Mushtak Najarali

Mushtak shared his history working with TD over 30 years and described that he had 3 distinct career tracks within TD: 10 years in Distribution - running 160 branches 10 years in Retail/Wealth Management 10 years in Corporate - Treasury/ lead Investor Relations Mushtak has been in current role about 100 days. He's responsible for 1. Enterprise Real Estate, including any properties owned or leased globally 2. Sourcing - CPO 3. Chief Sustainability Officer - this is relatively new (he mentioned 60-70% of emissions coming from real estate) He is actively thinking through (and the broader business as well) - how can they get into a better operating rhythm? Only doing about 100 RFP’s per year, average handle time is extremely slow. Ultimately he needs more out of his sourcing managers. How can we bring tools to allow them to do their job better and faster? He stated he wants a 50% increase in speed in the procurement process. Mushtak provided the analogy of “Dude where’s my Pizza” meaning he wants visbility across the organization of where the process sits, how long it’s been there and when it will be “delivered” completed. In addition to savings & brining more spend under management, Mushtak is equally focused on speed + customer experience. He feels if they are able to drive a material improvement on speed it would allow the business to go to market quicker and not hold back the business from jumping on opportunities. Mentioned he wasn’t sure if they have looked enough at AI throughout the process. He talked about the ecosystem surrounding sourcing sometimes are the culprits in delays - possibly legal, risk, etc. Mushtak said he is actively exploring what is the right architecture of the future. What does SAP do best, or what are you doing that you won’t be doing in the future. Asking vendors to be more definitive, where in the ecosystem you are set up to be the best. Where we should be leveraging partners. Mushtak was very clear that he is looking for guidance from his key vendors. What is the best in class roadmap and architecture. Give him the "Full Meal Deal" (he used the term this will cost you $80M and will take x resource internally and you need y resource from third parties and get you the full meal deal). He asked to give him the lower range also, example - what are the 3 next things you should do. What has to be true to get there. Internally with our partners what would we have to challenge, process/operations and processes outside the system today.