PROFESSIONAL SUMMARY

• Proven Program Manager/PMO/Project Manager and technical expertise in support of Wealth Management Services, brokerage and banking organizations. Viewed as a trusted advisor driving C - Level/stakeholder/vendor management. Works with business and IT owners to identify Key Performance Indicators (KPI), define transformable business objectives. Has had oversight of end-to-end IT technology solutions that had capital expenditure to $50+ million.
• Applies realistic best of practices with hands-on Waterfall/Agile/Scrum methods while defining creative IT solutions to support strategic/tactical (RtB/CtB) business objectives. Drives initiates by applying oversight, project governance framework, definition of well-defined deliverables, time lines and budgets.
• Responsible for driving working groups meetings via deliverables objectives and risk/watch items tracked via JIRA and RAID formats. Chairs steering committee presentations to inform stakeholders of deliverables status budget and spend rates. Does creation of program/project roadmaps from underlining Book of Work elements that have included Equities, Fix Income, Derivatives products, Cash Management/ACH, Trading, and IPO buy/sell side.
• WM Client Reporting, ACATS, TEFRA/1099 Tax Reporting and Front Office Level-1 Compliance initiatives deployed via Web/Digital and batch technologies. Builds working relationships with business; finance and technology stakeholders to define objectives, business strategies, roadmaps definition, budgets/tranche allocations, and creation of status dashboards for program/ work stream reporting. Leverages Six Sigma/SDLC/PLC Waterfall/Agile/SCRUM development methods while effectively utilizing cross-functional resources management to achieve program/project deliverables.
• Has utilized MS/Project, MS/PowerPoint and Clarity to report program/project status to stakeholders, which included Epic and Business Stories/project key status updates, overall RAG status, budget elements, risk/ watch items with mitigate plans with assigned owners and due dates.

PROFESSIONAL EXPERIENCE

Confidential

Program Manager/Project Manager

• As the Program Manager/Project Manager, drove the re-platforming, transformation/modernization, of all the mainframe application programs to be processed by Cloud service via JAVA/J2EE development. Provided strategic and implementation planning by establishing a strong business; finance and technical relationships with corporate project sponsor; each of the ten lines of business (LOB’s); and all data centers and application support technology staff.
• Partnered with Chief Information Officer to define overall approach and end state definition of Cloud computing to support the complete IT processing of Verisk Analysis current (92+ applications with 10K+ COBOL/ASM/M204/WebSphere/MQ/DB2/Web/Digital) and further processing. Defined and partnered with internal/external application owners. Defined/established application SLA for delivery and performance/throughput. Defined key project documentation that included: Program Charter; Business case for porting to Cloud Computing and Return on Investment (ROI) as defined by finance. Budget line items definition for hardware/software/training/sun setting of mainframe computing. 2017/2018 budget of $5.5+ million and definition of program Change Control process. Retained all program/workstream artifacts for internal Audit reviews/approvals and defined use cases of where Waterfall/Agile/Scrum/Sprints approaches would be best to be applied to achieve program’s overall business. Budget allocations and technical timelines and objectives.
• Produced project plans for overall program and individual workstream that adhered to best of practice of SDLC/PLC Agile/Scrum/Sprints methods. Utilized MS/Office Suite of MS/Project, MS/Word, MS/Excel, MS/PowerPoint, MS/Visio, SharePoint, JIRA

Confidential

Program Manager/Project Manager

• Provided Program Manager/Project Manager functions in support Dodd-Frank New Prudential Standards (FBEPS) compliance global program to establish Confidential US IHC in support of risk-based capital leveraged requirements. Modified trade flow processing (EMA/US); Liquidity requirements, Street testing, single counterparty credit limits: and debt-to-equity limits. Overall program objectives included Process Re-engineering and transformation: US Treasury, US Agency Debenture, US Agency MBS, Corporates, Outrights, DVP RV/RP Trades, Tri-Party Repo Trades, GCF Repo Trades, Cash Management/ACH, TEFRA/1099 Tax Reporting and Web/Digital platforms. All development performed using JAVA/J2EE
• Defined project Governance with central PMO and produced weekly global Repo workstream status reports/dashboards by business entities. Defined sub-project deliverables via swim lanes, which showed overall timelines, workstream “RAG” and how work stream related to program level work streams.
• Defined and presented to business stakeholders program/project status via MS/Power Point presentation decks dashboards for each projects which contained; overall RAG status, current budget spend rate, activities completed, activities scheduled, major milestones for full project and risk/watch items with plans to mitigate.
• Partnered with all stakeholders to ensure they understood the overall status of all workstreams and continually reviewed the business benefits of the IT solutions and to ensure the features of the solutions were being built to the stated business objectives and in some cases adjust the proposed solution to address changing requirements via the defined Change Control governance
• Drove business workshops with SME stakeholders from US and London to review and define current and future state definitions. These were included in workstream Business Requirement Document (BRD) and Agile Epics/Business Stories and Features. Maintained all work stream Risks, Assumptions, Issues and Dependencies - RAID Logs via MS/Excel, task/deliverables logged via JIRA, interfaced with key business/technology stakeholders to resolve issues and obtain sign-off of project deliverables. Maintained all program level documents on SharePoint for global team’s review and updates, drove deliverables via Agile/SCRUM/SDLC methods. Utilized MS/Office Suite of MS/Project, MS/Word, MS/Excel, MS/PowerPoint, MS/Visio, SharePoint, JIRA

Confidential

Project Manager/PMO

• Provide Program Management and Technology Project Management functions in support of CB&S $5+ million Level 1 Strategic Controls to strengthen business-owned controls and prevent market and business misconduct via Global Supervisory System (GSS - a Web/Digital platform) in the three global region (Americas/EMEA/APAC). Provided a single interface for Supervisors and Control Owners to monitor, follow-up, execute and evidence Controls, Written Supervisory Procedures (WSP), Questionnaires and Attestation. GSS was a strategic platform fitting into the bank’s framework addressing audit and regulatory requirements with Controls supporting key regulatory programs including FATCA, Dodd-Frank, Volcker, Trade Surveillance, Wall Crossing and Restricted List.
• Program Management activities included: maintained Clarity reporting which included overall program budgets via Plan of Record, all deliverable’s risk, issues and remediation entries, overall program Project State with individual workstream deliverables dates, risks, issues, and remediation
• Defined/Reviewed SDLC artifacts to fit for purpose for all projects, defined Agile/SCRUM deliverables defined roles/responsibilities, defined yearly book of work and roadmaps, managed 14+ offshore technology resources for RtB and CtB deliverables, tracked project elements via JIRA and program RAID logs
• Partnered with all stakeholders to ensure they understood the overall status of all work streams and continually reviewed the business benefits of the IT solutions and to ensure the features of the solutions were being built to the stated business objectives and in some cases adjust the proposed solution to address changing requirements via the defined Change Control governance
• Defined/presented Steering Committee decks to global business/technology stakeholders, Project Management activities included managed 12+ offshore resources to support RtB and CtB deliverables via Agile/SCRUM/SDLC methods via Epics/Business Stories and Features. Utilized MS/Office Suite of MS/Project, MS/Word, MS/Excel, MS/PowerPoint, MS/Visio, SharePoint, JIRA

Confidential

Program Manager/ Project Manager

• Provided a Program Management and Project Management function in support of Global Technology Services initiatives. Primary responsibilities included program and milestone/roadmap planning to achieve business unit’s deliverables, Process Reengineering of IT deliverables to strategic business goals, priorities and collaboration with senior IT owners for estimating resource allocation for budget vs. actual expense reporting.
• Drove Global Technology Service’s Internal Audit and Sarbanes-Oxley open audit items to be resolved by global technology. This included definition of the Program’s Governance and Metrics reporting formats. Worked with the head Internal Audit’s department and Internal Auditors to clarify audit point and scope, worked with IT owners of the audit point to ensure the deliverable of the audit was understood and that the solution to close the audit as achievable with available resources in the stated deliverable date. Audit’s that were large/medium in size were supported by working with the IT owner by defining project plans with milestones with interim deliverables dates. Drove weekly status meetings with all IT resources to review the status of existing audit and to review newly released audits and schedule phase due dates. Utilized MS/Office Suite of MS/Project, MS/Word, MS/Excel, MS/PowerPoint, MS/Visio, SharePoint

Confidential

Program Manager/Project Manager

• Project Manager/PMO for Global Reconciliation Utility program supporting the Feed Accumulate group. The mission of this group was charter to source, maintain and schedule reconciliation feeds for global and internal business entities from location that included New York, London, Dublin, Warsaw, Shanghai and Chennai.
• Drove effort to identify and define Process Improvements that streamlined the entire technology cycle to acquire, test, andinstall feeds into production environments.
• Worked with internal and external resource to define the business case for the request for data feeds and scheduled resourcesto make feeds available for testing and production usage.
• Reported to senior program stakeholders on weekly bases to review overall KPI, progress items and issues of risk with plans to mitigate delays that could impact schedule reconciliation or the overall program. Utilized MS/Office Suite of MS/Project, MS/WordMS/Excel, MS/PowerPoint, MS/Visio, SharePoint

Confidential

Program Manager/Project manager

• Project Manager/Program Manager for a joint initiative between Dow Jones and Deloitte to extend the Wall Street Journal Pro website to create a new website product that would showcase specialized news content for Chief Financial Officers (Web/Digital platform called CFO). This joint venture had a budget of five million dollars with a mandate to build-out the web mainsite and mobile access to support iPhone, Android and Blackberry. CFO’s deployment was a key business strategic platform/solution for Dow Jones and Deloitte that was required to be deployed on a specified contractual date and sync-up with other 2011/2012 mission critical business initiatives.
• Drove project deliverables by working directly with Dow Jones and Deloitte resources which included: Business Sponsors, Workstream Owners, Product Managers/ Business Analysts, Technologists, Quality Assurance, Design, IA and CSS.
• Defined initiative’s program to leverage SDLC water-fall, Scrum and Agile methods to meet milestones and overall initiative, Defined Rapid Application Development (RAD) for stakeholder’s review. Success of meeting Dow Jones and Deloitte’s contractual agreements on time and with-in scope.
• Presented program audit for contractual deliverables to Deloitte by Dow Jones stakeholders that included: review of projects deliverables via roadmaps aligned by business benefits, review of all risk elements and what action is being done to mitigateexplained how best of SDLC practice were utilized, tied business justification to defined budgets request for new demand burn rate and projection of annualized BAU budget for technical resources/hardware expenses. Utilized MS/Office Suite of MS/ProjectMS/Word, MS/Excel, MS/PowerPoint, MS/Visio, SharePoint

Confidential

Program Manager/Project Manager

• Charted to establish and execute how division’s strategic programs are to be executed via SDLC project methodologies via Waterfall/Agile methods and performed as an IT Technical Project Manager on several key strategic programs.Definition of PMO function included the definition/standard MS/Project plans to schedule a wide range of projects complexity/sizes to leverage SDLC practices.
• Directed six IT Technical Project managers with a project portfolio of 15 strategic solutions to enhance or extend the functionality of Pershing’s Netx360 and NetExchange Client broker-dealer solutions (Web/Digital platform) supporting of multiple asset classes, included Derivatives, Fix Income, Cash Management/ACH .
• Drove weekly status review with all Project managers of all program portfolios’ project dashboards. Included overall project status via RAG status, inventory of project risks issues and plan to mitigate high priority items. Inventory of inter-project/function dependencies and project’s budget via current burn rate. Utilized MS/Office Suite of MS/Project, MS/Word, MS/Excel, MS/PowerPoint, MS/Visio, SharePoint

Confidential

Program Manger/Project manager

• IT Technical Project Manager for Product and Pricing Division to direct the implementation of two multi-year strategic projects that included Broker Dealer Consolidation and US Listed Options initiative. Established a PMO function to ensure projects management best practices are repeatable and scalable, defined Project Management Plan that detailed roles and responsibilities and project deliverables. Defined weekly status report format and reviewed with business sponsors and project stakeholders. Defined mappings to rollup weekly status reports and Clarity reporting. Defined standardized project plan to adhere to Six Sigma/SDLC phases allowing for waterfall/scrum/agile initiatives. Dined a Change Control process to document project’s request for changes to scope, resources or cost allocation and utilized MS/Project across division’s 20+ projects to track resource over/under allocation and availability via resource pool allocation.
• Directed team resources cross-functional across technology workstreams that included Product Master Environment/JJKenny (PME), Security Master Database (SMDB), Data Delivery Services (DataSOA), Golden Copy (GC/NDM), Securities Trading Systems (STS), Extract/Transform/Load (ETL), Product and Ratings Repository (Infoshare) and Product Data Services (PDS) to define, develop, test, mock deployment scripts creation and implement into production status of project’s deliverables.
• Directed on-shore/near-shore/off-shore resources to define/execute comprehensive test schedule that included System Integration Testing, Quality Assurance Testing, User Acceptance Testing and Business As Usual (BAU), utilized Quality Center (QC) to track/follow-up on testing breaks with business and technology stakeholders. Utilized MS/Office Suite of MS/Project, MS/Word, MS/Excel, MS/PowerPoint, MS/Visio, SharePoint

Confidential 

Program Manager/Project Manager

• IT Technical Project Manager for Investment Management Division IT with full platform responsibility in support of strategic and tactical initiatives that includes Change the Bank (CTB) and Simple Enhancement Punch List (SEPL) items.
• Reported to business sponsors/stakeholders that included defined/reported progress of overall inventory of IT initiative in the book of work. Identified and socialized risk items and indication plans, assisted in definition of business strategic initiatives, reported on the current and projected burn rate by project, defined technology Initiatives to be executed by technology teams in support of initiatives, documented inventory IT initiatives Utilizing Project, Word, Excel, PowerPoint and VISIO.
• Directed efforts on numerous CtB projects that included Buy-side for multiple asset classes including: US Treasury, Cash Management/ACH, Trade flow processing, Fixed Income/ Derivatives /IPO/Converts/FO, Street wide OCC Symbology Modifications. Dually Listed Securities for US and Canadian lines. Implementation of Standard & Poor's Global Industry Classification Standard (GICS); 2008 UHMWI Client Reporting’s, TEFRA/1099 Tax Reporting requirements. Risk Management, Trade Surveillance and Compliance for SEC compliance inquiries of Front Running trading activity by security buy account by Portfolio Manager
• Defined and presented all initiative’s Book of Work for business sponsors approval and as a guideline for all business participants and technologists to understand project deliverables and their roles and deliverables.
• Managed 23+ onshore/offshore Project Leads, Technologists, Business Analysts, Quality Assurance Leads and Quality Assurance Testers in support of delivering CTB and SEPL initiatives.
• Defined and implemented the PMO/Project Manager Playbook, which include definition of SDLC best practices, key deliverables, business and technology roles and responsibilities and Governance/Steering Committee guidelines
• (Hands-on: MS Project/Excel/Word/PowerPoint/Visio, Sharepoint).
• Managed one of three workstream to stand up Neuberger Berman’s own Data Centers after Lehman Brothers filed Chapter 11, which included directing seven sub-workstream managers in defining Business Requirement, Recommendations and Budgets for transition and steady state. Presented proposed solution to IT Steering Committee, workstream included Primary/Secondary Data Center Facilities, Networks, Telco/Voice, IT Security, infrastructure Core Services, Storage NAS/SAN, ITSM. Desktop provision working with work streams owners to create RFI/RFP, level-set RFP’s, outline MSA with vendors and hand-off to Contracts Administration for execution.

Confidential

VP Program Manger/PMO

• Accountability to Private Client Services/Private Banking COO and business sponsors in support of all IT Platinum and Support Initiatives to process reengineering all applications including Trade flow processing, Portfolio Accounting, Business Reporting, Data Warehouse, Trade Booking, Middle Office, and derivate overlay facility called Volatility Trade Management (VOLARIS). Applications and a range of assets that included Fix Income, Cash Management/ACH, TEFRA/1099 Tax Reporting via Web/Digital platforms. Managed five direct reports, with a total staff of 25+ technologists in multiple locations, to support the Private Client Service’s business platform with strategic and tactical IT projects.
• Drove efforts to conduct a technology architecture review of the division’s application, data structures, data dependencies, and access points. This effort produced a strategic/tactical view of all technology assets and their inter-dependencies. The enhanced understanding offered opportunities to make structural changes to leverage improved cost effectives via hub-and-stoke architecture solutions, allowed for sun-setting of non-current technology and redundant solutions. Additionally, this presented opportunities for better alignment technology roadmaps in support of current and future business initiates as defined in the 5+ year business plan that included Front Office/Middle Office/Back Office/Trading, US Treasury, Risk Management, SOX70 and Trade Surveillance and Compliance reporting applications.
• Drove the definition of the business case to port and replicate the Client Portal website hosted by Pershing to be developed and hosted by PCS IT, powered by the newly proposed Data Warehouse platform support client’s intra-day trading updates. This initiative had an additional capitalization expense of $2.3M+. This portal was developed in .Net/J2EE/Oracle 10G DWH technologies. Utilized MS Project/Excel/Word/PowerPoint/VISIO, SharePoint.
• Partnered with all stakeholders to ensure they understood the overall status of all workstreams and continually reviewed the business benefits of the IT solutions and to ensure the features of the solutions were being built to the stated business objectives and in some cases adjust the proposed solution to address changing requirements via the defined Change Control governance