Jonathan Ong

Experience

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  Singapore Armed Forces (SAF)

  Mar 1990 - Jun 1993

  Artillery Officer (Lieutenant)

  20th Singapore Artillery Commanded a fifty men motor transport platoon responsible for the mobility of a 400-man 155 mm artillery battalion.

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  Credit Suisse

  Jan 1997 - Sept 2018

  GM mgmt and Shared Services Cost allocation,/ Performance Analysis/ Compensation Control & Perf. AnalysisComp mgmt & Stakeholder mgmt• Created a comp analysis team in 2007 as a direct request from CEO to provide value-added analytics• Served as primary business partner into Group Finance and HR Exec Comp for all BoD Comp Committee materials and comp-related issues• Served as CCAR independent evaluator• Managed GM/ IB businesses and Group Finance function stakeholders on all comp-related input into Group-wide forecasting, budgeting & planning processes• Initiated and ran a mthly fcst (fcst) HC review & challenge process between GM and HR, to improve understanding, data quality and cost projectionFP&A• Developed comp fcst, budget and fin'l plan (FP) for MIS with GM/ IB businesses with linkage to Legal entity (LE) reporting• Created customized reporting solutions for senior mgmt- Prepared GM/ IB weekly report and perf dashboard for GM/ IB CEO and Group CFO- Created a mthly fcst reporting pack for CFO detailing key events and variance analysis- Created a qtrly earnings backup pack for use by CFO during external reporting prep sessions Expense Mgmt & Process Improvement• Supported cost savings efforts working with HR, FA, and Business COO & CFO teams• Enhance expense mgmt capabilities- Created a salary fcst model with HR Exec Comp that links all known HC activities, thereby allowing mgrs to see immediate cost of staffing decision and improve cost control- Built robust process with Comp acctg team in Singapore to ensure all known acctg events are captured in the fcst and FP, thereby eliminating exp shocksPerf. Analysis• Developed models with the GM/ IB CFO to facilitate objective “pay for perf.” discussions- Based on various capital adj. perf. measures (e.g., cost of capital based on hybrid, RWA, Leverage, etc.)- Based on perf. tiering of business lines• Led various ad hoc initiatives (e.g., KPI, IB Alt. view analysis, etc.) Show less IB Planning and Analysis• Managed team for IB segment’s Quarterly Full year Forecast and Outlook process, interfacing into CS Group - Provided performance metrics and commentaries on financial performance to Executive Office for external release - Analyzed the performance of all product groups across CSFB’s Institutional Securities and Wealth and Asset Management business segments - Designed processes to facilitate regular production of ad hoc analysis requested by CFO Office (e.g., developed the first Essbase reporting cube, etc.) • Oversaw Americas regional reporting function for regional CEO and COO • Received Credit Suisse Award, 2006 for US GAAP project Show less Global Expense Management (Seconded to New York Office)• Led global team in integrating DLJ’s overheads allocation system into CSFB’s system framework following the CSFB and DLJ merger. Project successfully completed on scheduleManagement Accountant (Jan 1997 to Jul 2000)MIS reporting team• Designed tools that clearly laid out the source-to-target relationship in the cost allocation process thereby facilitating resource allocation negotiation• Facilitated transfer pricing process for the Pacific region by designing a financial model for use by Tax and Financial Controllers Show less

  • Director

    Mar 2007 - Sept 2018

  • Vice President

    Jan 2004 - Mar 2007

  • Assistant Vice President

    May 2002 - Jan 2004

  • Assistant Vice President

    Jan 2001 - May 2002

  • Assistant Vice President

    Jan 1997 - Jan 2001
• 

  HSBC

  Sept 2018 - Feb 2022

  Group restructuring and transformation program for DBS (Technology, Operations and Business services) and Global Functions (i.e., Risk, Compliance, HR, Finance, Legal, etc.) with a total cost based of c$4.5bnSetting up of reporting environment and implementing consistent and accurate reporting for DBS and Global Function- Coordinated the setting up of program specific reporting units to ensure transparency and accountability- Established the restructuring cost and benefits tracking requirements for DBS and Global Functions- Drive the offshoring of cost performance and analysis function once the processes and controls are established- Successfully built and trained offshore team to take over the function Show less HOST is HSBC’s Technology and Services division supporting the Global Businesses and Global Functions and currently has a Global cost base of USD 10bn. HOST comprises of Corporate Real Estate, Technology, Global Operations, COO office and Procurement. HOST Americas has a cost base of $2bn and operates in US, Canada, Mexico, Argentina, Chile, Uruguay and Brazil.- Manage and provide strategic direction to the month end close, forecast and other planning and analysis process for HOST Americas- Responsible for Financial Business Performance and Business Partnering across the Region and into the Global team- Head of Finance for HSBC Technology & Services (USA). Inc. (HTSU)- Manage a culturally and geographically diverse (e.g., Chicago, Buffalo, Chennai, etc.) team of over 30 professionals supporting the Americas region Show less

  • HBEU (HSBC Europe) CTA Controller

    Nov 2020 - Feb 2022

  • Global restructuring and transformation program ("CTA") coordinator for DBS and Global Functions

    Apr 2020 - Nov 2020

  • Head of HSBC Operations Services and Technology Finance, United States, Canada and Latin America

    Sept 2018 - Apr 2020
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  Broadridge

  Mar 2022 - now

  VP Corporate Functions/ Allocations CP&A

  BR is a global Fintech leader, listed on the NYSE with a market capitalization of ~$22 billion and more than $6 billion in revenue. It provides investor communications and technology-driven solutions that drive digital transformation to banks, broker-dealers, asset and wealth managers, public companies, investors and mutual funds.Finance and Business Partner for the corporate functions Executive Leadership team- Conferred CFO Award for outstanding contribution after joining BR for only four months.- Key Partner to the Head of each corporate function (Finance, Human Resources, Legal, Corporate Strategy and Product) to drive financial direction and results, leading 3-year strategic and operating plans, forecasts and month-end closes.- Lead corporate function review meetings with the CEO, CFO and Head of each corporate function- Enhance services provided to the corporate functions. i) Establish standardized and insightful financial reporting for each corporate function.ii) Advance workflows amongst various corporate functions through regular interaction with respective leadership teams.iii) Collaborate with legal team and IT to identify and implement a vendor management system that would provide better control of outside counsel spend.iv) Revised vendor rebate process to encourage better business behaviorCFO of “Corporate Other Segment” (all items outside of reportable segments)- Lead quarterly Mgmt Discussion & Analysis review meeting of the Corporate Other Segment with the CFO.- Ensure proper reporting of the Corporate Other segment, which consist of certain gains, losses, corporate overhead expenses and non-operating expenses that have not been allocated to the reportable segments, such as interest expense.Led task force to explore the establishment of a FX hedging program to support BR’s continued global expansion.- Selected by the CFO to lead a cross-functional team consisting of senior leaders from Treasury, Accounting, Tax, Legal and IT Show less