Xin Bei Y.

At Dubai Holding Group Services, I acted as Functional Head for the development of a central GRC capability, supporting the transition from a fragmented setup into a structured, CoE scalable function.

Conducted the capability assessment and maturity analysis of the existing governance and GRC setup, identifying gaps in ownership, processes, reporting, team capacity and routines.

Defined the future-state function, including revised scope, responsibilities, roadmap, team planning, governance cadence and integration with Finance, Procurement, Human Capital, Transformation, PMO and Automation functions.

Acted as trusted independent partner to the C-level management team, covering executive reporting (EMC, Board), leadership materials and secretary responsibilities for key forums.

Audit readiness

Improved audit closure performance from 85% to 95%, coordinating 110+ corrective actions and supporting 15 operational internal audits within 12 months.

Governance

Improved governance forum efficiency, compliance reporting, DOA optimisation and business excellence initiatives, clarifying decision rights and reinforcing accountability.

Policies & procedures

Redesigned, consolidated and simplified +20 company P&Ps, keeping them business practical and aligned with control, compliance and audit readiness.

Operational excellence

Contributed to targeted process implementation and future-state workflows, improving cross-functional alignment, automation, control and execution consistency.

Operational compliance & ERM

Developed KPI/KRI dashboards across several use cases and established a Continuous Controls Monitoring framework, including CSA models and RCMs covering +50 controls (incl.ICFR).

BCM & incident management

Implemented the BCM programme and rolled out an Incident Management governance through ServiceNow, improving structure, control, reporting and management transparency on key incidents (incl. fraud) and resolutions.

At PwC Middle East, I led governance, compliance and process transformation engagements for large sovereign-backed and multi-entity organisations across the Middle East, helping clients strengthen decision-making, harmonise policies, improve control visibility and introduce more data-driven monitoring.

Led the design and implementation of Group-wide Finance Policy and Delegation of Authority (DoA) for a large investment-backed entertainment Holding in Saudi Arabia.

The work covered three business groups, +15 functions and +30 senior stakeholders. Led workshops, analysed governance gaps in accordance with the TOM and, supported C-level forums in defining a holding-level governance model.

Supported a major utilities organisation in Saudi Arabia in developing business review and plant quality checklist manuals aligned with contractual frameworks between oil trading/distributors companies.

The work focused on translating contractual obligations into practical review procedures, quality checkpoints, assessment criteria and structured templates to support consistent plant-level reviews.

Led a Procure-to-Pay performance and control monitoring project for a telecommunications company based in Kuwait.

Supported the design and development of Power BI dashboards, leveraging Alteryx for data cleansing and business logic design, to improve visibility over procurement performance, purchasing behaviour, vendor selection patterns and control exceptions.

At PwC Spain Consulting, I provided foundation in governance, business control and audit, process improvement and data analytics to industrial, automotive, food & beverage, banking and multinational clients.

Developed the Risk&Control PMO for one of Spain’s largest industrial electrification programmes (Volkswagen/SEAT), translating public funding requirements into operational requirements and reporting mechanisms.

Led a team of 6 consultants during a 12-month engagement, supporting the client’s successful qualification for €397m in public funding during the first call.

Led a pricing and profitability analytics due diligence review for a Spanish food & beverage group within its logistics function.

Directed a team of 3 business and data analytics consultants covering +3m shipping transactions over 3 years to identify cost drivers, pricing gaps and process improvement opportunities.

Recommendations were presented to C-level leadership and triggered improvements in pricing governance and logistics controls.

Supported the review and improvement of several operational internal audits and business function practices for multinational clients (e.g. jewellery, public railway company, real estate services company) by assessing process maturity across subsidiaries, its control coverage, risk exposure and data quality.

The work included identifying control gaps and TO BE controls definition, process maps, RACIs and, business executive reports.

Developed sustainability reports and assurance-related engagements, helping different clients assess reporting requirements and audit-readiness to improve traceability and transparency of sustainability information reporting processes in accordance with the ESG Spanish Law and GRI standards.