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Project Manager Customer Service

Huntington Station, New York, United States
April 16, 2018

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Melvin Roldan, PMP * Unadilla Place Greenlawn, NY 11740


Project Manager

Project Management Business Analysis Client Services Mgmt Project Plans ERISA 5500 Budgeting

Risk Management Business Requirements Process Engineering Waterfall Agile Forecasting PMP

Certified Project Management Professional with business analysis experience in complex corporate environments, focusing on financial services, new technology platforms, infrastructure and application development. Extensive experience leading matrix, cross-functional and off-shore teams, and working with customers on project schedules, business requirements, risk management and project issue resolution. Capable of building cohesion across all levels of staff, management, vendors and customers. History of strategic technology deployment to streamline processes, cut costs and drive profits. Significant experience in SDLC, budgeting, forecasting, planning, executing and reporting.

MS Office: Excel (Pivot), PowerPoint, Project (Server), Visio, SharePoint (Admin). Clarity, Business Objects, SQL.

Professional Experience

Bank of New York Mellon, New York, NY January 2017-Present

Project Manager – Fund Accounting and Middle Office

Created detailed project schedule and identified dependencies, milestones, and critical paths. Integrated project plans across program. Developed advanced forecast and budget tools to account for variances and ensure accuracy. Reviewed and assessed budget with senior management. Managed stakeholder and project team communications. Identified project level risks and issues, and provided recommendations for issue resolution. Updated and managed Project Risk and Issue Log. Developed and analyzed staffing/resource plans. Managed dependencies and interdependencies between IT and Business Units.

Project Manager on ERISA 5500 for Eagle STAR project. Leverage OnCore platform to outsource Fund Accounting and Middle Office services. Build ERISA 5500 Reporting System to support clients on Eagle STAR accounting platform. Provide Eagle clients with reconciled accounting reports to support annual filing of Form 5500 Schedule H. Platform serves as strategic solution as build encompasses needs of PW, Mega and Baseline instances of STAR. Transport transactional and performance data from Accounting hub to Data Warehouse spoke utilizing Instance-to-Instance process. Enrich STAR accounting data for ERISA reporting purposes.

T. Rowe Price, Baltimore, MD December 2013-December 2016

Project Manager - Program Management Office (PMO)

Developed Project Schedule, utilizing both Agile and Waterfall methodologies. Drafted Project Charter, building consensus among competing Stakeholders. Developed advanced Forecast and Budget tools to be utilized Program-wide; act as Finance Lead for entire Program. Produce Project and Program Status Reports to communicate progress to Senior Management. Conduct Sponsor, PMO, Core & Lead Team meetings. Maintain Risk/Issues, Change Request, Milestone, Dependency logs. Produce Governance Artifacts: Stakeholder Matrix, Business Readiness/Communications plans. Manage outside vendors and negotiate SOWs. 100% travel.

Project Manager on Operating Model Re-Engineering Recordkeeping project. Focus on re-engineering business processes, improving operational scale, standardizing SunGard Omni data fields, enhancing product capabilities and reducing technical debt. Single Point of Entry designed to eliminate multiple data entry points, govern plan level data and scale conversion process through synchronization with Omni. Eliminate customized Vesting processing outside Omni to enable future enhancements (More-to-Core). Provide In-Plan Roth capability to retain existing clients and assist winning new clients. Manage multiple workstreams.

JPMorgan Chase, New York, NY March 2013-December 2013

Project Manager – Global Wealth Management

Create and manage project tools including project plans, issues lists, and stakeholder communications. Identify risk and help address business impact. Design metrics to be used by senior management to measure results. Interface with technology partners to execute project plan and manage timelines. Communicate project status to all levels of stakeholders. Function as an escalation point for project issues and resource conflicts. Provide feedback on project status, offering options to ensure project tracks to original expectations.

Project Manager on Liquidity Risk Infrastructure project. Automating the Fed 4G and Basel III LCR reports to meet the increased regulatory demands for additional and more frequent reporting. Provide internal reporting and analytics (Gap & Stress, metrics, dashboards). Improve the efficiency, accuracy and effectiveness of firm-wide liquidity management capabilities. Review and approve BRDs/FRDs and coordinate UAT for Global Wealth Management. Determine materiality of defects/enhancements. Manage 5 BAs and associates.

MetLife, New York, NY January 2012-March 2013

Project Manager – Global Communications Platform

Plan, execute and finalize projects according to strict deadlines and within budget. Acquire resources and coordinate efforts of team members and third-party consultants in order to deliver projects according to plan. Define the project’s scope, goals and deliverables. Oversee quality control following SDLC. Develop project plans and communications documents. Estimate resources and participants needed to achieve project goals. Identify and manage project dependencies and critical path. Track project milestones and deliverables.

Project Manager on $14 million Global Communications Platform project. Migrated 66,000 employees and 10,000 databases from Lotus Notes to MS SharePoint. Oversaw development of BRDs, conducting of UAT, and application migration. Responsible for procuring each BRD, UAT and Production sign-off. Met with database owners to demonstrate new SP site functionality and correct reported defects. Managed 6 US Business Analysts and coordinated efforts of 100+ off-shore developers (Cognizant). Traveled to Mexico City to meet with /translate for Spanish speaking Business Partners.

Citigroup Technology Infrastructure, New York, NY April 2009-Dec 2011

Senior Business Analyst / Project Manager

Implement process improvements and reengineering methodologies to the Citi MarketPlace product, their IT and on-boarding procurement system with over 53,000 orders per week. Conduct process modernization projects, identify current vs. future state gaps, utilize industry standard SDLC processes. Elicit, define and document business requirements documents. Construct sound, logical business improvement opportunities consistent with corporate guiding principles, cost savings and organizational architecture.

Lead Analyst on Citi MarketPlace product. Determined root cause of breakage and failures to Citi MarketPlace product. Documented solution, and trained Global staff of 6 (Tata) on manual work-arounds. Project Manager for development of systematic fixes to breaks/failures. Defined and documented business requirements for ongoing systems enhancements. Maintained Citi MarketPlace web site, updating product specifications, availability and SLOs. Increased percent of orders Completed on Time from 62% to 95%.

IQ BUSINESS GROUP, Atlanta, GA May 2006-April 2009

Senior Consultant

Provided Business Analysis, Project Management, Process Engineering, Dashboard and Operating Metrics to Fortune 100 financial services clients. Implemented process improvements to the SunGard OmniPlus recordkeeping platform. Documented business requirements for ongoing systems enhancements. Worked with client’s most at-risk customers. Delivered Scorecards to most demanding institutions. Conducted audits for most skeptical clients. Negotiated fixes to most challenging administrative errors. 100% travel.

Project Manager for client’s Transaction Processing Scorecard, detailing performance to their institutions. Coordinated activities of Business Analysts, Developers, Quality Assurance, and UAT; assigning responsibilities, identifying resources and developing schedules. Negotiated SLA/SLOs among Relationship Managers, Pension Operations and Institutional clients. Provided institutions with Pay-In and Pay-Out performance data, outlining how client met or exceeded negotiated SLA. Delivered on-time and on-budget.

MICHAELSON ENTERTAINMENT, Santa Monica, CA Dec 2004-May 2006

Director of Marketing & Customer Service

TIAA-CREF, New York, NY 1985-2004

Director, High Net Worth Client Services

Managed the development, delivery and administration of employer-sponsored annuity, mutual fund and defined contribution pension products. Led 80 staff providing all client services to High Net Worth customers. Directed the day-to-day operations and oversaw the distribution of work among three sites. Prepared reporting budgets, financials and pricing of products. Implemented and monitored financial, client service and compliance metrics.

Introduced proactive marketing program, retaining $90M in at-risk assets. Firm was losing assets from high net worth clients when beneficiaries transferred investments to competitors. Introduced new program, positioning firm as vendor of choice for all financial services needs. Contacted every beneficiary with over $500K in assets. Pre-empted competitors’ efforts. Increased retention rate from 30% to 70% of assets at risk.

Managed all client services and Call Center for 50 largest institutional clients. Led 100 staff dedicated to providing exceptional customer and cost focused service. Oversaw product development, customer support and relationship building, and service standards improvement. Implemented financial and performance measurement applications, aggressive process engineering and a new project management structure.

Led 40 staff who met with auditors, attorneys and plan administrators to develop efficient electronic data and fund remittance systems. Conducted off-site training and sales presentations for new and prospective plan administrators. Coordinated distribution of work, monitored performance, and served as knowledge expert for trends and technology that affected the business.

Project Manager or Senior Project Team Member on several high profile/high impact projects, including SunGard OmniPlus recordkeeping, Sarbanes-Oxley compliance, Siebel ERM conversion, Disaster Contingency Planning, ERISA 5500 reporting, Retirement Benefits and IRA Transaction Processing Systems.

Education, Certifications, Awards

New York University, Stern School of Business, New York, NY

M.B.A. in Marketing & Management - August 2000

University of Pennsylvania, Philadelphia, PA

B.A. in Economics & Political Science – May 1984

Regis High School, New York, NY

Certified Project Management Professional (PMP)

Certified Employee Benefits Specialist (CEBS)

FINRA Registered Representative (6, 63), Registered Principal (26)

Winner – 2002 TIAA Pinnacle Award for Customer Service

Winner – 2000 Stern-Deloitte Consulting Challenge

Fluent in Spanish

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