Three regional hubs support 14 million customers across 28 countries. No headquarters-vs-satellite politics. Three equal-weighted hubs, each with its own mandate.
Each hub owns a region. Each hub has a regional CEO who reports into Priya. Each hub meets once a year in a rotating city. We have held the Singapore board in Singapore once. It was a mistake. We fixed it.
Global headquarters and the largest of our three hubs. Owns APAC retail and commercial. Home to the platform team and about half the automation COE.
Opened 1994. Owns EMEA commercial banking and a meaningful chunk of our mid-market lending book. Also the home of our capital markets advisory team.
Opened 2003. Fastest-growing retail market. Owns India retail, South Asia expansion, and about half the automation COE engineering team.
Representative offices and branches in 28 countries. A few worth mentioning.
Commercial banking teams servicing mid-market clients across the region. All report into the Singapore hub.
Relationship banking teams for commercial and capital markets. Regulatory footprints vary by market. Staff vary more.
Representative offices only. We do not retail bank in the Americas. We have tried. We have learned.
Being spread across Asia and Europe means most real-time collaboration happens in a six-hour overlap window. We have adapted.
Big decisions are written up, shared, and commented on asynchronously before any meeting. Meetings exist to resolve disagreements, not broadcast updates.
Platform incidents get picked up by whichever hub has humans awake. Same runbook. Same observability. No handoff friction.
Every employee spends one week per year at a hub that is not their own. Singapore goes to London, London goes to Mumbai, Mumbai goes to Singapore. Rotates.
We are hiring in all three hubs and remote across most of our regions. See open roles.