Patient with the problem. Precise with the answer.

In Indian retail banking, every product starts with a KYC check, so the volume is constant across all roles.

Checking identity and address documents and customer records, and refreshing KYC on existing accounts.

• Carried out customer due diligence (CDD) on new customers
• Carried out enhanced due diligence (EDD) on higher-risk customers, including a politically exposed person and many non-resident customers
• Kept records complete for audit

KYC reviews across eleven years, numbering in the hundreds of thousands.

I've done the core of a KYC analyst's job at volume, and I know what a complete, defensible file looks like.

A branch serving senior defence and government customers.

• Strengthened onboarding and relationship management
• Simplified customer journeys

• ≈ £159Mportfolio overseen (around ₹2,000 crore)
• +15%customer satisfaction in one quarter
• −30%processing times in the first quarter

₹1 crore = ₹10 million. Converted at ~₹126/£, Nov 2026.

I'm used to senior, high-profile customers, where due diligence must be thorough and discreet.

Reviewing the branch's risk and exception reports at the start and end of every day. These covered:

• large cash transactions
• unusual account movements
• limit breaches
• expiring overdrafts
• missed loan repayments
• reported fraud

1. Review the alert
2. Check customer records and history
3. Escalate internally if it can't be explained
4. Record the decision

Urgent exceptions were escalated to the Regional Office.

Risk and exception reports reviewed twice daily.

This is the same review → investigate → escalate → record cycle used in UK transaction monitoring teams.

Took part in the month-end cycle for Suspicious Transaction Reports (STRs, India's equivalent of UK SARs). After Canara Bank centralised reporting, my part was the review and internal escalation.

Monthly STR review cycle.

I understand the reporting discipline behind a SAR regime, including keeping the decision trail clean.

Customers typically waited about 30 days from first enquiry to loan approval.

Underwriting retail loans against lending policy and compliance requirements.

Ran the assessment steps in parallel instead of one after another, so the loan amount, term and eligibility were settled much earlier. I also introduced continuous performance monitoring.

• 60%turnaround cut within three months
• £11Mretail loans underwritten in one year
• £880Krevenue
• +10%over disbursement targets

I can speed up a credit process without cutting a single control.

Illustrative, not to scale.

The unit became the first of Canara Bank's Retail Lending Centres across India to pass ₹300 crore (≈ £24M) in loan approvals.

₹1 crore = ₹10 million. Converted at ~₹126/£, Nov 2026.

Recognition from senior management.

I've worked at the scale and pace of a high-volume lending hub.

A branch carrying credit, operational, liquidity and compliance risk, led with a six-person team.

• Embedded governance controls and data-driven monitoring of overdue accounts
• Acted early on missed repayments
• Fed branch reports into Head Office consolidation and regulatory reporting to the Reserve Bank of India (RBI), India's central bank and regulator

• −21%non-performing loans
• £1.98Msaved in provisions (money the bank no longer had to set aside against bad loans)
• £6.9Mlending book supported
• +11.6%business growth
• +18%profitability within three quarters

I protect a loan book and the bank's capital, not just the sales number.

Port Blair is on a remote island group, with limited resources and real isolation.

• Optimised the loan approval process
• Automated workflows
• Kept the team aligned through fortnightly performance reviews
• Ran controls on the gold itself: valuation and checks on who was pledging it, and the fraud indicators that come with them

• 100%of year-on-year targets met
• −66% / −42%approval time for existing / new customers
• +12%business growth within two quarters
• £1.36Mrevenue growth
• FY2022Top-Performing Gold Loan Centre, Kolkata Circle

I can run a lending operation with full control discipline when nobody is looking over my shoulder.

The centre was under concurrent audit: continuous, month-by-month checking by appointed auditors, similar to ongoing internal audit testing in a UK bank.

Kept files, records and controls in a state where points could be answered and closed quickly.

Around 500–600 concurrent audit points handled every month.

Audit findings don't rattle me. I close them with evidence.

A Reserve Bank of India (RBI) inspection of the lending centre. The RBI is India's central bank and banking regulator, broadly comparable in role to the UK's PRA and FCA combined.

Answered the queries on my lending files with documented evidence.

Around 1,200 RBI queries handled personally.

I've been through regulatory scrutiny at volume and know how to evidence a decision.

India withdrew its two largest banknotes overnight in November 2016, so branches were flooded with cash exchanges.

Coordinated with stakeholders to keep service compliant while every exchange stayed traceable.

Customer waiting times cut by 17% within three days.

I keep controls intact when volumes spike.