Professional Summary

• I am an accomplished senior level manager with 20 years of experience championing and delivering business driven technology changes. Demonstrated track record establishing strong partnerships between business leadership, technology and user communities Extensive technology and program management experience aligning technology with business strategy across diverse technology skills Known for challenging the status quo while embracing teamwork.
• Professional Experience Confidential Vice President / Technology Director
• Highly respected by the line of business as the go to person for business focused technology solutions. Partnering with Sales Management to increase sales by 48 million over 3 years while refreshing an out-dated technology infrastructure. Partnership with the Chief Operating Officer resulted in annual staff reductions over 10 while supporting increased transaction volume and re-aligning the technology architecture.
• Re-tooled and built a world-class IT organization in support of brokerage technology while simultaneously leading a 10-month, 10 million project to consolidate clearing platforms and the middle office. This project replaced the Bank One Pershing clearing platform with the National Financial platform. The consolidation team consisted of over 200 technologists across six lines of business Asset Mgt, Retail, Retirements, Commercial, Finance Brokerage . This project has a 5-year savings of 55 million.
• Re-designed the account opening and account servicing business process while replacing inefficient Visual Basic/ASP applications with new, custom-built J2EE/WebSphere straight through processing workflow and imaging applications. These projects resulted in not in good order NIGO items being reduced by over 50 and operational staff FTE reductions of 35 .
• Senior manager responsible for vendor relationships. As the senior technologist during the National Financial contracting applied strong influencing/negotiation skills to negotiate contract terms related to technology SLAs, implementation, and on-going support. Measurable results have resulted in service penalties for missed SLAs, as well as the vendor re-engineering production and development practices to establish a closer partnership.
• Other responsibilities include budgeting, contract negotiation, technology assessments, business continuity planning, data security evaluations, as well as recruitment and evaluation of staff.

Confidential

• Established and led a team of operational resources and technologists who re-designed the firm's middle office technology and operations model. Measurable results include reducing support response times from days to seconds for both technology and operational issues.
• Program manager for a 50 person joint business and technology team responsible for defining requirements for portfolio management and trading. Built consensus between the line of business and technology resulting in system selections for highly contentious applications in a fraction of the anticipated time LongView and Minerva .

Confidential

Product Manager

• Transformed TransactionVision into a Business Activity Monitoring BAM solution for STP, Money Laundering, Operational Risk, Sarbanes-Oxley and other solution segments by working alongside Bristol's executive management team, prospects, and clients.
• The new offering was a real-time business process management platform leveraging the paradigm shift toward a real-time economy. Specific tasks included evaluating market opportunities, preparing new product specifications, defining the value based marketing message, assisting key account sales as well as balancing development activities with new prospect and current customer needs.

Confidential

Vice President Technology Operations

• Lead a 50-person team responsible for integrating Credit Suisse and Warburg Pincus end-to-end trading processes. The integration effort included contrasting each firm's work processes, identifying alternative process flows, establishing common processes, expanding the use of FIX and S.W.I.F.T. messaging, implementing pre-trade compliance, eliminating a portfolio management system Portia , and creating technology to support multiple security master files.
• Increased trading capacity by 100 while eliminating 40 of trade processing related work by applying business process and technology expertise to redesign the trading and settlement process at Warburg Pincus. This complex matrix effort required partnering with the Trading, Portfolio Management, Compliance, Legal and Line Operations. The effort included defining and implementing new work procedures as well as managing the system wide implementation of a trade order management system Decalog .
• Eliminated nearly all trader involvement for 60 of the domestic equity trades through evangelical initiatives. As an early adopter of FIX, analysis and justification of FIX was performed from both a firm and vendor perspective. Final recommendations, along with other suggested features, were accepted by Decalog and incorporated into their product. These trade process improvement initiatives led to being elected to the US FIX Steering Committee.
• At the request of the CEO, strategic and tactical plans for the firm's Straight Through Processing STP and T 1 initiatives were prepared. The analysis contrasted current technology and work processes with anticipated industry changes resulting from industry initiatives GSTP, T 1, FIX, and ISITC , and the likely responses from organizations such as Thomson and the DTC. The recommendations identified essential resource gaps, potential workflow challenges, as well as organizational changes and technology requirements necessary to support the new paradigm. This STP leadership role led to being elected to the ISITC-IOA Executive Board.

Confidential

Manager - Client Server Solutions

• I served as an Engagement Manager with P L responsibilities ranging from 250,000 to over 3 million.
• Assignments include working with our client's Board of Directors, senior executives and line management to radically restructure essential business processes and implement advanced technologies.
• Measurable results included reducing costs by 1.2 million dollars while improving cycle times. Assignments required strategic and tactical planning, business process evaluation, custom development, system assessment, package selection, and project management skills across various industries.

Confidential

Vice President Business Planning

In 1987 was recruited by the VP of Management Information Systems to improve the analytical capabilities of the firm's first business unit application development area. Promoted in 1988 to a project management role supervising 3 analysts and 7 programmers Created the firm's first customer/product profitability system Promoted in 1990 to work directly for the Managing Director of Capital Markets In this role, I was responsible for aligning information technology with the business direction of the Capital Markets subsidiary. Promoted in 1992 to work directly for the SVP of Barclays Network Services In this role, I was responsible for defining and implementing the strategic direction and tactical plans required to transform the network services division into a market oriented technology spin-off business.

Confidential

Senior Consultant

Joined a small consulting firm five employees to analyze the use of technology in the Financial Services Industry. Working with a C programmer and an Academy Award nominee we developed a proprietary software application using a digitizing tablet and PC to create special effects for broadcast quality videos.

Confidential

Plant Engineer

Joined Chevron as an entry-level Plant Engineer. Accomplishments include inventing a portable odor sampler, enabling Chevron to pro-actively monitor OSHA compliance. Demonstrated leadership by managing a 500,000 plant shutdown.