Top performing Global Technology Executive with a proven entrepreneurial record of accomplishment delivering industry-best products and services and building organizations geared to sustainable and consistent revenue growth.

Relevant Highlights

• A successful track record of business development and product/program management in international and emerging markets, particularly across Asia/Pac including Greater China, Taiwan and Japan and Australia, with proven ability to build relationships with global MNC and existing and prospective customers and partners.
• Deep Financial Services, Investment Banking/Capital Markets, Credit cards, Payments and Insurance business including P C and Technology, Architecture, product design, development and delivery expertise: NASD certified Series 7,6 63 .
• Significant international and multi-continent experience scoping, leading, delivering large 50M- 200m IT programs with significant organizational impact. Led multi-company, cross-functional technical teams across multiple domains, multiple geographies, to deliver integrated client solutions that achieve measurable business results.
• Demonstrated Exec Level Management Consulting and Program experience in Investment Banking with the ability to communicate comfortably with senior business stakeholders and the CTO/CIO levels.
• Significant experience leading Regulatory Compliance/Risk Assessment programs and familiarity with emerging regulatory regimes: Financial Services/Insurance: PCI, FINRA/NASD Series 7, 6, 63, BASEL, Etc.
• Proven abilities in business planning, operations management, financial management, P L, and budgeting, technology marketing and tactical solutions selling, distribution establishment, program/project management and services team building. Adept at containing and reducing production operation costs, shortening time-to-market, increasing revenue growth and ROI.
• Significant experience aligning business and technology strategies, laying out roadmaps to ensure alignment with business strategy and leading organizational change to implement same establishing governance and processes to inspect and approval solution architecture for regulatory compliance, security and client usability.
• Significant experience defining, reviewing, and recommending architecture and technology standards and exceptions from the standard globally and reviewing IT projects to assure compliance with architecture technology standards.
• Significant experience developing and leading development of Enterprise Architecture framework, Application, data and infrastructure architectures and global governance procedures, leading and supporting the development of current state and future state architecture models and migration plans.
• Significant experience re-engineering and transforming legacy and outdated silo-ed systems to SOA-based technologies and architectures, integrating these with Mobile, Social and eCom client facing systems.
• Demonstrated leadership in Business Technology Strategy and Transformation, Architecture, development and change management with experience starting and leading Innovation within Investment Banking/Financial Services.
• Significant experience starting and leading Innovation efforts identifying capitalizing on emerging technology trends and leading a focused development efforts to define and incubate new ideas as prototypes and proofs of concept in partnership with our business stakeholders within Investment Banking/Financial Services.
• Proven experience facilitating sessions with senior executives to clarify and gain insight into business capabilities and processes using methodologies such as the IBM Component Business Model CBM to help clients optimize both internal and external dimensions of the business, identify the enterprise-wide processes, and the business components that deliver marketplace differentiation, margin growth or maintenance and which offer significant cost and capital optimization opportunities.
• Proven VP Engineering/CTO experience managing software development at the CTO/VP engineering level for: ISVs Enterprise Application Packages Internet Middleware Systems Custom Application Development Shrink-wrapped software packages and embedded software systems for hand-held devices, for telecom, cellular and wireless systems.
• Significant experience leading, developing eCom B2B, B2C Platforms deploying SaaS/Cloud-based Solutions deploying Mobile Apps and owning development programs of large scale bespoke Applications and Systems as well as integrating ERPs SAP, PeopleSoft, and CRMs.
• Strong abilities in growing and nurturing an engineering team to excel. Experience building organizations from
• early stage to larger-scale enterprises.
• Have implemented agile methodologies when appropriate. PMO skills. Deployed development Methodologies, including agile and procedures for attaining CMMI certification.
• Trained in TOGAF, PMP, ITIL and Six Sigma-lite best practices.

PROFESSIONAL EXPERIENCE

Confidential

Overview and Problem:

Most innovations in Banking and Financial Services are emanating from non-Banks like Google, PayPal, eBay, and numerous startups, creating alternative, easy to access and less costly solutions that are eating away at the Bank's business. Banks need to innovate but are not setup to do innovation neither are they getting it from their IT departments, nor from their Strategic Partners.

Solution Approach:

Co-innovation Labs was setup to offer 'Innovation-as-a-Service' to banks from the outside thus making it easier for banks to innovate. Co-innovation Labs integrates for a bank, the many sources of ideas and emerging technologies from startups, strategic partners, academia, etc and, working with the bank's business and technology leaders, focus these on the specific business technology needs of the bank.

Accomplishments:

• Developed the business plan, business model and go to market approach. Identified and explored partnerships with leading IT service providers to banks to complement and augment their current IT Services offering to these banks with an Innovation Service offering. Formed alliances with key academic institutions, and select startups to garner access to emerging technologies and trends of keen interest to banks.
• Shaped efforts to garner follow-on opportunities at existing clients. Identifying business development opportunities with new or existing clients and leading response efforts worked with strategic alliance partners to identify new business opportunities and increase customer value.
• Owned relationships with client's senior leadership and accountable for ongoing client satisfaction. Managed peer-level client relationships expectations, communications, negotiations, escalation, feedback, etc. . Developed relationships with key client stakeholders and client executives.
• Managed the financial profitability of the engagement - costs, collections accountable for meeting or exceeding all financial objectives and program execution indices.
• Identified areas of focus driven by the banks' business needs that includes: Big Data: Client Data Analytics, Rates Flow Analytics, Data Visualization and Voice Activated search. Emerging Payments Technologies Mobile Payment Solutions Client Centric Research Channel Integration, Executive tools and Dashboards eCom to Mobile transformation and Cloud/SaaS Solutions. Currently leading the effort to market 'Innovation-as-a Service to CEOs, COOs and Chief Innovation Officers to major banks.

Confidential

Overview Problem:

• How to get the bank to benefit from Innovation Innovation is complex and risky and banks are highly regulated, risk averse and hence struggle to jumpstart innovation from within. Yet Innovation can yield a bank up to 27 advantage over competitors and 12.4 increase in shareholder returns, but banks are missing out on the innovation Premium according to a McKinsey Study

Solution Approach Accomplishments

• Proposed to the bank and obtained approval for the establishment of an Innovation Lab, outside the bank, to explore how the bank might collaborate with and benefit from innovation emanating from the lab and how such an effort might work.
• Defined, designed, and with financing secured from a strategic partner, stood-up and led a Co-innovation lab, establishing an entrepreneurial environment to explore with partners and academia, emerging technologies and trends, and apply these to solve real bank problems in a way the bank cannot do today.
• Established in London, and led the first Co-innovation Lab for this bank, with a focus on shortening the time from a business idea to the realization of business value. Recruited and hired the team, and worked iteratively with business stakeholders to transform their business ideas into tangible prototypes, and products.
• Projects were business stakeholder needs driven and focus on: Client Research emerging technologies in the areas of: Client Data Analytics, Rates Flow Analytics, Data Visualization and Voice Activated search Emerging Payments Technologies Mobile Payment Solutions transforming eCom client and Sales team facing solutions to mobile Apps iPad platform for access by clients and internal parties alike Executive and Sales/Coverage Tools Operations Tools Strategic Programs that included prototyping a Client Coverage Framework

Confidential

Issues, Roles and Accomplishments

Architecture Governance Review Board:

Co-owned the APAC Solution Architecture leadership role for the definition of architecture board procedures, application approval criteria, and steps in the stage gate review processes for: proposed solutions seeking financing architecture reviews of solution architectures development progress reviews and again for deployment and platform integration.

2. Enterprise Architecture Roles: Technology and tools selection and recommendation

APAC lead on the small select global team charged with the evaluation and recommendation of a bank wide BPM System and Vendor. Collaborated with a geographically distributed team of architects, and business owners of in-flight projects to understand their solution needs, and garner requirements that informed the evaluation and recommendation.

3. APAC Solution Architecture review and approval Authority

Owned Customer Service application architecture development and approval.

Accomplishments:

• Led enterprise and solution architecture reviews and approval process for compliance, reusability, use of key technologies, design patterns, appropriate security, regulatory compliance, and client data specifications were utilized and implemented.
• Ensured through appropriate reviews, that solutions: met requirements, were in accord with customer and business needs were consistent with enterprise architecture roadmaps, employed approved technologies in solutions, and use of non-standard technologies were pre-approved.
• Mentored Solution Architects across APAC deployed on multiple solutions across different lines of business. Owned final approval of solutions developed by these architects.
• Bank wide Capital Market Customer Service platform architecture.
• Among the many goals were: to reduce the number of applications in the portfolio and thereby reduce complexity and costs enhance the ability to comply with regulatory audits and compliance transition from legacy to updated and emerging technologies that enabled securing client data, facilitated analytics, and that offered an order of magnitude improvement in sales support capabilities and customer satisfaction.

Accomplishments:

• Owned the effort to identify common Know Your Client, Client On-boarding, and Client Facing business processes across silo-ed business units with a view to coming up with a common platform providing clients a seamless experience across the bank. Led the architectural effort to define the resulting platforms.
• Led bank-wide design workshops to engage with both bank and strategic partners in developing a solution architecture approach.
• Laid out the roadmap to achieving the first cross-bank common Customer Service Application Architecture Platform of choice.
• Drove alignment between business and IT. Re-engineered and Architected End-to-end Customer Service and Client On-boarding, KYC Process/Platforms. Secured Client data and entitlements.
• 5. Architecting a Common Client Coverage Framework:
• Sales teams serving banking clients across asset classes used different applications that in turn used customer data stored in multiple CRMs that were often not interoperable. This resulted in numerous operational and client satisfaction issues. The need for a single version of truth and a single client centric application platform was obvious and urgent.
• Accomplishment
• Began the exploration of an effort to define and architect an end-to-end Client Coverage Framework to be deployed across all asset classes. One that had to be simultaneously Client/Party Centric and Channel Agnostic and that should result in a common set of eCom, Mobile and Social Media client centric tools that would enable sophisticated insights, improve risk management, pricing, channel performance and client satisfaction.

Core Banking Architecture Review.

Participated as review architect of a major third party Core Banking System-in-a-Box purchased to replace the bank's legacy platform the capabilities of which did not quite match entirely the bank requirements and the infrastructure deployment architecture appeared to be headed in the wrong direction. The details here and the results of this review and recommendations are bank proprietary.

Confidential

Overview

To build an Open Publishing Web and Mobile Platform consisting of eCom sites, Mobile Apps and tools to enable the worldwide open publishing community, non-government and non-corporate, citizen, alternative journalist, Investigative reporters, seeking to share their news and views without corporate or political support or censorship.

Roles Responsibilities

• Led requirements definition, specification, and design of this eCom and Mobile Social Network.
• Architected the front and back end of the site. Planned IT infrastructure growth to support 24X7 high availability low latency customer access and for easy transition to Cloud environments in anticipation of international expansion.
• Led a distributed development team of 30 based in the USA, Mumbai, Taipei and Beijing.
• Technologies: J2EE SOA based technologies and frameworks to support envisioned enterprise applications and platforms in anticipation of rapid growth Drupal, Java, PHP, HTML, LAMP, MYSQL, and other WEB 2.0 /Open Source and GPS-Location-Based technologies.

Accomplishments

Completed and launched the site on schedule and within budget.

Confidential

Overview

• WEX became a dominant player in in the fleet credit card business through acquisitions resulting in islands of customers serviced from numerous standalone systems and applications that were not or merely marginally integrated. Over time this patchwork of legacy systems gave rise to numerous operations, IT, Sales, Customer Service, Cost and Revenue issues.
• The Problem s
• IT headcount fulltime and consultants from 15 different firms and technology costs ballooned. Delivery times became protracted and critical problems and instability increased as IT struggled to service a growing array of technologies that each acquisitions added. Sales sold features that could not be serviced from any one acquired platform but that required rapid one-off development efforts to meet commitments, adding features to one system that often already existed on another. This added costs that were not figured in the pricing of the sale resulting in revenue negative or neutral bottom-line growth. Moreover, these one-off development efforts and their teams, bypassed IT, and over time grew into yet another non-integrated platform. Call Center staff cost also ballooned and agents training time stretched to master screens from 8 or more systems in order to be proficient making it near impossible for the firm to outsource its call center. Consequently, while topline revenues grew, bottom-line growth retreated.

Accomplishments and Recommendations.

• Two prior attempts, CTOs, teams, and significant investments in this area had failed to fix these issues and as the new VP - CTO, my role was to sort this all out. My approach began with an effort to re-engineer and rationalize the company's technology platforms.
• Enterprise Architecture: Proposed, gained BOD Board of Directors approval, and designed a new SOA-based Enterprise Architecture approach that rationalized existing platforms stressing re-use of investments. Prior attempts sought to abandon older platforms and or move or convert customers from older to newer platforms both of which resulted in failure.
• 1. Defined the need for an Enterprise Architecture team there were no architects to support the CTO effort
• and to work with IT. Identified and promoted a leading engineer as the first architect. Began the definition of a governance and review process.
• 2. Business Process Re-engineering. Identified the need for and secured funding to identify and model key business
• processes to drive service enabling the enterprise.
• 3. Eliminated one-off per customer development: Terminated the sales driven one-off customer product
• development efforts that had not been integrated into any of the major product platforms since 2004. Integrated and aligned these product requests into the IT work portfolio, and merged the one-off development team with the core IT development groups.
• 4. Recommended and established a Solution Architecture Team and processes to eliminate revenue neutral or
• negative sales The team worked as Sales Engineers to support the sales effort. The goal being to ensure that the evaluation and comparison of emerging sales opportunities for funding were requirements driven and the selection of which opportunity to pursue was a priori informed by the costs of any additional technology components or changes.
• Solution Architects identified requirements, developed a Statement Of Work, High-Level Estimates, and Solution Designs for an opportunity, for input to an opportunity's approval and resource commitment.
• 5. Implemented Outsourcing Strategy: Developed and jump-started an out sourcing strategy. Recommended the
• change from a multi-vendor 15 vendors approach to at most two partners to reduce costs and develop better knowledge in one or two vendors. Recommended outsourcing efforts to support: Application Development and Maintenance Enterprise Architecture Initiatives Business Intelligence Initiatives Technology Operations: Data Center, Disaster Recovery, Business Continuity and Customer Service Operations.
• 6. Crafted IT Strategy: Worked with the CIO to develop a multi-year IT strategy for 2009 and beyond.
• 7. Business Capabilities Identification: Defined the need for identification of strategic business capabilities through
• use of a Component Business Model CBM analysis. The goal being to identify, streamline and focus investment on capabilities that drove revenue, and the teams and technologies that supported that capability and to reduce or terminate those activities that did not. Worked with an IBM team to develop a proposal.
• 8. M A. Led Technology analysis of potential acquisitions in New Zealand and USA with these issues in mind. At least
• one of these companies was acquired.
• 9. Business Strategy Development with a focus on New Business/Revenue creation. Recommended and
• identified partners in the Telematics Market. The company was well positioned to get a larger share of their fleet customers' wallet but so far had not ventured far afield from its Card business. Took the initiative to engage with a leading Telematics Company in India to explore how their technologies and products can contribute to a new product offering. The company eventually pursued and entered this market.
• 10. Getting things done: Found ways to get things done, that might otherwise have taken forever or just never happen
• due to lack of funding, personnel resources, or just lack of data to back up recommendations by bringing in vendors on a pro bono basis to do assessments to generate the data needed to drive data driven decisions. Engaged with IBM and other vendors to perform assessments and make recommendations for EA, BI, Application Development and Maintenance outsourcing, customer service outsourcing, and data center Tech Ops outsourcing.

Confidential

Overview:

For a next generation Ad/Media startup creating a new DMA Digital Media Appliance think SMART TV-like for the home market that, in addition to surfing the net or participating in online voting and polling shows, consumers watching TV can respond to on-screen Ads using an iPod like Remote to signal merchants and advertisers of their interest and advertisers and merchants can respond with service/product information, special offers, coupons, etc. The DMA and Remote operated like an iPod, i-tunes product service that offered Ads and goodies instead of tunes.

Problems and Issues

SMART TV like devices combine, TV, Telecom, and PC capabilities with a single flat screen display device. Most traditional TV manufacturers did not produce nor know how to combine these different technologies to build a SMART TV at this time so the device had to be developed from scratch.

Accomplishments

Confidential

• Identified the Supply Chain, secured partners, negotiated terms, planned production, and arranged and managed ODM design and manufacturing in Taiwan and Shenzhen respectively. Collaborated with Intel, AMD, VIA and sundry PCMB ODMs such as ASUS, AOPEN, and iBase as well as OEMs such as Tatung, Quanta, and many LCD-TV OEMs in Taipei.
• Led the specification and architecture/design effort of this display device and i-pod like hand-held remote
• as well as the B2B and B2C ecommerce Web property design and online applications Search, Settlement, catalogs, CRM, etc .
• Tools and technologies included: catalog, membership, direct marketing, and supply chain solutions/processes and planning tools. Capabilities implemented included: catalog marketing, branding marketing analytics, and membership/credit card programs.
• Planned Distribution: Recruited a team, established operations, negotiated with partners in the Ad/Media industry to secured distribution. Developed and shipped the first working samples. Technology and product was acquired by a very large manufacturer.

Confidential

Overview

• Confronted with repeated global mega IT programs going revenue neutral or worse revenue negative, the CEO directed establishment of an evaluation team consisting of former CTOs, appointed as Executive Architect-in-Charge, each assigned to a different geographic region to:
• 1 understand what was going wrong and to recommend solutions to fix what was wrong, identify, implement processes, best practices, and tools to prevent re-occurrence and
• 2 increase the corporation's ability to win engagements and maintain profitability. These programs ranged from 50M - 200M and included: Application Development, System Integration, Application Management, Annuity Managed Services, BPO, Core Infrastructure, with Global delivery. I was assigned to Asia/Pac and moved to Beijing and worked across Asia/Pac between Beijing and Sydney as base locations.