PROFESSIONAL PROFILE

Hands-on certified project manager and management consultant with an extensive background leading high-profile global business and technology functions for top tier investment, retail and commercial banks. Twenty (20) years of Banking and Financial Services experience spanning a diverse set of lines of businesses and technologies. Credentials include holding multiple global executive posts with Deutsche Bank and UBS Investment Bank, extensive experience directing technology & operations best practices for Wells Fargo and providing delivery focused consultancy services to clients including JP Morgan Chase, Credit Suisse, Donaldson, Lufkin & Jenrette (DLJ), Morgan Stanley, Capital One Bank and RBS Citizens Bank.

Proven track record building high performing teams capable of delivering complex projects on time and on budget while remaining keenly client focused. Strong Agile method and waterfall full software development lifecycle skills, active member of the Project Management Institute (PMI) and certified in multiple technical skill sets. Additional capabilities in:

•        Client Relationship Management            •    Program & Project Management

•        Business Analysis                                        •    Business Development

•        Vendor Management                              •    Investment and Retail Banking

•        Operational Risk Management                •    IT & Business Process Outsourcing

•        Budget, Profit & Loss Management        •    Testing & Release Management

•        IT Service Management (ITSM, ITIL)    •    Technical Architecture

EMPLOYMENT HISTORY

Director, Global Head of Equities Service Transition and Transformation Management & Head Implementation Management, for the Front Office Deutsch Bank, New York, NY 2010 - 2011

•As Head of Equities Transition Services created and implemented an operating model across organizational units, functions, processes & technology to deliver a strategic set of defined services to our customers, partners & vendors. This transformational program resulted in a 60% reduction of change related incidents across all Equities products and services, created standardized product development and delivery processes and reduced technology and operations maintenance cost by more than 20% in its first two quarters.

•Accountable for executive leadership of the following transition and transformation operating model work streams:

oOrganization & People – Defines People, Resources and Budget practices and launches a global Program Management Office.

oBusiness Service Catalogue – Delivers a structured document or database with information about all Equities Services provided to the customer that includes detailed information about services provided with clear outcomes, deliverables and contact points.

oTechnical Service Catalogue – Delivers a structured document or database with information about all Technical Services provided by internal resources / vendors. It is used to support the delivery of the service by adding the technical details / technical service elements to be capable of maintaining and supporting the service (e.g. availability monitoring, batch monitoring, stability monitoring etc.)

oProcesses – Establishes and captures a structured set of activities designed to accomplish a specific objective. A process takes one or more defined inputs and turns them into defined outputs. It may include all of the roles, responsibilities, tools & management controls required to reliably deliver those outputs. A process may define policies, standards, guidelines, activities & work instructions if they are needed.

oFunctions – Identifies all functional teams or groups of people and the tools they use to carry out one or more processes or activities. (For example the service desk).

oTools – Governs the tools & the relevant technology used to deliver, monitor and report on the services delivered by the Transition Management organization.

•As Head of Front Office Implementation Management in the Americas served as the functional owner and most senior executive overseeing all technology deliveries across all front office lines of business (Equities, Fixed Income, Rates & FX, Corporate Finance and Retail/Mortgage Banking). This function is responsible for Planning, Scheduling and Controlling the movement of releases to controlled test and Production Environments. Process Scope includes all service changes that result in a release that pass through the Implementation Management controlled test environments and into the Production Environment.

Founder & President, Suite B Consulting, Inc.  Project, Program and Release Management Consultancy, New York, NY 2009 – 2010

 A professional services firm specializing in Project and Program Management advisory and delivery services for financial services companies. Clients included Capital One Bank and RBS Citizens Bank.

Project Highlights:

Client: Royal Bank of Scotland - Citizens Bank, Providence, RI

Program Manager overseeing all work streams involved in replacing the current branch teller application. RBS Citizens is replacing the current Getronics Aladdin teller system (implemented approximately 1984) with an ARGO teller solution that will include branch image capture (BIC).  The proposed platform will reduce the costs associated with the physical movement and processing of paper, and also improve the customer and colleague experience through the reduction of errors and increased teller referrals.  Responsible for establishing a comprehensive program plan inclusive of budgets, schedules and delivery methods for the many project teams involved in the program. These include application development teams, operations, infrastructure, etc. Additionally serve as the Infrastructure Lead for this program.

Consultant/Program Manager  – IT Portfolio Management & Release Planning Program

Client: Capital One Bank, Richmond, VA

Established a Bank wide IT Portfolio Management Office charged with creating a sustainable end-to-end enterprise portfolio management process focused on allowing senior executives to be able to govern and prioritize IT deliveries in accordance with business priorities.  Accountable for identifying and augmenting the business value proposition and alignment of the IT plan to the overall business plan, inclusive of creating a repeatable systems merger integration playbook to be leveraged in future bank acquisitions. The Program included many specific work streams, including IT Demand Management, IT Supply Management, Governance, Training & Education and IT Release Planning, all focused on the goal of improving the efficiency and consistency in which all bank systems are able to implement changes that correspond to continually changing business and regulatory requirements.

Executive Director, UBS Investment Bank, New York & London 2002 to 2009

 Promoted to Regional Head of Technology for the Investment Banking Division in the Americas. In addition to serving as Global Head of Production Services, accountable for all IT functional teams and operations in the Americas including: PMO, Business Analysis, Architecture, Development, Testing (QA), Release Management, Application & Customer Support, Operational Risk, Strategy, Human Resources, Business Unit Controllers, Facilities Management and all other regional Logistics teams. Responsible for global crisis management and disaster recovery. Accountable for team of 190 internal and more than 200 offshore technologist with an annual budget of $42 Million, down from $60 Million in the prior year.

 Appointed to the Global Business Infrastructure Committee and the Group Cost Transparency Board. This was both a complex and highly structured program in which a plan to reduce the global infrastructure budget by 20%, increase IT efficiency and improve the environmental/green footprint of all hardware, storage and data centers was successfully delivered.

 Named Executive Sponsor of the Global Project and Program Management Community of Interest. Introduced formal and informal forums for Project Managers focused on teaching iterative methodologies, sharing experiences/lessons learned and running PMI study groups.

 Promoted to Executive Director, repatriated to New York

 Appointed Global Head of Production Services IT for the Investment Banking Division. Assumed global responsibility for Application & Customer Support, Release Management, Quality Assurance, Business Technology Services, Crisis Management and IT Operational Risk with 15 direct reports and more than 100 functional team members in New York, London, Zurich, Frankfurt, Johannesburg, Hyderabad, Bangalore, Hong Kong, Tokyo and Sydney.

 Appointed Global Head of Release Management & Deputy Global Head of Production Services IT for the Investment Banking Division. Responsible for the deployment and production support of Internet, Intranet, e-commerce and all online customer facing applications. Implemented a new iterative development and release process leveraging the Agile Methodology and conducting daily Scrum meetings with Developers, BAs, PMs, Testers and Release Analysts.

 Developed a comprehensive Release Management function Created inclusive of a detailed set of production readiness criteria specific to the core technologies in use (CRM Portal and Content Management architectures included J2EE, C+, .Net, Web Sphere, Tomcat, Oracle, Sybase, Documentum, SharePoint with Clear Case source code management and CA Clarity Project and Portfolio Management tools).Application footprint included multiple equities capital markets book building, pre-trade IPO, debt capital markets pre trade, content management and CRM portal applications.

 Appointed Regional Head of Investment Banking Division IT for Europe, Middle East and Africa (EMEA). Relocated from New York to London. Accountable for all Project Management, Business Analysis, Development and Support teams in the region.

 Given expanded responsibility as the Outsourcing ‘Stream Champion’ for Investment Banking IT overseeing onsite and offshore vendor management. Accountable creating a full IT offshore strategy, vendor selection, negotiating rates, working with Project Managers to resolve vendor resource and delivery issues, and approving all work packages ($25 Million plus annually) globally. (Dec. 2003)

 Joined UBS Investment Bank full time as a Director in Investment Banking Division IT. Appointed Application Development Manager of Banker Productivity & Global Head of Desktop Technology and Content Management. Delivered several key applications for a global banker CRM portal and functioned as a hands-on development manager for a highly customized Content Management application. Accountable for full lifecycle delivery including design, development, testing, implementation and ongoing production support. Responsible for merging legacy systems from Paine Webber platform to UBS platform. (Sept 2003)

 As a consultant, appointed Project Manager for Banker Productivity - Delivered Desktop Authoring Tools and a Document Management System (Documentum and SharePoint).

Joined UBS Warburg, Equities IT, as an independent Management Consultant and Project Manager for the Human Capital Sourcing Strategy project – Delivered a detailed IT sourcing strategy and

career development framework focused on retaining and developing critical internal technical skills and off-shoring commoditized, non strategic, technical skills. This project resulted in a 20% reduction of IT labor costs. Additional responsibility managing many Equities Research development project including application enhancements to the publishing platform.

Managing Associate PLURAL (now Dell Professional Services), New York 2000 to 2001

 Promoted to Managing Associate. Key Account Relationship Manager supporting DLJ Investment Bank during the Credit Suisse merger. Accountable for the delivery of multiple complex systems merger projects.

Delivered a state of the art client coverage web portal to Donaldson Lufkin & Jenrette

 Established a new consultancy practice focused on Investment Banking Content Creation & Management and Client Facing Web Portals successfully selling and managing engagements with Donaldson Lufkin & Jenrette and Credit Suisse.

 Joined as Senior Associate focused on establishing a successful investment banking technology practice and actively project managing multiple client focused technology deliverables.

Independent Management Consultant 1998 to 2000

 Project Management Consulting for multiple Banking & Financial Services clients including: UBS Warburg, UBS Investment, JP Morgan Chase, Credit Suisse, Donaldson, Lufkin & Jenrette (DLJ) and Morgan Stanley.

Wells Fargo Bank Principle Systems Consultant & AVP 1996 to 1998

 Following the Norwest/Wells Fargo Merger, appointed Chair of the Technology Best Practices. Accountable for soliciting, analyzing and creating action plans for implementing best practice ideas submitted by customers, employees and vendors. Achieved significant cost reduction/avoidance, productivity gains and improved customer experiences across the retail banking IT portfolio throughout the merger process.

Promoted to Principle Systems Consultant & Assistant Vice President.

 Engineered and Project Managed the Electronic Payments Systems platform inclusive of Card Activation, Personal Finance Management software integration and Voice Response Unit (VRU) interface into the Hogan Demand Deposit Account (DDA) System.

 Joined as Senior Systems Consultant and Project Manager in the Electronic Payments and Online Banking department. Project Manager for Credit Card activation via Voice Response Unit and ATM Network.

Carlson Companies Internal Market Manager 1994 to 1996

 Promoted to Internal Market Manager, focused on new product development of client facing technology products.

 Joined as Branch Support Supervisor managing all IT customer facing support functions within Technology Support Services department.

Various Sales and Customer Service Positions in the Travel & Tourism Industry 1987 to 1994

 Corporate Travel Consultant, Leisure Travel Agent, Hotel Reservations, Guest Relations, Sales Associate & Travel Automation Specialist for firms such as Woodside Travel, Brown Forman Corporation, Travel Professionals, Hyatt Regency Hotels and Sheraton Hotels.

ADDITIONAL INFORMATION

Project Management Institute (PMI), Certified Member (I.D. # 274953)

American Management Association (AMA), Certified Multi-Project, Project Manager

Brainbench, Certified Project Manager, Certified HTML, Certified Relational Database Management Systems