SUMMARY:

• Capital Markets, Operational & Financial Risk, Technology and Operations Senior Manager
• High - impact Senior Manager with hands-on experience, manages horizontally becoming fully engaged with streams and parallel programs owning and directing complex projects in challenging and dynamic environments that involved the evolution of technical and non-technical solutions from concept through implementation for multiple independent stakeholders; proven track record with Confidential with significant Regulatory experience and timely response to all deliverables;
• Excellent interdepartmental, interpersonal as well as cross functional leadership capabilities with a single Confidential mindset

TECHNICAL TOOLS/SPECIALTIES SUMMARY:

MS Project Plan (Advanced); MS SharePoint

PMBOK/PMI; BABOK/IIBA; PMO/EPMO; ITIL, CMMI

Advanced MS Office/xL; Macros/Pivot Table/Analysis Tools, Executive Reporting

G/L, US Reg Mart, ALM, AXIOM (CCAR/DFAST internal Tools), UAT Stress Testing/Validation scenarios; RACI Model and RTM support

PMO Processes, Governance and Program Management Support (Processes, Tools and Techniques)

Dodd-Frank Act Section 165 (Intermediate Holding Company - FBO, IHC, CCAR, 14A Regulatory Reporting, CCAR Program Governance, Work Streams 14A/M/Q, and Y-9C, Appx35 Schedules and sub-schedules with Actuals and Projections to populate AXIOM tool 14A line items (white and grey cells) for FED, CtB to RtB Target Operating Model (TOM) support

Citi-Group PTS, CMP, VC/VT, Sharepoint based custom Tools

PMO Tools (Master Project Schedules, Risk/Issue and L0 Estimation Templates, Executive Status Reporting, Pirmavera, ALM, Clarity)

Lotus Notes (PCB-Project Control Book); Custom Wiki/Sharepoint internal sites

Datamart/Data Warehouse; ITIL Templates/Processes

Rational Suite/RPM/ReqPro/Clear Quest; JIRA Work-flow; CVS Tool, Eclipse

MS Project Server ; VISIO Business Flows and Controls, SOPs, Technical Writing, Clarity/OnePPM, HP ALM

PROFESSIONAL EXPERIENCE:

Confidential, New York

Responsibilities:

• Responsible for 14A Reg Reporting work-stream program deliverables and overall governance for compliance with the Federal Regulation to report the CCAR and DFAST FR Y-14A reports for all six scenarios for all business booked and business projected to be booked in to the IHC legal entities.
• Provided full suite PMO services to 14A Reg Reporting WS which includes various sub work-streams: Reported Actuals (Y-9C/14Q linkages), Report Generation and Submission, Jump Of Point (JoP) Projections, and Enablement (Business Process Flows and Controls, Aggregation, Supporting Documentation, Reconciliation, Target Operating Model, and Dry Run).
• Key tasks include weekly executive status reporting to Sr Management/ LE Central PMO, resource & budget tracking for Sr executives, tracking and quality checking WS deliverables, Comprehensive RAID (Risks, Issues, and Dependencies) management, Change Management, Integrated Project schedule, Stakeholder Communication, UAT Validation & Stress testing support and Overall governance for 35+ core team and various cross WS and external partners (e.g., Y-9C, 14Q, 14M, Loss/RWA Projections, Capital Plan, CCR, GMS).
• Provided guidance and governance on day-to-day operations; Supported several senior program managers and PMs to meet critical milestones, CtB to RtB/BAU TOM model, complete audit support and central PMO mandated artifacts, tools and processes to meet regulatory compliance for CCAR/DFAST FR Y-14A Regulatory Reporting.
• Managed multi-year budget of appx CHF 37.5Mil. Supported multiple quarterly releases
• Supported Requirements traceability, UAT Testing/Validation under various stress scenarios, defects triage and Dry Run support as part of CCAR integrated project plan. Developed RASCI model for 14A team.

Confidential

Program Manager and BA

Responsibilities:

• Provided PMO/Program and project management consulting services to the Project senior managers, business/tech leads, and team members.
• Managed core teams of 25-30 members, including Business Analysts, Track Leads, SMEs, and other business leads who have responsibility for project deliverables
• PMO Consulting services included program planning, project management coaching in best practices and PM Deliverables; and use of enterprise project management methodology (EPMM), to include governance standards, track financials management, resource management, Change control, PMO templates and quality phase (toll) gate reviews
• Provided leadership for areas that are not complying with PM standards and methodology; budget ($10+Mil) and resource planning and implementation readiness reviews
• Provided hands-on project management throughout the project lifecycle, including planning, executing and controlling, and closing. Executive management status reporting (financial and resources). Successfully implemented both Business & Technology projects (Data Warehouse/Marts - Statements, Receivables, Liquidity, TV)on schedule with allocated budget
• Developed several artifacts including project status Dashboard and daily Compliance report used by entire GIW organization (700 resources), PCM (Process Control Manual), TG (Tollgate) process for MD (Minor Dev), Production Support and Major Dev (DV) projects, Impact Analysis, BRDs/RTM (Requirements Traceability Matrix, and other project deliverables
• Managed selective GIW critical regulatory projects and troubled programs from E2E solid SDLC deliverables and client delivery commitments. Received management recognition on critical gap analysis (BA role)
• Provided BA/SMAsupport and documentation for Reported Actuals track in GTS - GIW division as part of Dodd Frank Section 165 regulatory program. Supported UAT testing and defects traceability for critical selective regulatory projects
• Played pivotal role in expanding PMO group from 2 to 7 and still growing. New PMO group consists of operational PMO, Process improvement/Documentation PMO, Best practices/PM training PMO, Infrastructure /Service delivery PMO’s

Confidential

Project Manager (PMO) &Sr Systems Analyst

Responsibilities:

• Responsibilities included creation of project management deliverables; facilitation with the business leads of development and review of major project deliverables for the Define, Measure, Analyze, Improve, and Control (DMAIC) phases of the project; initiative status reporting, including dashboard reports; issue management, risk management, etc.; Responsible for automating and implementing reporting tools for the PMO and SA teams

Confidential, NJ

Senior Manager (PM, PMO)

Responsibilities:

• Project support assistance (PM/PE) which includes traditional PM activities such as planning, tracking, execution and reporting of multiple projects involving mortgage/financials SW ( Confidential /J2EE/Web based ‘imPACT’ Mortgage tool) for various banking clients: WaMu/JP Morgan, CitiMortgage/PBG and PNC Bank
• Administered and managed communications, meetings (scheduling, documentation, follow-up), executive dashboard analysis (projects summary, milestones, issues/risks, and deliverables), finances (5M+) & changes
• Responsible for tracking project tasks/milestones using MS Project. Maintained project schedule for multiple projects and reviewed weekly status with development/QA teams including offshore teams (size: 5 to 30)
• Developed and maintained efficient and effective project/program management processes by conducting gap analysis/prioritization. Pioneered in project/program risk analysis and process-improvement activities

Confidential, Rancho, CA

Transition Project Manager

Responsibilities:

• Data Center Move and Consolidation (Infrastructure Project): Completed transitiontransformationof AS 400 ( Confidential iSeries-18 partition systems) & mid-range (Wintel-120) Servers/Systems/Data/Network
• Responsible for co-ordination of end-to-end project tasks (via Project plan and MS Project schedule) and delivery of all key activities (Technical support and Operations/Change management for iSeries platform).
• Managed roughly $4.5M budget and supervised 7 Confidential GR ( Confidential Resources) and 9 US virtual team resources for iSeries infrastructure transition project as part of overall $300M transition project

Confidential

Technical Project Manager / PMO, and BA Team Lead

Responsibilities:

• Responsible for OMCS (Order Management and Component Services, App Development), a J2EE/EAI based e-commerce web application (SOA+ based) that manages customer orders for Confidential Products (iSeries, xSeries, pSeries, Printers). Managed Project Scope, Time, Cost and Quality
• Managed (utilizing PMI framework/PMO processes) “OMCS Datamart/migration (Supply Chain) development effort”, a Web based project which seeks to create an SOA+ technology based on current generation hardware, retiring and decommissioning existing non-scalable legacy components: (COATS)
• Provided project leadership to 14 employees for OMCS Web site deliverable within budget control
• Attention to details and Responsible for extensive internal and external audits for COATS and OMCS applications
• Team Lead for BA (Business Analyst) team of 6 BAs and 4 SAs; Worked closely with Confidential PoMR/Site reps (25+) cross-functional teams to improve order throughput via core Confidential COATS/OMCS applications
• Created Traceability matrix template, Use cases templates, and SQL queries from Access DB. Led process improvement teams as part of quality planning/assurance. Performed SME activities which include web conference training and Mentoring Projects. Created macro-driven MS Excel reports for OMCS metrics

Confidential, Murray Hill

Tech Team Lead & Functional Manager

Responsibilities:

• worked as Tech Team Lead/Functional manager (for a 7 member team) at Confidential Technologies IT department (Supply Chain Models and Financials Metrics/Tools)
• Prepared executive status reports (dashboards and score cards) using Confidential COGNOS Advanced reporting tool. Experienced in data analysis using Excel Pivot reports, Visual bar charts, trend analysis, Pareto charts

Confidential, Murray Hill, NJ

Senior Systems/Business Analyst

Responsibilities:

• Supported LBOCC ( Confidential Business Operations Command Center) in generating weekly executive dashboards and dynamic visual charts to publish financial data to Sr Management and external stakeholders,