Banks are under growing pressure to prove they’re operating safely and transparently, even as regulations grow more complex and customer demands shift by the week. Sandhya Gupta sits at the center of that pressure as Domain Head for SBS Regulatory Reporting at SBS India ; a role she’s grown into in just two and a half years. In this interview, she reflects on her mission, the challenge of balancing a multi-year product roadmap against real-time customer needs, where AI is actually changing her team’s delivery, and why she credits her home garden for lessons in leadership.
You progressed from Agile Manager to Domain Head in just over two years. What do you think made that journey possible?
For me, it all comes down to trust: in myself, in my team, and from leadership. Looking back, I think my growth at SBS has been less about asking for opportunities and more about consistently delivering results. My team has shown a strong commitment, we’ve delivered on time, and people have seen the impact of that work. Success is often less about what you say and more about how you deliver.
I never imagined I would become a Domain Head within two years, but that opportunity came because leaders believed in my potential. What I appreciate about SBS is that it’s a very open and transparent organization. People are given opportunities based on their capabilities and contributions, not just their title or background. To me, that’s one of SBS’s greatest strengths: attracting talented people, helping them grow, and trusting them to take on bigger challenges.
You’re wearing several hats leading Regulatory & Reporting in India. What does your role look like today, and where is your energy going?
I’m the Domain Head for the Regulatory & Reporting business unit at SBS India, and Delivery Manager for the Regulatory Reporting Core Squad. I continue to support several teams across Noida and Annecy as Agile Manager and AI Point of Contact for my agile teams as we are working on some features fully developing with spec driven mode in AI. I also lead innovation pillar initiatives from India and serve as a people manager.
Most of my focus today revolves around three priorities. First, customer satisfaction. We have ambitious growth plans, but ultimately our success depends on delivering the value our customers need, when they need it. Second, accelerating our use of AI to help teams deliver faster and more efficiently while maintaining the higher standards of quality and security. And third, empowering our people. I believe the best results come when teams feel trusted, have clear goals, and are encouraged to take ownership. I’m fortunate to work with talented teams across multiple locations, and a big part of my role is making sure they have the support, transparency, and direction they need to succeed.
What’s keeping you busiest as a Domain Head right now?
The biggest challenge is balancing a long-term product roadmap against constantly evolving customer needs. We work with a large number of clients, including several Tier 1 banks, and we have a well-defined multi-year roadmap with planned releases and committed capacity. But customers often need new features, enhancements, or regulatory changes delivered faster than originally planned. So we’re continuously adapting: accommodating new requests, addressing issues, responding to support tickets, all while staying on track with existing commitments. At the end of the day, the customer comes first. The real challenge is managing priorities in an environment where expectations and market demands shift quickly.
Regulatory Reporting isn’t a household term. Why is it so important for banks?
It is essential because it helps banks demonstrate that they’re operating safely, transparently, and in line with regulatory requirements. As regulations become more complex and the volume of data continues to grow, banks need reliable ways to collect, validate, and report information accurately.
That’s where our solutions come in. The SBS Regulatory Reporting (SBS RR) product goes beyond compliance: it delivers business intelligence, supports real-time compliance monitoring, and increasingly incorporates AI-driven capabilities. I also work on AnaCredit, a European Central Bank framework for granular credit data reporting, which is another key part of our portfolio. Together, these solutions help financial institutions stay compliant while making better, faster business decisions.
SBS RR is the first fully SaaS regulatory reporting product to go live. How has the product evolved over the last few years?
I’ve spent two and a half years in regulatory reporting, and the SBS RR product itself has only been fully developed in recent years. Some initial development had been done when I joined, and we’ve built on that foundation ever since based on feedback and requirements from PM&S team by taking into account customer needs. I’m proud to say it’s the first fully SaaS regulatory reporting product in production.
Today we support 74 clients across production and testing environments. We’ve expanded the business, built a clear roadmap through 2030, and are exploring new partnerships to accelerate growth further.
AI is a major topic across the industry. What’s actually changing on your team because of it?
We’ve already seen the impact firsthand. Features that would have taken much longer to build under a traditional agile model are now delivered faster, which lets us respond more quickly to customer needs and fit more scope into the same timeframe. We’ve invested in this through dedicated teams, experimentation, and proof-of-concepts, and we’re now moving from exploration into delivery. AI-developed features are making their way into our releases. That said, we have to be careful. Security, quality, and governance remain critical. Used responsibly, AI accelerates the work but it doesn’t replace the judgment that goes into it.
Looking back on your time at SBS so far, what achievement stands out most?
What I’m most proud of is what we’ve achieved as a team. Regulatory Reporting has faced plenty of challenges (evolving requirements, demanding timelines, constant change) but we’ve always found a way forward together. Since I joined, we’ve delivered almost every release on time and with the quality our customers expect. That’s a testament to the ownership and collaboration of the teams across Noida, Annecy, and beyond.
I’m also proud to be part of one of SBS India’s innovation pillars, focused largely on AI, bringing people from different teams, disciplines, and business units together to learn from one another and drive innovation across the organization.
Gardening is a passion of yours. Has it taught you anything you apply professionally?
I spend a little time in my garden every morning. It helps me slow down, reflect, and recharge. What I love about gardening is how much it has in common with leadership. Plants don’t grow on their own; they need attention, care, patience, and the right environment. People are the same. You need to invest in them, listen to them, support them, and give them room to grow. I’ve grown most of my plants myself, from seeds or cuttings, and there’s real satisfaction in watching them thrive. I feel the same when I see someone on my team develop new skills, take on bigger responsibilities, and succeed. Gardening has taught me the value of patience, trust, and continuous care: principles I try to bring into my leadership every day.
What’s the most important lesson from your career?
Three things stand out: transparency, trust, and empathy. Transparency and trust build strong relationships and help teams perform at their best. But if I had to choose the most important lesson, it’s empathy. Whether you’re working with customers, colleagues, or leaders, success ultimately comes down to people. If you take the time to understand their perspective, listen to them, and genuinely care about their challenges, you can achieve so much more together. Over the years, I’ve also learned a lot from my mistakes. There are situations I’d handle differently today, and those experiences shaped me as both a professional and a leader.
