TIMOTHY M. COWAN

New York, NY *****

Phone: 860-***-****

Email: acc2jo@r.postjobfree.com

LinkedIn: http://www.linkedin.com/pub/tim-cowan/0/933/246

HIGHLIGHTS

. Versatile, results-driven CTO with 20+ years building and aligning

global IT organizations with key business objectives to achieve

dramatic bottom-line results. Strong background in team building,

mission focus and improving delivery capability.

. Wide-ranging background spans start-up ventures (eToys, Expanets),

major retailers (Harrah's, Wal-Mart, and AutoZone) and prominent

financial clients (Deutsche Bank, Mellon Bank, IBM Financial Systems

Group, CBOE, Bank of America / Merrill, and E*Trade).

. Natural management style, integrating "best practices" with staff

talents to create a world-class, high-energy workforce. Led

organizations with up to 275 associates. Extensive offshore management

in both captive and outsourced development organizations.

. Strong Organizational Change Management experience. Provided delivery

of numerous solutions to improve operational productivity through the

introduction of new technologies, systems, methods and controls.

Excellent development of technical roadmaps to match business

planning. Strong management reporting and financial controls

experience. Excellent process re-engineering experience. Excellent

back ground in Business Process management (BPM) design and

implementation. Strong process improvement experience.

. Strong architecture background covering financial systems, brokerage

systems, market data, bank operations, Web systems and others. The

ability to construct highly scalable environments.

. Comprehensive knowledge of business, systems, infrastructure and

enterprise software to translate business requirements into reliable

cost effective systems solutions. Strong business / customer / IT

alignment experience.

. Extensive experience in building scalable, high volume, continuous

operation systems. Strong BCP, DR covering all platform types

mainframe, UNIX and desktop. Strong technical background covering

architecture, software development, operations, security, data, DR /

BCP and other IT disciplines.

. Create and align Business and IT strategy, architectural roadmap and

vision. Enable IT responsiveness to support critical corporate

initiatives. Provide guidance in addressing regulatory requirements

Dodd / Frank, XBRL, HIPAA, SOX, BASEL II and others.

. Strong eCommerce background. Extensive CRM and multi-channel customer

management. Scalable to transactions in the billions and supporting

millions of users.

. Expertise leading $MM initiatives, and designing high-transaction,

high-availability continuous operations systems. High volume,

continuous operations background. Creation of architectural layers,

error trapping and monitoring, various uptime / redundancy solutions,

ITIL, SOA, web services, RUP, Agile, Xtreme, Scrum. Strong COTS and

custom system development management.

. Excellent understanding of data processes and controls. Strong market

data and reference data for trading applications. Expertise in

Instrument, Client, Book and Product data. Strong customer on boarding

and data conversion processes.

. Design, implementation and support of low latency, high transaction

systems - trading platforms, market data, check processing, image

processing, payments, transaction processing, web. Other areas of

expertise document management, middleware, infrastructure management,

data management.

PROFESSIONAL ACHIEVEMENTS

Spider Technologies, New York, NY Sept 2004 to Present

Technical Consulting

. CTO providing strategy consulting, development methodologies, process

reengineering, program / project management and architectural design

for various customers.

. Guide CIOs / CTOs and other senior management in adopting new

technologies, improvements to IT governance, establishing

architectural roadmaps and improving project pipeline delivery.

Provide Program Management and Architectural guidance for multiple

customers. Help guide organizations in improving processes, improve

delivery capability adopt new technologies and improve existing

technology assets. Strong SOA and centralized service knowledge.

. Lead transitions to new development methodologies such as Scrum /

Agile to improve development capability. Provide strategic input on

proper development models outsourced, captive data center development

and others. Provide guidance for new system paradigms such as SAAS,

web services.

. Supported internal and external sales. Responsible for providing pre-

and post sales processing, on boarding of customers.

Project: Express (Assistant to CIO for PMO review) May

2013 - Current

. Provided a plan of action to the CIO to make changes to their current

processes and procedures in order to improve throughput and increase

reliability for their projects.

. Lead discussions with business and IT key stakeholders in IT and the

business to identify process issues. Look at both the IT and business

organizations to help identify any organizational constraints.

. Review requirement processes, IT SDLC, QA practices and development

paradigms. Review past projects and their delivery successes and

failures. Review the current PMO responsibilities and statuses of all

projects in flight. Transition the PMO from a waterfall process to a

more Agile development paradigm.

. Develop an improved process that will increase project velocity, lower

the percentage of defective code, identify proper project tracking

metrics and improve project reporting. Provide an overview of staff

and staff capabilities to identify proper roles and personnel.

Project: Barclays (Program Manager for Rogue Trading) January 2013 -

May 2013

. Responsible for managing the project portfolio for Front Office Rogue

Trading projects for Cancels, Lates and Amends (CAL) and Out of Hours

(OOH) Processing. Program had fallen behind schedule and was not

delivering.

. Organized CAL program into four work streams around delivery aspect to

the program - migration from old platform, completeness and accuracy

of data, reporting and process improvements covering automating a

highly manual process.

. Initiated project charter for OOH and led the initial requirements

gathering and building of an accepted taxonomy across all asset

classes globally. Engaged a number of managing Directors and COOs to

come up with a consistent methodology for identifying OOH terms,

conditions and practices.

. Provide ability to meet regulatory requirements of Dodd / Frank and

Basel III. Ability to adhere to all compliance requirements and

demonstrate a repeatable approach to all reporting processes.

. Hired appropriate personnel to deliver program initiatives. Organized

training for technical team to take over aspects of the system

supported in the interim by operations personnel, delivered initial

multi-year plan for delivery and supporting budget.

. Designed and implemented IBM BPM 8 process flows. Led the

implementation of the IBM product.

Project: Hewlett Packard/ Merrill Lynch (Portfolio Manager for Global

Markets) January 2011 - December 2012

. Responsible for managing the Data Center / Infrastructure project

portfolio for Global Markets and Banking for HP's engagement at

Merrill Lynch. Developed processes to improve HPs responsiveness to

project development and implementation.

. Rebuilt PMO to transition from an offshore to an onshore model to

increase delivery quality. Replaced 32 PMs, hired 4 Program managers

and aligned projects by functional area to each Program Manager.

Worked with CIO Office, Senior Directors to align HP, Bank of America

and Merrill Lynch SDLCs to address processing gaps and issues.

Decreased project prep time 37%. Decreased PM paperwork and overhead

27%.

. Developed PMO processes to support 650+ projects. Developed proper

reporting for Project Managers, business stakeholders, Steering

Committees and other interested stakeholders. Indentified proper

metrics to measure the delivery organizations effectiveness in

delivering business solutions. Hired and trained staff to run PMO.

Increased customer satisfaction rating from 68% to 88% in first 6

months.

. Owned responsibilities to build out proper deployment and development

operations procedures and processes. Built NOC within a NOC to support

GBAM operational impacts. Created and led change management and

deployment group to ensure better implementations.

. Established proper procedures and managed escalations to ensure that

HP met the customer's needs. Established with customer proper

governance Worked with the NOC for monitoring and problem resolution

improvements.

. Built global swat teams to support the new delivery model. Personally

led projects in Trader Voice, Market Data, Reference Data Low Latency

and Trading. Supported the Americas, Europe and the Pacific Rim.

. Led all customers on boarding. Faced off with all key stakeholders and

set up implementations for FIX, Radianz, closed networks for dark

pools and other connectivity. Troubleshoot connectivity across

multiple data providers, telecom providers and infrastructure teams.

. Provide ability to meet regulatory requirements of Dodd / Frank and

Basel III. Ability to adhere to all compliance requirements and

demonstrate a repeatable approach to all processes and implementations

of trading platforms and supporting services.

. Transformed Merrill's infrastructure capability by building out the

first large grid (25,000 servers), moving to 10 gig capability,

standardizing low latency environments globally, deploying clouds (one

internal, one external)) and utilizing VOIP for trader turrets.

. Identified KPIs, SLOs and SLAs for correct project delivery. Improved

process to align HP and business to develop more efficient pipeline

for delivery.

. Establish process for following all global trading compliance

regulations.

Project: Deutsche Bank (SME / CIO Advisor) June 2010 - January 2011

. Worked directly with the CIO to establishing a strategy to support a

centralized data services environment for Market and Reference data.

Provided plan to support a centralized data enrichment and correction

process and procedures for updating and maintaining a data service

supported by an offshore team. Led workshops with IT and business

stake holders to develop on boarding processes and schedules.

. Coordinated with the Enterprise Architecture group to provide correct

architectural patterns to support proper access methods for reference

data. Establish proper architectural principles in data access.

Identified tools and processes to build the platform allowing multiple

input sources, merge feeds, build proper work flows and identify

issues.

. Transformed data update processes and BPM workflows to utilize one

centralized data management group. Instituted daily update process,

data tolerances, feed handling, vendor corrections, system

notifications and management reporting. Utilized Tibco iProcess for

workflow processing. Build update procedures for Instrument, Client,

Book and Product reference data. Use of ETL tools for data corrections

and additions. Built development operations capabilities to validate

and implement any data corrections or additions.

. Responsible for building a program pipeline to move on board 500

applications accessing reference data. Create proper reporting

procedures for senior management and the PMO. Implement ITIL for our

overall project methodology.

. Identify candidates for conversion to the centralized service and

provide support for migration. Develop federation strategies for

customers to partially or fully transition to the platform.

. Provide ability to meet regulatory requirements of Dodd / Frank and

Basel II. Ability to adhere to all compliance requirements and

demonstrate a repeatable approach to data loading and updating.

. Identify opportunities for increasing revenue. Identify proper risk

exposure at both the customer and portfolio level.

Project: Thomson Reuters (Technical Director) May 2009 -

June 2010

. Provided a plan to the Director for moving from a waterfall

development process to a more agile process in order to increase

development velocity. Worked with Leader of Product Management to

establish correct pipeline procedures to support a saleable product.

Establish correct updates cycles and communication plans and processes

for those updates.

. Responsible for leading the Compliance and Collaboration team. Team

consists of 17 programmers in New York, 2 in London and a QA team of

30 in Bangkok.

. Ensure that all compliance regulations are addressed and that the

product follows all global compliance processes.

. Led the re-architecting of the compliance application to increase

transaction reliability. Introduced a more architectural pattern

driven approach to development based on a pipes and filters pattern

primarily. Improved system scalability 300% and uptime at 99.99%.

. Led the transformation of Reuter's development methodology to improve

team velocity. Eliminated or improved multiple process steps, rework

QA / dev interactions. Revamped requirements gathering methodology.

Lessened time to market by 25% while increasing quality. Implemented

an Agile / Scrum development process replacing the existing waterfall

development.

. Established proper pipeline management and technical backlog / debt

processes. Helped product management to determine proper

prioritization of backlog. Moved to using stories to identify

technical requirements and established a three step process for

estimation.

. Reorganized the team hiring needed skill sets, increase DBA team size,

adjusted development budget and purchased additional productivity

tools.

. Monitor product revenue and work with product management to identify

revenue generation opportunities. Monitor revenue forecasts.

Project: E*TRADE Corp. (Program Manager/ Architect) Jan 2008 - May 2009

. Responsible for leading the Market Data program and other middle and

back office projects. Primarily engaged in delivery of critical

business functionality and data availability for Reuters, FX, ACTIV

and other data feeds. Project pipeline consisted of up to 60 projects,

80-90 resources in a matrix management environment.

. Led creation of a new Centralized Security Master. The system has real

time capability to the OCC and aggregation of data feeds for

validation and data quality. Created and implemented data validation

workflows for equities, options and ADP information.

. Established proper data update workflows; data tolerances and data

update procedures. Used Access Control BPM package as base for

workflow processing covering data loading, data tolerances, reporting

and approval.

. Led the transition to new high performance data feeds from Reuters for

multiple foreign markets to enable Global Build Out. Increased

scalability of equity quotes 450% and options 700%.

. Developed architectural strategy for deploying "data hubs" and

"processing hubs" to support global trading and reduce processing

latency for agents' world wide. Directed the build out of both

software and infrastructure to support the new platforms.

. Led transition from Reuters to ACTIV for Options Data.

. Upgraded FX processing platform providing new functionality.

. Significantly improved scalability of the software and hardware

infrastructure supporting Market Data. Led transition to J2EE for feed

handlers and quote servers.

. Supported on boarding of new affiliate agents through FIX processing.

Led divestiture project for Canadian operations.

Project: ING (Engagement Manager) Oct 2006 - Jan 2008

. Responsible for various projects involving policy administration,

reporting, commissions, eBusiness, Wealth Management and benefits.

Project pipeline consisted of 70+ projects, 100 resources.

. Primarily engaged in setting program and architectural direction for

new wealth management and eBusiness initiatives.

. Led the technical and organizational changes to support SOA based,

J2EE systems. Implement ITIL as the prime project methodology.

. Established architectural roadmap for eBusiness implementation and

integration to legacy systems. Develop multi-channel strategy to

support internal and external customers.

. Established phased plan to deliver applications based on SOA

architecture. Established messaging standards, led product selection

for Enterprise Service Business. Led installation of MQ messaging

standards, queue design.

. Led delivery of a new release of the corporation's web site providing

new functionality and easier integration to other corporate systems.

. Led the re-architecting of the eBusiness infrastructure to provide

better security, high availability and improved scalability while

lowering TCO. Integrate both mainframe and distributed systems.

. Supported multiple website architectures built on ATG and Websphere

application servers. Built personalization processes and content based

on customer tiers. Built integration layer that allowed distributed

web systems to communicate with mainframe in proper priority.

. Supported end user processing including policy and plan generation,

policy management, self service support. Added Lotus chat capability

to support center. Established chat monitoring, security, protocols.

Project: National City Bancorp (CIO Advisor / Program Manager) July 2005 -

Oct 2006

. Led the implementation of the bank's Single Charter and Processing

Region Collapse project. This project standardized processing across

seven separate Data Centers / Processing centers covering five states.

Centers were reduced from seven to two. Common transactions were

created to support all banks. Processes were reengineered to improve

scalability and to meet increased transaction demand per center.

Reported results and progress to the Office of the CIO.

. Established overall project goals, requirements and timeline covering

software, hardware and operational changes. Implemented cost saving

plan for closing redundant centers.

. Led software development efforts for check processing (CPCS), image

processing (HPTS), Federal Reserve processing, DDA, float processing

and file exchange processing with partners. Integration to SAP

financials.

. Established new production schedule to better integrate the mainframe

and distributed platforms and to eliminate possible production issues

and bottlenecks.

. Led the selection of equipment and systems for reject repair and

branch truncation systems and software. Responsible to adhere to

corporate performance metrics.

. Led migration from OS/2 to Linux for various systems. Integrated both

mainframe and distributed systems. Reduction of distributed systems

through virtualization projects. Migration to new version of Windows

desktop systems standardizing across all corporate desktops.

. Managed $50 Million+ project budget and 105 project resources.

Project: Fry (Technical Director) Jan 2005 - July 2005 (concurrent w/ P&G)

. Responsible for leading a team of eCommerce developers in both .net

and Java.

. Led the requirements gathering and creation of the technical documents

for the creation of 9 web sites including Godiva, PacSun, PC Richards

and others. Led JAD, JAR sessions to determine customer requirements.

Led gap analysis discovery to determine surviving requirements and

build pipeline.

. Improved development velocity by reorganizing the development process

to make it more agile. Reorganized Quality Control and Testing group

to improve efficiencies that led to a 30% throughput improvement.

. Managed multiple client build schedules. Modularized build out of the

eCommerce platforms by provided a base container with add on modules

for campaigns, POS, reporting and other add ons.

. Supported multiple website architectures built on ATG and Websphere

application servers.

Project: Proctor and Gamble (Architect) Jan 2005 - July 2005

. Responsible for project management and architecting solutions Procter

and Gambles B2C web sites. Company has over 350 web sites globally.

. Provided strategy consulting in three areas - security, content

management and architectural review of infrastructure and server set

up and capacity.

. Delivered security plan covering vulnerability scanning, intrusion

detection, data handling. Aligned security within the B2C group with

overall corporate goals led by Internal Controls. Established

corporate best practices for B2C group. Led vendor services selection

process.

. Created content management plan and services offering for the B2C

group. Led requirements gathering to establish corporate requirements

for content management processes.

. Evaluated current infrastructure and architecture for the corporations

hosting environment. Made best of breed selections to support going

forward Websphere and ATG application servers, Interwoven as content

manager and established BPM rules and procedures covering Pegasystems

and Oracle BPM.

. Established project plan for migrating to blade servers.

Project: State of Tennessee Dept. of Safety (Program Manager / Architect)

Sept 2004 - July 2005

. Assumed project management responsibilities for a large, distributed

system project. Previous consulting group had been removed for non-

delivery. Provided strategic consulting services to address

organizations move from a Mainframe based, procedural programming shop

to distributed systems employing new technologies (.Net, J2EE,

Filenet).

. Re-architected solution to utilize existing capability of the

mainframe to process business rules. Constructed Java system to act as

a wrapper and transaction processor integrating mainframe and

distributed components. Installed Websphere on the mainframe to use as

web application processor. Installed Sun boxes as Web page servers.

Built messaging capability to allow transactions to be processed on

appropriate system.

. Led development of a J2EE development and deployment strategy.

Established departmental standards and processes to support 24X7

processing. Worked with various IT personnel to establish enterprise

solutions and centers of excellence.

. Implemented Filenet BPM for handling all documents and approval

processes. Removed microfiche and replaced with electronic document

capture and supporting processes including capture, verification,

indexing, annotation, long term storage and retrieval.

. Restructured project plan from a "waterfall" delivery model to an

iterative delivery model based around eight functional phases.

. Re-Architected software / hardware platform eliminating risk and

improving time to market. Converted from IMS / COBOL to COBOL / DB2 /

J2EE framework. Eliminated $10 million from budget while speeding

delivery.

. Identified appropriate technologies (EAI, Web servers, server

hardware, BPM, etc.) to support new system design plan.

. Delivered four phases (of eight) within one year. Architectural plan

for all phases complete.

. Led creation of new SDLC to support RAD, Xtreme, and TDD programming

techniques. Implement ITIL as the overall operations protocol.

. Supported 130 distributed offices state wide.

Greenview Ventures, LLC / Cashpoint Services, NY, NY Oct 2002 to Sept

2004

CIO/CTO/COO

. Directed IT systems and operations and perform strategic planning for

this diversified financial services/ payments/ venture capital firm

and its targeted investments, encompassing a $58MM budget, staffing,

and major business process re-engineering initiatives.

. Supported 1380 agent locations spread over the Eastern US.

Additionally supported 100+ walk in payment centers (supporting

utility companies), multiple IVR and web channels and 2 call centers.

Added Microsoft IM / chat capability for customers through web (to

call center employees) and internal resources.

. Led due diligence efforts to evaluate IT systems, processes, personnel

and organizational structures in companies identified as investment

candidates.

. Partnered with "C" level and senior management to review business

processes and develop operational strategies and implementation plans

to increase revenue or develop new lines of business. Provide IT and

business process improvement guidance.

. Provided Program and Vendor Management. Negotiate contracts for

software, hardware and consulting services. Worked with IT Departments

to analyze current IT systems and capabilities. Align corporate and IT

initiatives.

. Ensured compliance with Sarbanes Oxley Act and others (HIPAA, SAS70,

PCI).

. Introduced new application development methodologies (RUP, OOP), new

hardware and software platforms, new procurement and sourcing

strategies for multiple organizations. Re-architected applications

based on Service Orientated Architecture (SOA). Improved system uptime

from 68% to 98% in three months.

. Established proper financial controls, IT budgets. Developed 1, 3 and

5 year capital spending plans.

. Re-engineered business processes for settlement and compliance.

Restructured vendor arrangements in financial services, banking, and

payments. Improved cash flow and settlement processing making it less

complex and provided efficiencies that improved customer service and

improved back office functionality.

. Owned responsibilities to build out proper deployment and development

operations procedures and processes. Created and led change management

and deployment group to ensure better implementations. Selected

appropriate monitoring tools. Developed procedures for addressing

outages. Led the development operations group when it was first

established.

. Prepared and improved multiple organizations to adhere to SAS70

audits. Implemented compliance initiatives for Sarbox reporting.

Prepared reporting for FDIC and New York State Banking Board.

. Re-engineered infrastructure. Built hot / hot data center

capabilities, simplified network and software platforms to enable

secure, fault tolerant applications in multiple organizations.

. Created marketing campaign to raise value of existing customers by

selling additional services. Identified appropriate customer groupings

are developed campaigns to sell to each customer segment.

. Re-organized data, software and hardware platforms for payments

processing, Web and call center platforms for a large payments

processing client. Improved system availability from 68% to 99%.

. Set up white label and black label processing for various banking

organizations to process payments, money orders and other financial

instruments. Led upgrades from VB to VB .net and from PowerBuilder to

J2EE on various platforms.

. Built and mentored IT staffs. Modified staffing to proper levels.

Established SLAs with all key departments and users. Established

security and disaster recovery plans and procedures.

Expanets, Denver, CO Aug 2001 to Oct 2002

Director Architecture and Integration Services

. Led the architectural design and deployment of a production platform

for this newly formed corporation, comprised of 26 separate Telco

equipment distributors with $1B in sales.

. Headed the integration group consisting of Webmethods Enterprise (A2A)

and Trading Networks (B2B) systems.

. Supported 1300+ remote sales agents and 200+ remote technicians.

. Designed, executed and supported Expanet's portal, data warehouse and

data marts. Set up procedures for accessing quality data for the

enterprise.

. Responsible for Disaster Recovery/Security Coordinator and Production

Management. Managed ASP and Hosting relationship, and established

proper monitoring, notification and escalation procedures.

. Owned responsibilities to build out proper deployment and development

operations procedures and processes. Created and led change management

and deployment group to ensure better implementations. Selected

appropriate monitoring tools. Developed procedures for addressing

outages. Led the development operations group when it was first

established.

. Led migration of a 9 terabyte data base from Avaya that contained all

customer and contract information. Selected and applied use of

multiple ETL tools for prepping and correcting data to provide

information in a common format.

. Created standardized business processes to support financials, call

center, HR, order management, inventory, logistics and CRM. Led

implementation of Oracle BPM process to support all corporate

processing. Chaired Process committee consisting of Business and IT

senior executives.

. Designed and led implementation of a standard messaging architecture

and coding standards for J2EE and VB. Architected and installed

MQSeries, MQSI.

. Introduced UML modeling for design, RUP software development

methodology, and an SDLC based on Q-gate concepts. Implement ITIL

processes for our call center personnel.

. Built out and designed all Windows based desktop systems. Deployed

approximately 2000 desktops for the corporation.

. Hired and trained staff. Responsible for 105+ reports.

. Overhauled data center & network, increasing uptime from 82% to 98%.

Harrah's Inc., Memphis, TN Sept 2000 to

Aug 2001

Director Architecture, eCommerce and Marketing Products

. Restructured architecture, applications and development processes to

jumpstart eCommerce initiatives. Led the Web-enabling of the existing

CRM and call center systems. Controlled a $32MM capital budget, and

established ROI for projects.

. Partnered with division heads in Marketing and Hospitality to set IT

strategy.

. Oversaw new development on corporate data warehouses, and established

policies, procedures and practices for maintenance and updates.

Reduced database master update time from 11 hours

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