I hail from India (fusion of Mumbai and Delhi) . I’ve been in the financial services industry for 15 years now. Started my career at S&P Global Mumbai as a Corporate Rating analyst - was there for 6 years - got married and then moved to London about 10 years ago . I’ve been at the Bank of England – central bank of UK since then.. 

I thoroughly enjoyed my stint at the Bank of England and have done six different jobs there in a decade – i.e worked in the unit where a new bank is set up; where crisis firms are dealt with; managed the comms team; been a fintech policy specialist; Most recently I was at the PRA (Prudential Regulation Authority, the regulatory wing of the Bank of England), heading their Belonging - DEI agenda (the best job that I had so far). However, having done a solid four years, it was time to rediscover my new possibility, embrace a new challenge and meet my new potential, hence Wells Fargo 

My career pivot from business roles into DEI was during my mat leave four years ago (first lockdown of covid), where I transformed significantly from within and felt that I cared less about banks failing in the financial system and more about the bank failing its own people. I love this job because it gives me the twin currency of income and impact on our heart-counts 

I've also served as a NED at Second Step Mental Health charity in Bristol. Outside of work, I am a certified happiness coach; mother to a 5-year-old son and enjoy Bollywood Zumba. 

Key achievements:

Been the ambassador and speaker for the Bank of England at several events and conferences, including an event at the Houses of Parliament
Recipient of the Governor's award for leadership and execution of a 'first of its kind' Black talent accelerator programme
Shortlisted in top 5 Asian Women of Achievement - Public service category
Nominated for 'Diversity champion of the year' by GES Leadership awards
Directed and hosted over 15 PRA Belonging events on topics like ' When my confidence ditched'; 'Bring your imperfections to the table'; 'When I felt like an outsider' and more to build organic opportunities for senior leadership engagement and vulnerability sharing. These events got a footfall of 400-500 staff