SUMMARY:

• Versatile, results - driven Technology Executive with 20+ years solving challenges in Business and IT organizations to achieve business goals. Superior ability in strategy development, team building, mission focus and improving delivery capability.
• Natural, Socratic management style, integrating “best practices” with staff talents to create a world-class, high-energy workforce. Led multinational organizations with up to 275 associates.
• Strong Organizational Change Management experience. Spearheaded delivery of numerous solutions to improve operational productivity through the introduction of new processes, technologies, methods and controls. Excellent development of technical roadmaps to match business planning. Strong communication planning, training plan development and post implementation management of change. I have employed a number of Change Management Models including Kotter’s 8 Step, Six Sigma, Theory of Constraints, and various Agile and SAFe approaches.
• Excellent Product Management experience. I have led Product Management functions for various products and companies including IBM, Confidential, Check Performance and others. Excellent cloud / Saas product management. Strong DevOps experience.
• Guided and developed Digital Strategy for multiple organizations. Led the development of Business and IT Digital Strategy, worked with Marketing, Sales and Product Management to create and implement a strategy for Omni-Channel, self-service supporting multiple customer personas. Led workshops to evangelize and engage with Senior Management (CEO, CIO, CFO), product development (General Managers and Product Managers), sales and others. Engaged directly with end customers through seminars, focus groups and other means.
• Extensive Business Process Management design, development and implementation. Excellent ability to lead organizations through process re-engineering. Strong back ground in Business Process management design and implementation. Experience with many toolsets including IBM BPM, Oracle BPM, MS Dynamics and others
• Excellent architectural background covering Business and IT processes, software, hardware, data, and network. Comprehensive knowledge of business, systems, infrastructure and enterprise software to translate business requirements into reliable cost effective systems solutions. Scalability to 10 billion transactions+.
• Create and align Business and IT strategy, architectural roadmap and vision. Increase IT responsiveness to address critical corporate initiatives.
• Strong eCommerce, Omni-Channel experience. I have led the launch of over 60 large eCommerce sites. Extensive CRM and multi-channel customer management.

PROFESSIONAL EXPERIENCE:

Confidential, New York, NY

CTO / COO / Technical Consulting / Product Management & Development

Responsibilities:

• CTO providing strategy consulting, development methodologies, process reengineering, program / project management and architectural design for various customers.
• Guide CIOs / CTOs and other senior management in adopting new technologies, improvements to IT governance, establishing architectural roadmaps and improving project pipeline delivery.
• Provide Program Management and Architectural guidance for multiple customers. Help guide organizations in developing roadmaps, improving processes, improve delivery capability. Guide customers to properly adopt new technologies and improve existing technology assets. Strong SOA and centralized service knowledge.
• Lead transitions to new development methodologies such as Scrum / Agile to improve development capability. Provide strategic input on proper development models outsourced, captive data center development and others. Provide guidance for new system paradigms such as SAAS, web services.
• Strong Disaster Recovery (DR) and Business Continuity Planning (BCP).
• Supported internal and external sales. Responsible for providing pre- and post sales processing, on boarding of customers.
• Strong Product management on our suite of products for HR and web monitoring. Establish release schedules, enhancement prioritization, manage user requests and improvements to a wide range of products.
• Responsible for maintaining appropriate compliance processes and procedures.
• Responsible for creating, monitoring and amending security practices and policies. Led the creation of cyber monitoring practices and ensuring that infrastructure and applications pass security reviews or mitigation is put in place to address.

Confidential

Global Program Manager

Responsibilities:

• Establish PMO to support converting a large, global banking organization to outsource their storage infrastructure.
• Identify current priorities and align the Confidential program team to the banks program team.
• Build and prioritize a 4-year conversion and migration plan to achieve the business goals of the bank and meet the delivery capabilities for Confidential .
• Deliver a plan to consolidate onto a single vendor, replace and upgrade multiple SAN environments, address current capacity concerns.
• Establish communication plans, governance process and RACI for new organizations roles.
• Led seminars / workshops with bank and Confidential senior management on how to organize globally across a multiyear project.
• Tracked Program finances, Capital Expenditures for program and for equipment ordered and leased to the program.

Confidential

Senior Product Manager/ Agile Coach

Responsibilities:

• Establish the Agile Change Canvas to create a strategy to move Confidential from a Waterfall development model to an Agile paradigm. Develop RACI for new organizations roles. Led seminars with senior management on how to reorganize as a Product Organization.
• Provided training to various groups for Agile methods and processes. Taught classes in User Story Development, Building a Backlog, Managing and Prioritizing in Agile. Oversaw Scrum Masters to improve their approaches and address issues.
• Created and chaired the Product Council. Establish proper Roadmap processes and lead the prioritization of that Roadmap. Work with Business Stakeholders to create Epic Charters and set prioritization for each Business Group.
• Led the implementation and adoption of new IT Governance processes to support the new Agile processes. Trained both IT and Business personnel on new approaches to Value Stream mapping for the new environment.
• Established with QA the processes for supporting testing, defect triage and addressing defects or technical debt. Created process for evaluating project backlog. Established processes for communicating program status to senior management and stakeholders within the Risk organization.
• Created metrics to track Agile capabilities and the adoption for each group.
• Help align strategy across multiple Business Groups and multiple International Groups to ensure requirements reflect localization needs and ensuring support for all lines of business.
• Responsible for training DevOps to perform continuous testing and deployment. Created the Release Train process and coached / mentored the Release Train engineer.
• Implemented a change management canvas that roughly modeled Kotter’s 8 Step and Theory of Constraints in combination.

Confidential

Technical Director / Product Manager / Agile Coach

Responsibilities:

• Reorganize a development group to improve delivery and velocity. It took over a year to develop a POC by the previous development group.
• Within one-year project was launched to production. Division was reorganized to use a single source of data reducing processing time 25%, errors 34%.
• Led the Program to replace JP Morgan Chase current operational risk platform. Identified how to approach development for the key streams in the program including application development, data migration, feeds migration and decommissioning. Created a new PMO that for the first time used Agile as the development paradigm.
• Led the adoption of new IT Governance processes for supply side governance. Created new prioritization processes to support the new Agile development paradigm. Created new more appropriate Agile metrics and reporting processes.
• Assisted in building the team, hiring key personnel and building on shore and off shore capabilities. Established roles and responsibilities within a new development team and PMO.
• Technical Director for the development group. Led 90 engineers. Led the re-architecting of the Technical Units to support new Engagement Model. Delivered an organizational RACI matrix to identify future states roles, responsibilities and processes. Tracked migration of the organization to the new engagement model transitioning from Six Sigma to Agile. Created training materials and training plan to ensure a high level of quality delivery in the future state model.
• Responsible for training DevOps to perform continuous testing and deployment. Created the Release Train process and coached / mentored the Release Train engineer.
• Implemented a change management canvas that roughly modeled Six Sigma / Lean and Theory of Constraints in combination.
• Created standardized business processes for Assessment editing, updating and approval. Led implementation of IBM BPM (Business Process Modeling tool) and ODM to support these processes. Worked with Enterprise Architecture to establish proper implementation patterns.
• Created a single source Data Warehouse for both Operational Risk groups and the Control Room so that there was no longer any need to “pass” data downstream.
• Established processes to identify and validate Critical Data Elements (CDEs) as they move through various Risk systems.

Confidential

Strategic Program Manager

Responsibilities:

• Develop a plan to lead an old line software organization to embrace Digital correctly for their customers.
• Led the development of a Business and IT Digital Strategy to help a multi-billion dollar software company become more Digitally enabled. Replace the current point solutions with an integrated process that is customer and partner centric.
• Work with the Product Managers to develop Digital Capability Matrixes that show how Digital a product could be. Once completed we then would develop a roadmap for each product that would include transitioning to Digital. Lead interviews with Senior Management (CEO, CIO, CFO), product development (General Managers and Product Managers) and relevant support personnel (Renewals, Entitlements, Customer Support, etc.) plus key Partners and Customers.
• Led the Business Operations team to develop the operational model web sales, support and fulfillment in house for the first time. Led discovery sessions to identify current state, determine future state and build a transitional organizational and technical map to deliver future state for the organization.
• Created analytics / metrics to track the success of organizational change and reward systems for change adoption.
• Develop relevant Personas, journey maps and customer engagement policies.
• Created organization wide communication plans and strategy sessions to inform the organization of future changes and impacts on various departments.

Confidential

PMO Consultant

Responsibilities:

• Engaged to lead delivery by end of year of a strategic review of the current IT organization, requirements process, development paradigm, testing processes and deployment for one of the Confidential platforms. Goals are to improve development, increase development velocity, “right size” development process, recommend architectural changes and reduce issues throughout the SDLC life cycle.
• Implemented a change management canvas that roughly modeled Kotter’s 8 Step and Theory of Constraints in combination.
• Created the strategy that led to the re-architecting of the Business Units to support changes to the Operating Model. Delivered an organizational RACI matrix to identify future states roles, responsibilities and processes.
• Led a series of interviews with key personnel within the 10 groups that make up the end to end development team from Product Management through deployment and support personnel. Reviewed existing development metrics, time lines, release cycles, issues, errors and deployment metrics.
• Implemented a Test Driven Development (TDD) paradigm. Improved business requirements gathering shortening development cycles and improving finished requirement.
• Led a number of Architectural reviews to understand failure points and complexities within the current design. Evaluated inclusion of a packaged work flow product IBM BPM. Led review internal OMS system to increase ability to meet demand at scale.
• Identified 60 critical issues within the SDLC and aggregated common issues into 11 recommendations which were reviewed with the individual departments and Senior IT Management for implementation.

Confidential

Assistant to CIO for PMO review

Responsibilities:

• Led delivery within 90 days a plan of action to the CIO to make changes to their current PMO processes and procedures in order to improve throughput and increase reliability for their projects.
• Led discussions with business and IT key stakeholders in IT and the business to identify process issues. Look at both the IT and business organizations to help identify any organizational constraints.
• Review requirement processes, IT SDLC, QA practices and development paradigms. Review past projects and their delivery successes and failures. Review the current PMO responsibilities and statuses of all projects in flight. Transition the PMO from a waterfall process to a more Agile development paradigm.
• Led the re-architecting of the Business Units to support new Operating Model. Delivered an organizational RACI matrix to identify future states roles, responsibilities and processes. Created training materials and training plan to ensure a high level of quality delivery in the future state model.
• Improved coding standards and coding approach for J2EE, PHP, Ajax, JavaScript. Improved Business Requirements gathering process. Implemented a Business Driven Development paradigm for the web.
• Developed an improved process that will increase project velocity, lower the percentage of defective code, identify proper project tracking metrics and improve project reporting. Provide an overview of staff and staff capabilities to identify proper roles and personnel. Implement a quasi-Agile OOM paradigm for software development.
• Lead the replacement of Sterling Commerce with Oracle OMS.
• Lead the initial deployment of ATG for Confidential . Established proper coding practices, introduced ATG capabilities to various business units, built the development and project plan. Established Java coding standards for the team. Set up Exadata DB platforms and established proper support procedures.

Confidential

Program Manager

Responsibilities:

• Develop a plan to address specific audit issues within six months.
• Responsible for managing the project portfolio for Front Office Rogue Trading projects for Cancels, Lates and Amends (CAL) and Out of Hours (OOH) Processing. Program had fallen behind schedule and was not delivering. Implemented new Portfolio Risk methods. Needed to be completed by May to avoid penalties and sanctions.
• Organized CAL program into four work streams around delivery aspect to the program - migration from old platform, completeness and accuracy of data, reporting and process improvements covering automating a highly manual process.
• Initiated project charter for OOH and led the initial requirements gathering and building of an accepted taxonomy across all asset classes globally. Engaged a number of managing Directors and COOs to come up with a consistent methodology for identifying OOH terms, conditions and practices.
• Re-architected processes in Treasury Services for cash vault processing, additional AML controls. Review OMS processes for improvement. Reorganized settlement processes.
• Strong understanding of equity products and derivatives (CDO / IRS).
• Hired appropriate personnel to deliver program initiatives. Organized training for technical team to take over aspects of the system supported in the interim by operations personnel, delivered initial multi-year plan for delivery and supporting budget.
• Initial deployment and integration of Factset.

Confidential

Portfolio Manager

Responsibilities:

• Developed processes to improve HPs responsiveness to project development and implementation. Rebuilt PMO organization to transition from an offshore to an onshore model to increase delivery quality. Replaced 32 PMs, hired 4 Program managers and aligned Program Managers to each functional area within the investment bank. Approximately 650+ projects per month globally.
• Called for the creation of new IT Governance processes that covered and coordinated across all three governing entities Confidential, Confidential and Confidential . Created in concert with the other organization new processes for engaging and delivering projects. This created a process that combines elements of the existing Six Sigma (BOA), Confidential (SDLC and Confidential processes into a more seamless, integrated process. Created new metrics and reporting processes to track delivery efficiency. This led to a significant reduction in process time (i.e. security requests reduced from 28 days to 3 days).
• Worked with CIO Office, Senior Directors to align Confidential, Confidential and Confidential to address processing gaps and issues created by our multiple, independent SDLCs. Eliminated duplicate processes and reviews. Decreased project prep time 37%. Decreased PM paperwork and overhead 27%. Increased customer satisfaction rating from 68% to 88% in first 6 months.
• Deployment of Market and Reference data platforms globally. Support for Reuters, Bloomberg, Mergent and other data providers.
• Supported a number of mergers and divestitures. Led the Corporate Relocation group responsible for all corporate internal relocations.
• Built NOC within a NOC to support GBAM operational impacts. Created and led change management and deployment group to ensure better implementations.
• Established proper procedures and managed escalations to ensure that Confidential met the customer’s needs. Established with customer proper governance Worked with the NOC for monitoring and problem resolution improvements.
• Planned and led a number of Global workshops and summits for implementing new 10G network, replacement of Trader Turrets with new VOIP based systems and a common design pattern for all global low latency environments.
• Built global swat teams to support the new delivery model. Personally managed projects in Trader Voice, Market Data, Reference Data Low Latency and Trading. Supported the Americas, Europe and the Pacific Rim.
• Supported all departments associated with Confidential processing including trading, Confidential Floor Management, Reference Library, Credit, Risk, Treasury and other departments. Supported all trading desks FX, domestic, fixed income, etc.
• Led process development for all customer on boarding. Faced off with all key stakeholders and set up implementations for FIX, Radianz, closed networks for dark pools and other connectivity. Established swat teams responsible for on boarding
• Established proper DR / BCP planning for Confidential floors globally. This involved not only system but logistical planning for offsite fail over.
• Transformed Merrill’s infrastructure capability by building out the first large grid (25,000 servers), led move to 10 gig capability, standardizing low latency environments globally, created both public and private clouds and moved to VOIP for trader turrets.
• Responsible for managing over $200 MM in vendor contracts and auditing services and assets delivered. Sign off authority and responsibility to ensure services and assets delivered correctly or remediated.

Confidential

CIO Advisor / Product Manager

Responsibilities:

• Worked directly with the CIO to establishing a strategy to support a centralized data services environment for Market and Reference data for end to end Confidential flow. Created a plan to support a centralized data enrichment and correction process and procedures for updating and maintaining a data service supported by an offshore team.
• Led workshops with Global IT and business stake holders to develop overall global requirements, establish proper MDM and on boarding processes and schedules. Led the creation of new Data and IT Governance processes for centralized data platforms. Created new metrics and reporting processes to track data quality.
• Coordinated with the Enterprise Architecture group to provide correct architectural patterns to support proper access methods for reference data. Establish proper architectural principles in data access.
• Excellent knowledge of all investment classes equities, FX, Fixed Income, Derivatives. Re-platformed credit risk processes.
• Reorganized customer DBs including but not limited to customer, counter parties, affiliates and others.
• Utilized Six Sigma approach for delivery.
• Transformed data update processes and BPM workflows to utilize one centralized data management group. Instituted daily update process, data tolerances, feed handling, vendor corrections, system notifications and management reporting. Utilized Tibco iProcess for workflow processing. Build update procedures for Instrument, Client, Book and Product reference data.
• Worked with Market Data Analysts to establish proper data tolerances for data feeds. Selected ETL tools for data corrections and additions. Built development operations capabilities to validate and implement any data corrections or additions. Deployment of Market and Reference data platforms. Support for Reuters, Bloomberg and other data providers.
• Responsible for building a program pipeline to onboard 500 applications accessing reference data services platform. Create proper reporting procedures for senior management and the PMO. Identify programs for conversion to the centralized service and provide support for migration. Develop federation strategies for customers to partially or fully transition to the platform.
• Developed a plan to address multiple issues that led to a high number of failed trades, inaccurate Credit Risk profiles. Corrected inaccurate customer hierarchies and counterparty issues. Updated Market Risk models with new bitemporal trading information giving a real time view of trading and risk profiles throughout the day.
• Responsible for training DevOps to perform continuous testing and deployment. Created the Release Train process and coached / mentored the Release Train engineer.
• Identify opportunities for increasing revenue. Identify proper risk exposure at both the customer and portfolio level.

Confidential

Technical Director/ Product Management

Responsibilities:

• Provided a plan to the VP Applications to move from a waterfall development process to a more agile process in order to increase development velocity. Worked with Head of Product Management to establish correct pipeline procedures to support a saleable product that provides compliance overview for financial companies. Establish correct updates cycles and communication plans and processes for those updates.
• Led a development workshop that gathered requirements that would support an Agile development paradigm. Created new development guidelines and standards and shared with the workshop participants for their approval. Additional workshops were held with senior IT management and Product Management to identify the overall process for development and requirements management and prioritization.
• Implemented new development standards for J2EE, PHP, Ajax, JavaScript.
• Responsible for leading the Compliance and Collaboration team. Team consists of 17 programmers in New York, 2 in London and a QA team of 30 in Bangkok.
• Implement an OOM Agile methodology for all future development across multiple teams.
• Implemented a change management canvas that roughly modeled Agile / Lean.
• Led the re-architecting of the compliance application to increase transaction reliability. Introduced a more architectural pattern driven approach to development based on a pipes and filters pattern primarily. Improved system scalability 300% and uptime at 99.99%. Moved from legacy system to distributed .Net based system.
• Led the transformation of Reuter’s development methodology to improve team velocity. Eliminated or improved multiple process steps, rework QA / dev interactions. Revamped requirements gathering methodology. Lessened time to market by 25% while increasing quality. Implemented an Agile / Scrum development process replacing the existing waterfall development. Moved to a Test Driven Development (TDD) model for most teams.
• Improved coding standards for J2EE, .Net, JavaScript.
• Established proper pipeline management and technical backlog / debt processes. Helped product management to determine proper prioritization of backlog. Moved to using stories to identify technical requirements and established a three step process for estimation.
• Product Manager. Led the development of the proper Product management processes and procedures. Led user seminars to develop suggested improvements to the products. Built Enhancement Pipeline and managed both the product and technical debt backlog. Built release schedule for the next 4 quarterly and special releases.
• Reorganized the team hiring needed skill sets, increase DBA team size, adjusted development budget and purchased additional productivity tools.
• Monitor product revenue and work with product management to identify revenue generation opportunities. Monitor revenue forecasts.

Confidential

Program Manager/ Architect

Responsibilities:

• Responsible for leading the Market Data program and other middle and back office projects. Primarily engaged in delivery of critical business functionality and data availability for Bloomberg, Reuters, FX, ACTIV and other data feeds. Project pipeline consisted of up to 60 projects, 80-90 resources in a matrix management environment.
• Led creation of a new Centralized Security Master. The system has real time capability to the OCC and aggregation of data feeds for validation and data quality. Created and implemented data validation workflows for equities, options and ADP information. Integrated new Confidential flow to the existing OMS system.
• Established proper data update workflows; data tolerances and data update procedures. Used Access Control BPM package as base for workflow processing covering data loading, data tolerances, reporting and approval.
• Led the transition to new high performance data feeds from Reuters for multiple foreign markets to enable Global Build Out. Increased scalability of equity quotes 450% and options 700%.
• Built customer portfolio risk system to provide input to the overall Credit Risk system for the corporation. Rebuilt the customer hierarchies to correct certain inaccuracies for customers and counterparties.
• Developed architectural strategy for deploying “data hubs” and “processing hubs” to support global trading and reduce processing latency for agents’ worldwide. Directed the build out of both software and infrastructure to support the new platforms.
• Led transition from Reuters to ACTIV for Options Data. Upgraded FX processing platform providing new functionality.
• Significantly improved scalability of the software and hardware infrastructure supporting Market Data. Led transition to J2EE for feed handlers and quote servers.
• Supported on boarding of new affiliate agents through FIX processing. Led divestiture project for Canadian operations.
• Integrated data to support new mobile platform.