471WEBSITE:EMAIL:ravidineshmoodley@EDUCATIONUniversity of Stellenbosch2018-2019Executive Development ProgrammeUniversity of Natal Durban1998 BSc Honours Mathematical StatisticsUniversity of Cape Town1993 - 1996BSc Mathematics and StatisticsWORK EXPERIENCE Parliament of the Republic South Africa Executive Head: Strategic Management & GovernanceDecember 2016–CurrentThe institutional Head of Strategic Management and Governance for National Parliament of?the Republic of South Africa, the business units in my span of control include the Strategic Planning Office, Monitoring and Evaluation, Policy Unit, Enterprise Project Management Office and Enterprise-wide Risk Management Office. A member of the Executive team, I am also member of the following Group Governance Structures: Secretariat, Management Team, Policy Committee, Risk Committee and ICT Steering Committee. My responsibilities include but are not limited to:End-to-end strategic planning process. Strategy development and implementation Management of strategic initiatives Business and market intelligence, segment analysis Monitoring of strategic execution Balanced scorecard development & performance tracking. Policy Development and Monitoring Enterprise-wide Risk including Operational and Strategic Risks Business Continuity Plan Management of Institutional Projects through the Enterprise Project OfficeChange managementInstitutional reportingNedbank Head of Strategy: Nedbank Corporate BankingSeptember 2007–September 2015I held the position Head of Strategy Nedbank Corporate Banking, which banked large Corporate clients with annual turnovers of above 400 million. I was responsible for business planning, alignment to greater Group Strategy, business intelligence and the strategic focus areas for the business. Broadly speaking the role entailed understanding the changes in the business landscape and ensuring that the business is able to adapt to maintain superior performance.?This role marked a departure in my career from managing micro problems to managing macro business problems that are harder to quantify. This role helped to hone and develop my managerial capability, and built up my skills in managing large scale, complex institutional change management projects.Reporting to the Managing Director of Nedbank Corporate Banking and my team consisted of 12 people. My responsibilities included:End-to-end strategic planning process. Strategy development and implementation Management of strategic initiatives Client and product research – development of client value proposition business and market intelligence, segment analysis Competitor analysis Strategic mergers and acquisitions Monitoring of strategic execution Balanced scorecard development & performance tracking. Competitor intelligence & insights. Management of key strategic projects & work streams (within the division & cross divisional) Strategic alignment across operational and functional areas of the bank Strategy communication to internal stakeholders such as Nedbank Group Exco and Board and to external stakeholders such as banking analysts Feeding information into and influencing the capital budgeting processEnsuring that front-line teams and functional support teams within the business are aligned to the strategic direction set in the 3yr planning process Member of New Business committee, pricing committee, project prioritization committee, enterprise risk committee, Divisional Exco Chair Strategy forum were strategic execution is tracked, strategic initiatives are project managed, new ideas and innovations are tabled and new business cases are assessed. Standard Bank of South Africa Head: Business Intelligence & Financial Modelling February 2007–August 2007As the Head of Business Intelligence within the Card area of Standard Bank Retail, my team was responsible for consumer insight for Card and in some aspects Retail Banking a whole. I managed a team responsible for consumer credit modelling and business intelligence across the retail banking portfolioThe following were built under my purview:Credit and Behavioral scoring models in conjunction with Transunion ITC and Experian. Fair Isaacs models (backward and forward roll rate behavior for collections), campaign models and attrition models RiskLab PTY LTD DirectorOctober 2005–January 2007Hired as an Executive Director of RiskLab, a small consulting company focusing on building risk systems for Corporates. I was part of the full value chain of business which included seeking new business and fulfilling client contract requirements by building risk systems and services. I gained significant consulting and management experience in this roleManagement consulting and business solution provider in the field of Risk to large Corporate clients Building of financial models and systems. Some of these include ALM systems, Asset Consulting systems including tacit asset and capital allocation models, RAROC (risk-adjusted return on capital models), risk methodologies such as Earnings-at Risk and Value-at-Risk. DBSA Senior Risk Manager: Treasury & Private Sector PortfolioSeptember 2004–September 2005As the Senior Risk Manager responsible for Treasury, Project Finance, Corporate Finance, International Finance and Municipal Finance, I was responsible for holistic risk management of the treasury and investment banking portfolio. This included market, credit and project risk management.This was my first experience in a Public Sector organisation and some of my key areas of learning were around the PFMA, MFMA, the public sector policy environment and key stakeholders like national treasury.A member of the New Business, ALCO and Credit Committees of the bank. Responsible for analyzing deals coming out of the investment areas of the bank for potential risks and suggesting the best ways of dealing with these risks. Implementation of hedging or transfer mechanisms needed to deal with transactional risk. Responsible for managing funding risks and asset liability mismatches within the Treasury and ALM areas.Bond Exchange of South Africa (BESA)Consultant: Quantitative Analyst/ New Business Development (Short-term Contract)April 2004–September 2004The Bond Exchange was looking to increase the product offering to the market. This was in direct competition to the JSE’s YieldX initiative. I was hired to create new listed derivatives for BESA and construct yield curves and indices. I also gave courses/seminars to the market on Fixed Income products, yield curves and interest rate derivatives. Gensec Bank Senior Quantitative/Risk AnalystAugust 2001–September 2003I was hired as a Senior Quantitative/Risk Analyst at Gensec Bank (currently known as Sanlam Capital Markets) by the Chief Risk Officer of the institution. I was hired to enhance the capability of the Institution in the financial market disciplines of Interest rate derivatives, forex derivatives and hybrid instruments and to work alongside Professor Graeme West who was an expert in equity derivatives.I was responsible for Financial Modelling across various areas of the bank including trading desks, investment banking and risk. Key models worked on include new derivative products, Earnings at Risk and Value at Risk models.I was a member the new business committee to analyse complex market risks in new transactions.I left bank when it was bought out by the Sanlam Group and became a Division of Sanlam called Sanlam Capital Markets Decillion (Decimax)Quantitative AnalystMarch 2000–July 2001Hired by Professor Graeme Smale, one of the Executive Director's and founding members of Decillion to work on projects for Decillion's off-shore initiatives for Cedef (the international broking firm which they had acquired) whilst providing quantitative and risk support to the Interest Rate Derivatives and Structured Products desks of the South African business. Creation of tools and provision of analysis for the Convertible Bond Arbitrage Fund that was being created in Cedef's Nyon (Switzerland) Office. These included yield curve generators, option adjusted spread calculators, relative value calculators, pricing models, risk models and a variety of scenario tools. These models were geared towards picking up arbitrages that existed within the market and deriving relevant trading and hedging strategies. Development tools for Cedef's emerging markets currency desk at the London Office. At the time there was deemed to be major arbitrage with regards to the Polish Zyloti. Development of interest rate parity calculators, yield curve generators, pricing and risk models. Creation of fair pricing models for cross currency basis swaps between the Rand and the Dollar. I spent November and December 2000 on location at Cedef's London Office creating useful strategy tools for the brokers. Development of pricing and risk models for new exotic interest rate products for the Interest Rate Derivatives and Structured Products areas of Decillion. Development of relevant hedging strategies and products to meet client risk/reward profiles as well as to run scenarios to assess P/L and risk impact. Development of analysis tools for Decillion’s equity hedge funds in Cape Town.Rand Merchant Bank (RNB)Financial Modeler/Risk AnalystMarch 1999–February 2000My first role in financial service after graduation, I worked within the Market Risk and Compliance Division of Rand Merchant Bank. I was employed by and reported to the Head of Risk for Rand Merchant Bank. I worked on various quantitative projects in the Treasury and Market risk areas where my mathematical and statistical skills could be productively used. I obtained extensive exposure and understanding of a highly complex banking environment ................
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