SUMMARY:

• I am very passionate about quality and the customer experience and love what I do.
• I have been promoted five times throughout my career which is centered on driving successful business transformation programs and large - scale projects that help transition the business to be more efficient and that enhance the company’s IT capabilities while simultaneously driving the successful delivery of the company’s IT projects and programs.
• I work hard to consistently enhance the overall quality of IT and remain focused on the continuous improvement of IT and on streamlining the company’s operations by ensuring the project teams are always delivering with excellence and delivering on-time and on-budget. I help establish a solid project management methodology across the Program Management Office so project teams and project performance can be continuously monitored and measured to ensure deliverables improve on each subsequent release.
• I have worked in a wide variety of industries including banking and finance, healthcare and digital security, as well as manufacturing and air transportation. 

TECHNICAL EXPERIENCE

• User Experience and Usability Software - Axure, Morae, Balsamiq
• Health Information Systems - EHR & EMR, Temple Systems, Clinical Tracker, HIS Systems, EPIC, Care360
• Core Banking Systems - BIMAS, Avaloq, eFOS, FOS, KOFAX, CAF, SWIFT Payments
• Enterprise Application Integration (EAI) & Middleware - eGate, IBM WebSphere
• Business Process Mapping (BPM) & Business Intelligence - eInsight, Agile Point
• IT Service Management Solutions - ServiceNow, HP Service Manager, Peregrine, BMC Remedy, IBM
• ITIL Practices - Service Strategy, Design, Operations, Transition & Continuous Improvement
• Compliance and Regulatory Software Solutions
• Data Analytics & Big Data
• Cloud Computing & VMWare - SaaS, IaaS, PaaS, AWS
• Project & Program Management Software - MS Project, Team Foundation Server, IBM Clarity, JIRA, Asana
• Agile and Waterfall Software Delivery Life Cycle Management (SDLC)
• Software Development - Appcelerator, GitHub, Java, JSON, .Net, HTML5/CSS
• ERP & CRM Systems - SAP, Oracle Business Systems, Salesforce
• Business Continuity & Disaster Recovery Systems
• Database Solutions - Oracle, SQL, MySQL, MongoDB, Siebel
• Cybersecurity & Access Management Systems
• Email & Messaging Systems - Exchange, Lotus Notes, Outlook
• Operating Systems - Windows, UNIX, Linux, macOS
• Trading Platforms - Townsend Application Landscape, Fund Manager Portfolio Management, BIMAS

EXPERIENCE:

IT Director

• Started up a bespoke technology consulting firm based in Confidential, Confidential and expanded operations to the Confidential.
• The company specializes in project and program management working mostly with Fortune-50 companies and startups on enhancing the client experience by working with user groups and software developers to make sure with each iteration to the software front end or back end, the overall customer experience and the ability of IT to deliver with excellence are always improving and that there is a continuous improvement of the company’s IT capabilities and business operations.
• I work hard to continuously assess project deliverables and to help ensure the overall project management effort improves with each subsequent deliverable and that the overall quality of the IT organization is improved overtime.
• Clients include JP Morgan Chase, Nestle, Partners Healthcare, the International Society of Air Transportation (SITA), JP Morgan Chase, Proxfinity and New Leaf Behavioral Health.

Program Coordinator & Project Manager 

• Headed the JP Morgan Private Bank's Inter-Affiliate Services ( Confidential ) Program for Confidential .
• In working directly with the bank’s COO and Heads of Business, we were able to completely overhaul the entire portfolio of offshored Confidential Banking and IT Services and were also successful in implementing the full set of operational controls around the management of the Confidential processes.
• I headed the effort to reassess and revamp the Confidential project and program delivery methodology and was critical in the reengineering of the bank’s Confidential Service Catalogue, Service Level Agreements (SLAs), Operational Level Agreements (OLAs) and all other addendums and legal documents and contracts underpinning the Confidential Service Portfolio.
• My project team was successful in reengineering the Confidential processes supporting the introduction, modification, the demising and the underpinning of the Confidential Service Portfolio including the service catalogue, the Master Service Agreements(MSAs), the SLAs, the OLAs and all other legal documents and contracts underpinning the Confidential Services.
• I worked hard to significantly improve the Firm's ability to monitor and measure the full set of offshored technology and operational services running in Confidential,
• Confidential and the Americas by introducing a brand-new set of process and procedures which improved the efficiency of the Confidential Service Management process by 20%.
• I also was fully responsible for managing the bank’s regulatory compliance initiative for the full set of Confidential Services in order to ensure all offshored services were in-line with the new banking regulations that came in from Confidential regulators, Swiss regulators and Confidential regulators. The team worked directly with Third Party Oversight to establish clear ownership of all the entire Confidential Service Portfolio and to establish a mechanism for the regular and consistent review and oversight of the entire set of new Confidential services being introduced or modified through the Confidential Program.
• I played a key role in setting up the new Confidential controls to ensure sufficient operational oversight was now being undergone across all critical functions including IT, Legal, Compliance, Operational Risk, Audit, Informational Risk and Oversite & Control.

Global Head of IT Quality & Head of IT Service Management 

• Promoted to be the Global Head of IT Quality for the Global Private Bank after working for 2 years as the Head of IT Service Management with a staff of 9 direct reports and two teams reporting to me in Confidential and in Confidential .
• I also headed the Continuous Improvement Initiatives and the Service Improvement Programs (SIPs) for the bank to ensure the most critical banking services were regularly assessed for opportunities to enhance the service quality and these proposed improvements could then be accurately monitored for progress with the service owner on a weekly basis.
• I personally managed the SIPs to ensure the quality of IT deliverables and the capabilities of the project teams were always improving or had action plans in place to be investigated for areas of potential improvement.
• After each successive software release, I chaired the bank's Project Quality Control Committee to review the post project implementation directly with the project teams and the business owners so we could accurately and efficiently assess the overall quality of the project deliverables and identify areas for improving the project lifecycle, staff collaboration, the delivery processes, the tools and the collaboration with the business.
• I was solely responsible for overhauling the ITIL Service Management function for the Swiss Private Bank when I first started at the bank in 2010.
• I headed the initiative to rehire new staff, retrain existing staff, authored and introduced new and significantly improved sets of ITIL processes and controls as well as developing a full set of new and updated ITIL policies and procedures which vastly enhanced the capabilities of the IT Service Management teams across our Incident, Problem, Change, Configuration, Capacity, Availability and Service Level Management teams in every region.
• The result was an impressive 15% increase in business system availability backed by the teams’ largely improved ability to more quickly identify and address root cause and efficiently resolve the IT issues facing the business.
• I also ran the Customer Satisfaction Survey for the Global Private Bank on an annual basis in order to assess the customer experience and work to help increase our customer satisfaction levels for the Global Private Bank year on year. In fact, the customer satisfaction increased by an average of 7% year on year during my tenure.
• I was responsible for the overhaul of the Senior Management KPI dashboard and reporting solution so management could begin to see much more detail about where we our services were improving every month and be able to drill into the fine detail in order to ask the pertinent questions and make informed decisions about where things needed to change.

Customer Care Manager & Project Team 

• Headed the IT Service Management teams and the Customer Care function across Confidential, the Confidential and Confidential .
• I supervised a staff of 30 with 6 direct reports and was responsible for the Demand, Incident, Problem, Knowledge and Service Level Management functions as well as heading the Global Service Desk (GSD) across all regions.
• Maintaining excellence throughout these areas was absolutely critical to the successful delivery of the GLOBE Program which entailed the upgrade of Nestle’s critical SAP R/3 modules across the globe.
• I sat on the Confidential Project Committee and was responsible for the oversight of the quality of Nestle’s IT projects which were being assessed and reviewed by the business regularly so we could drive for the improvement of all of the IT projects and their deliverables alongside management.
• I was responsible for the overhaul of Nestle’s full set of IT Service Management and ITIL processes as well as the implementation of the improved ITIL framework being initiated across the Confidential organization.
• I supervised the revamp of the entire set of ITIL policies, procedures and work level instructions as well as the IT Service Management toolsets.
• This initiative ensured Confidential would be in-line with current ITIL best practices and establish a solid ITIL framework that was considered to be one of the “best in show” in Confidential manufacturing.
• The introduction of this new ITIL framework substantially increased the Service Desk response time by 10% and improved the IT organization’s ability to quickly identify and resolve critical system outages by 15%.
• I was one of the critical members of the team responsible for reengineering Confidential Self-Service Portal and the Hewlett Packard and Peregrine IT Service Management toolsets to help support the new ITIL framework we introduced. I was also responsible for project managing the Confidential GSD Business Continuity and Disaster Recovery Program aimed at creating a fully redundant service desk offshore in Confidential .
• The project proved to be fully successful when Confidential was forced to run a real-world failover scenario in 2008 which resulted in a successful failover and absolutely no interruption to the business or to the Service Desk staff during the interruption which lasted 12 hours.

Lead & Project Manager

•  I was the EAI team coordinator and responsible for overseeing several software development teams across seven different locations around the globe.
• I played a key role in consolidating the IT infrastructure and IT operations by 25% over the two years I managed the Group and for significantly reducing the cost of running IT for the business.
• I was solely responsible for the overhaul of the Group's entire set of ITIL Service Management processes including Incident, Problem, Change, Configuration, Event Management, and Service Level Management in order to vastly improve time to resolve and significantly reduce downtime for the business-critical services by 20%.
• I not only spearheaded the initiative but was solely responsible for introducing a brand-new SLA model which successfully underpinned each SLA with a full set of Operational Level Agreements (OLAs) and underpinning contracts.
• This ensured the IT organization could accurately calculate response time and critical system availability based on a set of detailed OLAs and the targets set within each, and then be equipped to set realistic and achievable SLA targets with the business based on past performance of the actual operational teams based on the OLA performance.
• The new model I introduced gave the company the ability to set actual achievable SLA targets which are now based on the lowest common denominator across the detail contained across all OLAs that are used to provide a service.
• This gave the IT organization a new degree of transparency to the business which really helped Confidential build a stronger relationship with the business and our customers.
• Each business unit was extremely appreciative of the fact that the SLA targets could now be achieved and renegotiated each year and indirectly resulted in the cost of running each service to be reduced by approximately 6-8% year on year.

Confidential

Director of IT Operations & Technical Program Manager

• Director of IT Operations overseeing the company’s technology product line, the IT infrastructure and staff as well as managing the IT project teams and programs.
• Confidential the company’s technology strategy in order to meet the significant increase in capacity and availability demands that came as a result of supporting the more than 15 major financial markets and currencies around the globe. Implemented the company's business continuity and disaster recovery plan and the company’s DRP recovery site.
• Technical Program Manager for the firm's Global Datacenter Migration Program.
• Responsible for the migration of the firms entire set of online trading and business systems as well as for the IT infrastructure and the construction of the new datacenter in Confidential .