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, drives C - Level/stakeholder/vendor management; works with business and IT owners to identify
• Key Performance Indicators (KPI); define transformable business objectives; oversight of end-to-end IT technology solutions that had capital expenditure to $50+ million; applies realistic best of practices with hands-on Agile/Scrum methods
• Defines 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; drives working groups meetings via deliverables objectives and risk/watch items tracked via
• JIRA and RAID formats; and chairs steering committee presentations to inform stakeholders of deliverables status, budget and spend rates; creation of program/project roadmaps from underlining Book of Work elements that have included Equities; Fix Income
• Derivatives products; Trading; IPO buy/sell side; WM Client 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/ workstream reporting; leverages Six Sigma/SDLC/PLC Agile/SCRUM development methods and effectively utilizes cross-functional resources management to achieve program/project deliverables.

PROFESSIONAL EXPERIENCE:

Confidential

Program Manager/Project Manager

Responsibilities:

• 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; Define 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; 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/Word, MS/Excel, MS/PowerPoint, MS/Visio, SharePoint, JIRA

Confidential

Program Manager/Project Manager

Responsibilities:

• 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 workstream relate to program level workstreams.
• Drove business workshops with SME stakeholders from US and London to review and define current and future state definitions to be included in workstream Business Requirement Document (BRD) and Agile Epics/Business Stories and Features, maintained all workstream 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/Word, MS/Excel, MS/PowerPoint, MS/Visio, SharePoint, JIRA

Confidential

Project Manager/PMO

Responsibilities:

• 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
• 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/Word, MS/Excel, MS/PowerPoint, MS/Visio, SharePoint, JIRA

Confidential

Program Manager/ Project Manager

Responsibilities:

• Drove Global Technology Service’s Internal Audit and Sarbanes-Oxley open audit items to be resolved by global technology. This include 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/Word, MS/Excel, MS/PowerPoint, MS/Visio, SharePoint

Confidential

Program Manger/Project manager

Responsibilities:

• 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.

Confidential

Program Manager/Project Manager

Responsibilities:

• 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 that included: Tade flowing 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 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 in Long and Short trading accounts included Buy vs. Buy and Sale vs. Sale.
• 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

Confidential

Program Manger/PMO

Responsibilities:

• 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, 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.