Dennis Verma

Delivery-focused Transformation specialist with over 14 years of experience leading enterprise-scale operating model modernisation, AI-first architectures, and multi-million-pound strategic portfolios across the UK, India, Sri Lanka, and the Middle East. Proven track record of aligning C-suite executives, driving strategy, governing cross-functional delivery teams, and converting complex, legacy financial operations into highly automated, scalable future states. Brings extensive cross-sector expertise spanning investment, retail, commercial, and Islamic banking, alongside payments and financial services consulting.

Recognised for deep capabilities in Target Operating Model (TOM) design, straight-through processing (STP) optimisation, and AI-enabled solutioning that successfully translate fragmented operations into executive-ready business cases and clear execution roadmaps. Currently leading a global transformation for Goldman Sachs' Asset Servicing function, orchestrating a blue-sky target operating model for a high-volume function processing 13M monthly journals. This AI-native target state is engineered to achieve 99.5% STP, real-time lineage, and 60% reduction in operational costs, significantly elevating global control and scalability.

Transformation Specialist, Asset Servicing Transformation at Goldman Sachs (2025-08 – Present)

Global Asset Servicing Core Transformation & Strategy

• Spearheading the strategic design of a global Asset Servicing transformation programme, establishing an AI-native, autonomous operating model across Corporate Actions and asset servicing operations
• Architecting the blue-sky Target Operating Model (TOM) for a global function processing 13M monthly journals and 127K monthly work items across five international hubs
• Authored the overarching Asset Servicing Vision Statement and core TOM Design Principles to systematically transition a 191-FTE manual-heavy plant into a scalable, tech-first ecosystem
• Secured formal leadership approval for the target-state operating model by driving iterative architecture proposals across Announcements, Instruction Processing, Entitlement Calculation, Internal Distribution, and Claims, supported by a unified stakeholder orchestration layer
• Authored the comprehensive Asset Servicing Playbook, defining 165 Level 3 business and technology requirements across core asset lifecycle domains
• Originated and deployed the Replicate, Evolve, Reimagine transformation methodology, utilizing a five-data-point assessment matrix to benchmark process maturity, exception load, STP potential, technology effort and strategic alignment across 165 core requirements
• Defined future-state transformation outcomes to accelerate Straight-Through Processing (STP) from 60% to 99.5%, eliminate 30% of manual interventions, reducing 25 fragmented process variants down to a single standardised global standard and deliver a 60% reduction in cost-to-serve
• Designed a comprehensive, cross-cutting vertical framework to establish real-time observability, automated orchestration, and end-to-end data lineage tracking across all channels, clients, and platform layers. Utilised a structured 5W1H methodology to ensure operational clarity, robust governance, and seamless cross-functional integration
• Aligning c.20 senior global stakeholders, including the Global Head of Asset Servicing, regional business leadership, and Engineering heads across London, New York, Warsaw, Salt Lake City, and Singapore
• Created end-to-end architecture proposals, Service Excellence blueprints, operational scale baselines, and execution roadmaps to secure multi-geography delivery sign-off
• Mapped current-state operating workflows and conducted bottom-up diagnostics across global headcount, exception drivers, and process bottlenecks, successfully identifying 61+ prioritised pain points across announcements, instructions, and claims, including manual payment and receivable/payable booking inefficiencies

Manager (Financial Services-Strategy and Operations) at Deloitte (2017-01 – 2025-03)

Enterprise Target Operating Model & Strategy Portfolios

• Led the strategic service taxonomy design and Level 1 to Level 4 process hierarchy configuration covering over 130 services for a major UK retail banking transformation, establishing core principles to eliminate delivery duplication across multi-channel sales and service catalogues
• Designed an enterprise-wide operational diagnostic for a UK building society to isolate structural challenges, establishing a comprehensive five-year transformation roadmap and Target Operating Model (TOM) focused on digital liquidity growth and niche asset lending
• Architected a Payments Target Operating Model for a major UK retailer to centralise capabilities, successfully enabling a seamless migration from Barclays to Stripe across approximately 47M annual transactions
• Audited c.200 customer journeys and deployed a multi-channel 'Channel Hop' analysis framework, identifying 20+ distinct cross-channel handoff opportunities to drive a +10% customer migration towards digital channels
• Served as the core advisory point of contact for a Wholesale Payments Lead to align payment architectures with the FCA Consumer Principle, operationalising cross-cutting rules and architecting a risk-detection library of c.90 conduct and operational metrics
• Led the technology and product pre-bid due diligence (Project Cologne) for a target UK retail bank, benchmarking digital maturity across a 1,200-feature framework and quantifying a multi-year investment roadmap requiring £6.2M to £8.3M in capital expenditure
• Built a customer cost attribution model on Google Cloud Platform (GCP), mapping 97% (£183M) of cost flows to services layer and 91% (£171M) directly to customer and product endpoints for cost-per-customer transparency
• Served as the strategic delivery liaison to the Executive Director for Nomura, authoring global RFP documentation and engineering a multi-dimensional Vendor Assessment Framework with disciplined technical scoring weights to secure operational resilience
• Led the PMO for a Future of Frontline programme across five geographies, supporting 35 strategic initiatives that delivered an estimated 100K annual hours in productivity savings and $7.6M in projected financial benefits
• Led earlier cross-border retail banking transformation initiatives across Sri Lanka, India, and Abu Dhabi, including mobile payment application rollouts, automated branch migration strategies (+25%), and the Target Operating Model design for a multi-million-pound Credit Guarantee Scheme

Senior Consultant (Financial Services-Strategy and Operations) at KPMG (2014-09 – 2017-01)

• Re-engineered branch and digital banking workflows for a Bahrain-based Islamic retail bank, generating over USD 2.5M in operational cost savings
• Conceptualised, developed, and launched a market-first digital personal finance product and instant account opening capability, successfully accelerating turnaround time (TAT) from 6 days to 1 day
• Streamlined wholesale current account opening and maintenance workflows, driving down onboarding turnaround times from 7 days to 3 days and 15 days to 3 days respectively
• Led the architectural design and implementation of structured roles, workflows, and responsibilities for a wholesale banking service team to enhance service consistency and customer satisfaction metrics

Consultant (Direct Banking / Productivity Management) at YES Bank (2011-08 – 2014-09)

• Served as a core team member launching the flagship YES MONEY programme, orchestrating direct banking and remittance frameworks to scale annual domestic remittance value above GBP 170M
• Re-engineered the performance monitoring architecture for Business Correspondent (BC) agents, reducing agent dropouts by 15% while strengthening overall channel productivity
• Conceptualised and deployed a Pan-India BC interoperability model, expanding network access and delivering transactional convenience to 2.2M customers
• Built a predictive cross-sell index for a 350K retail banking customer base, driving a 12% increment in average monthly balances (AMB) and increasing the portfolio by 20%

MBA in Finance & Strategy – NMIMS Mumbai

Bachelor of Engineering – NMIMS Mumbai