Alexandra Savalle

Programme Director from inception to completion of strategic projects, overseeing and coordinating cross-functional teams (Legal, Compliance, Risk, IT, Operations, Finance), external parties' management, with very complex legal and regulatory frameworks.

Strategic

Track records/Project delivered on time and on budget implying solid programme director skills such as strategic vision, creation of cross-business synergies, leadership, team alignement and stakeholder engagement, risk management and mitigation, reporting, decision making

• DigitalAssetClear Business Line in LCH SA successfully launched in May 2025 – creation of a brand new clearing infrastructure tailored to Digital asset. Since its launch, the new clearing service has been expanding its product and service offering to continuously enhance the value delivered yo its clients
• Euronext Exit in September 2024- Clearing service closure: LCH SA's Listed Derivatives migration to Euronext clearing House and ECL services termination / systems decommissioning
• Migration to SPAN to a VaR-based risk framework for SA EquityClear in July 2022. Acting as Project director to implement a new Risk framework.

COMMODITY MARKETS DIVISION

• SG Commodity markets closure. M&A – sale of complex and extensive metals trading book

Project Director from inception to completion of the project This involved creating the project timeline, cost management, governance and reporting, risk management and ensuring execution to a very tight deadline. Intensive and strategic project during lockdown. Responsible for driving final execution.

- Technical Work: data room management, market and trade analysis and reconciliation, including MtM and client data reconciliation; designing a bid structure and bidder selection criteria, helping the business with the novation process

- Relationship Management: operationally coordinating internal and external stakeholders, and acting as point person.

• System Remediation Project–high-impact project to cure sources of data discrepancies arising from a large IT system implementation.

The discrepancies were impacting downstream processes including the annual closing accounts, and remediation was required by external auditors. Project was successful – the auditors did not require further action and did not require a provision to be made in the accounts (which would have adversely impacted pnl).

• Business Process Owner (BPO) for the trading desk IT systems

-Annual IT roadmap to meet business requirements and upcoming regulatory changes, campaigning for budget, scoping work to fit within the allocated budget, ensuring that what is delivered meets business requirements.

- Responsible for the annual IT budget and accountable to the business for the performance of the system. Deliverables included regulatory change implementation, and continuous improvement and expansion of trade capture methods (including expanding coverage and volume across the post-trade chain).

• Transformation: – 3.5-year project to Front-to-Back redesign of the base metals information system, following the restructuring of trading activities.

The project involved a complete overhaul of front-to-back architecture, including trade capture, risk, P&L, middle office, and post-trade processes. I coordinated IT, operations, and business stakeholders to deliver a streamlined, scalable, and regulatory-compliant solution aligned with new business and reporting requirements. This involved more than 30 IT systems, 20 teams across different regions and departments, around 200 clients and 50 operational processes related to market orders, trade capture, margin calls, data reconciliation, accounting methodologies, client reporting, and regulatory requirements.

Long-term vision to, among other things, enhancing execution capacity, improving booking Day-one execution was a success.

FIXED INCOME DIVISION

• Responsible for the performance of the deal processing chain, including identifying inefficiencies, developing solutions, organising implementation, problem solving and remediation.
• Tasked with proactively finding ways to optimise and improve processes.
• Internal sponsor of IT projects related to the deal processing chain, including regulatory projects such as EMIR reporting. Extensive coordination between departments and monitoring of deliverables.

EQUITY DERIVATIVES DEPARTMENT - project manager

• Acting in a stand-alone project team created for this outsourcing project. Responsible for: Roll-out strategy and execution of the outsourcing plan, involving the transfer to Accenture of 250 SG staff from operations, accounting, and IT, and two key post-trade processing IT systems, while targeting minimal post-transfer impact on day-to-day production, market reporting, computation of margin calls, and settlement processes.
• Ensuring appropriate communication and coordination with our clients, during and after the transfer.
• Designing a new operating model, including reorganising affected teams and responsibilities, to account for the split in activities and teams, between SG and Accenture.
• Set-up of communication protocol and governance with Accenture, including oversight of the outsourced production, SLAs and penalties for breach of targets.
• The day-one readiness plan.

EQUITIES TRADING DIVISION

• Head of a 20-person middle office team, supporting equities trading.
• Trading support for an equities trading, securities lending and collateral management desk, including pnl calculation and analysis, risk analysis and dealing with complex booking issues and trade migration (including troubleshooting).
• In coordination with the Head of Trading, in charge of the optimisation of the long-term positions, to provide SG’s asset management affiliate (Lyxor) and the collateral desk with assets. This involved selection of assets, booking, return of stock before settlement, and minimizing buy-ins and other problems.
• Creation of a new middle office team dedicated to securities management, in order to assist the business to maximize yield (including foreign tax treatment) and prevent operational losses.

EQUITY DERIVATIVES CONSULTING TEAM

• Business Analyst working on the IT transformation programme to replace the SG equity derivatives information system. Responsible for the part of the system which used reference prices for trading valuation.
• Tasks included: Determining and documenting the requirements of the business.
• Writing the functional specification of the price management part of the software, which was used by the software provider to code the software.
• Organising the testing by the business.
• Organising the roll-out of the new functionality and supporting users during the transition.