ABN AMRO Clearing USA LLC Leadership & Management

What does effective management look like on your team, and how does it impact your day-to-day work?

For me, effective management means setting clear direction while giving people the space to operate independently. My team works in a complex environment across technology, risk and multiple regions, so clarity and trust are key. I try to be very transparent about priorities, especially when it comes to things like control maturity, audit readiness or regulatory commitments, so people understand not just what we are doing but why it matters. Day to day, that means regular alignment, removing blockers and making sure the team has the context they need to make decisions themselves. When that works well, the team moves faster and people feel ownership over the outcomes rather than just executing tasks.

How do leaders at ABN AMRO Clearing USA LLC create clarity around priorities and expectations?

Leaders create clarity by consistently connecting our work to the broader strategy. In our environment, that often means translating high-level goals, like strengthening resilience, simplifying the technology landscape or improving risk posture, into practical priorities for teams. I try to do the same within my team by breaking those objectives down into concrete initiatives and outcomes. For example, when we work on improving the IT control framework or preparing audits, I make sure expectations are very clear in terms of ownership, timelines and what success looks like. That alignment helps avoid confusion and allows the team to focus on the work that moves the organization forward.

Can you share an example of when leadership followed through on a commitment or navigated a challenge successfully?

One example was strengthening our IT control environment and preparing major audit requirements. Leadership made a clear commitment to improve the maturity and consistency of our controls globally. From my side, that meant translating that commitment into concrete actions with my team, clarifying ownership, improving reporting on control performance and working closely with different stakeholders across technology and risk. It required coordination across regions and teams, but leadership stayed engaged and supported the effort, which made it possible to implement real improvements rather than treating it as a short-term compliance exercise. It was a good example of how leadership commitment with execution at the team level can lead to meaningful progress.