Jordan Lee

Experience

• 

  DBS Bank

  Dec 2007 - Oct 2012

  • Promoted to Regional Ops Project Lead, administering a portfolio of initiatives and system enhancement projects to close control gaps, deal with audit issues, and drive improvements in productivity.• Acted as a key liaison in Head Office for overseas Operations Heads for the classification and escalation of Core Banking related issues.• Orchestrated the rollout and implementation of key strategic system enhancements to 5 overseas locations with a budget of SGD700K.• Served in a dual role as Lead Business Analyst (needs analysis, FSD review, UAT planning, test script writing). Exhibited success with enhancements deployed having zero defects in production, a first in DBS/Finacle history.• Supervised the completion of 87 SOP documents for 11 locations, with over 13,300 pages of procedures.• Played a key role by achieving cost avoidance of SGD320K in DBS Indonesia.• Acquired savings of 0.85 FTE and 10,108 Customer Hours per annum.• Functioned as Regional Lead in DBS Hong Kong & DBS India, achieving savings of 0.47 FTE per annum. Show less

  • Associate - Strategic Planning & Support

    Feb 2011 - Oct 2012

  • Analyst - Accounting and Operations Standardisation Team

    Aug 2010 - Jan 2011

  • Bank Executive - HCMC Core Banking Implementation

    Dec 2009 - Jul 2010

  • Bank Executive - Centralise

    Dec 2007 - Nov 2009
• 

  Westpac

  Nov 2012 - Jun 2014

  Senior Business Analyst & Project Portfolio Manager

  • Operated as Principal Business Analyst and representative of Asia Ops and as the main liaison for Sydney IT.• Partnered with Asia Ops and Sydney IT in the delivery of Westpac SG/HK’s first successful Core Banking system migration within a tight timeline of 8 months, serving in both BA and PM roles.• Directed the reconciliation efforts across 6 stages of data migration testing to certify accuracy and integrity, with more than 95% of data migrated correctly with remaining issues accounted for.• Oversaw all aspects of UAT planning and execution while serving as liaison to IT for defect resolution, with more than 400 defects discovered and 100% of critical defects resolved before production.• Navigated the coordination and execution of Business PIV (Post Implementation Verification) during implementation weekend with 3 different business functions to certify robust testing for upstream/downstream systems.• Tasked with serving as Asia CI Portfolio Project Manager by the COO, managing and allocating an annual budget of AUD 3 million.• Led the establishment of Asia PMO with a newly developed project governance framework.• Cooperated effectively with a diverse range of stakeholders across various functions, including Finance, Technology, Infrastructure, Compliance, Treasury, and Operations to achieve project completion.• Operated in a pivotal capacity by successfully leading the delivery of 8 projects on time and under budget in 2013.• Propelled the delivery of change initiatives within the operations space, including the outsourcing of SG/HK mailing function to Datapost Singapore, achieving annual savings of 3 FTE and SGD 80,000 operating expenses.• Furnished extensive support and assistance to Asia Ops Head in the administration of business controls and vendor management, as well as the establishment of frameworks and best practices to oversee the Asia Ops space. Show less

• 

  DBS Bank

  Jun 2014 - May 2021

  • Onboarded with newly centralized OMC as Financial, Headcount, & Capacity (MTK) controller and management reporting for SB IBGO management team in June 2014.• Charged with serving as team manager of OMC-SPS Team at the end of 2017 with expanded scope of Business Management, MIS Reporting, Staff Engagement, and Change Management.• Administer a wide range of key Business Management operations, as well as overseeing key deliverables such as SG IBGO Management Offsites, Townhalls, Skip Level meetings, the tracking of Strategic Initiatives, and scorecard tracking and reporting through collaboration with SG IBGO management.• Led the development and implementation of a data-driven approach to collect both quantitative and qualitative feedback during 2019’s Skip Level through a new and innovative format with Digital Live Polls and Digital Q&A. Extensive efforts led to 97.1% of staff preferring the new format and the sessions receiving an average of a 5.1 out of 6 satisfaction rating.• Instituted improvements in 2019’s Annual Budgeting Exercise in terms of coordination, stakeholder management, and the quality of budget planning despite the frequent and multiple top down changes required from Finance.• Introduced JustLearnIt in 2018; established a Learning League in 2019 to foster more learning through a competition. Operations resulted in a 141% increase in cumulative average learning hours (12.6 per staff) across SG IBGO following the implementation.• Developed an IPA Change Management Reporting process based on SG IBGO Head’s framework and in close cooperation with the line teams. Achieved success with this process being used by the Regional Team to administer change in the IPA space. Show less • Tasked with overseeing the administration and reporting of 19 Cost Centers (PC Codes) • Spearheaded all aspects of the development and implementation of new controls and processes around the tracking, reporting, and administration of the Financial, HC & Capacity areas, with scope later expanded to Strategic Cost Management (SCM).• Orchestrated the introduction of new to SG IBGO management reporting metrics and trending analysis, such as Average OT hours per staff per workday and comparison of volume against MTK Hours trends.• Presided over and directed OMC’s inaugural 2014 Annual Budgeting Exercise across 19 PC Codes and 40k MS Excel cells of information for submission to Finance. Charted the preparation, development, and presentation of improving versions of budget presentations to the SG IBGO Management Team for consensus and approval.• Demonstrated success with 2014 Budgeting Exercise used as the basis for automation and improvement for subsequent budgeting cycles to data, allowing for the administration of 23 PC Codes by less than 2 FTEs annually. Show less

  • Vice President, Business Management Support

    Nov 2017 - May 2021

  • Assistant Vice President - Financial Controller, Management & Reporting

    Jun 2014 - Nov 2017
• 

  E-Commerce Drinkware Brand

  Jul 2020 - now

  Founder

  • Successfully launched a reusable drinkware brand in a competitive niche bootstrapping from ground zero: starting with self-learning, product research, conceptualization, to product launch in 4 months during Q3-Q4 2020.• Broke even in < 6 months, scaled the brand’s sales revenue to USD320k in the first year of launch. Projected annual revenue to grow to USD600,000 in 2022, and USD 1mio by 2023.• Improved sales metrics to surpass industry average benchmarks on Amazon.com – CTR 0.5% to 1.9%, CVR from ~10% to ~25%, ACOS 110% to 25%, TACOS 23.7% to 0.6%. 80% of total sales are organic and 20% are PPC.• Hit multiple roadblocks but persevered through all challenges, including turning around and resolving product quality issues, restock inventory limits, and product launch challenges through continuous testing and tweaking. Able to think and implement creative out-of-the box solutions, with an eye for detail and mitigating unnecessary risk.• Created strategic partnerships with suppliers and various other international solution providers from China, United States, England, North Macedonia and Indonesia for long term brand-building and business growth.• Applied my career experience in Banking to the business in the areas of cost management, P&L monitoring, financial analysis and forecasting, proactive risk assessment and mitigation, relationship building, and overall strategic business management. Show less

• 

  Rainforest

  Jun 2021 - now

  Director, Marketplace Strategy & Center of Excellence

  Lead the Marketplace Strategy & Center of Excellence team@ Rainforest. Main responsibilities include:BUSINESS CONTINUITY- Maintain Business-As-Usual by monitoring, rapidly responding and minimizing impact to critical situations affecting our business- Maintain crisis communications to ensure stakeholders are informed during emergencies.- Brand Management as-a-serviceCHANNEL EXPANSION- Unlocking growth through New Channels & Geographies- Identify emerging markets and distribution channels for product/service expansion- Develop market-specific strategies for market penetration and customer acquisition in new regionsMARKETPLACE R&D- Continuously assess and adopt emerging strategies and technologies for adoption- Drive the development of AI-driven tools tailored to our organizational needsOPERATIONAL EXCELLENCE- Maximize marketplace revenue through up-to-date evaluation and adoption of knowledge, tools, services and tactics- Enable scalability through standardized online marketplace related systems, processes, and policiesIn-house consultants for all online marketplace mattersOPS RISK MANAGEMENT- Risk Mitigation through best-in-class Operational Due Diligence & Migrations- Conduct risk assessments to proactively identify potential threats and vulnerabilities- Develop, implement and operate Risk Policies for the management of RF’s marketplace and ancillary accounts Show less