Project Manager Management
Resume:
Gunjan Syal
**** ***** ******, **** ****, Toronto, Ontario M2N 7L2
acu9k2@r.postjobfree.com
CAREER SUMMARY
Proficient project management skills developed through 10 years of project manager experience overseeing large $4-100MM projects from strategy to delivery in financial services, retail, health care and public sector
10 years of experience in managing and delivering successful application development, vendor package integrations, ITSM and infrastructure projects (migrations, upgrades), while working with a variety of vendors including: IBM, Oracle, Microsoft, Lenovo, Teradata, SAP, Bell, Dell and consulting firms (Accenture, Deloitte, CapGemini, IBM)
Strong forecasting, P&L, margin controls, cost budgeting and client facing experience through IBM and Accenture projects
Excellent interpersonal and communication skills, proven team leader with analytical bent to problem solving and delivering superb solutions even under high stress, ambiguous environments with resource constraints
KEY AREAS OF EXPERTISE
PROJECT MANAGEMENT: With a span of influence into business cases, proposals, RFP/RFI responses, solution design, and architecture. Responsible for successful projects and program delivery in the financial services, retail and public sector. Lean, PMLC, SDLC, LPgMF, PMF, PgMP, PMBOK, BABOK, UML, BPM, BPI, SOA, ITSM, ITIL, SCRUM, Agile, Rational Unified Process (RUP), global delivery, governance models, requirements sign off, risk management/mitigation, data analysis, data modeling, web analytics, forecasting, financial reporting and financial/ budget frameworks for cost/margin management
PLATFORMS: ePOS, ETL, ITSM, BI, Client Server, BPM, SOA, SOAP, WSDL, BPI, OASIS, TOGAF
APPLICATIONS: MS Word, Visio, PowerPoint, Project, FogBugz, BaseCamp, Sharepoint, HPQC, IBM SmartCloud
TOOLS/TECHNOLOGIES: Java, C, C++, .NET, Web Services, JBoss, IBM development tools (WebSphere Application Server, ESB, MQ, MB, Rational, Tivoli, Lotus), Cognos, Business Objects, Tableau, Informatica, Eclipse, cloud, web, mobile, Windows, Linux, Unix, SQL
PROFESSIONAL EXPERIENCE
Sr. Project Manager Shoppers Drug Mart (November 2015 - Present)
Description:
Managed a 4-months SWAT initiative aimed at improving system performance for a previously deployed enterprise-wide custom application, which had application design and infrastructure performance issues. The goal of the program was to develop enterprise-wide connection between applications, infrastructure and processes to deliver pharmacy services efficiently, while meeting all regulatory requirements
Modified and managed service delivery project SOWs, performance roadmap, strategies, processes and contracts between vendor team, SDM, consulting firms and infrastructure vendors to align business/performance/end-user goals, with high focus on financial implications, re-use, UI and risk management
Accountable for scope, governance, pricing and negotiations for all projects under the program: custom development projects through SDLC and agile/scrum methodologies, review of solution design and infrastructure set-up/configurations, security management, call center management, change requests and future release management
Leading a team of 5 IT PMs, 3 PCOs and 30-40 IT and infrastructure vendors on/off-shore to successfully manage client expectations through all levels of organization through review of data modeling, Java web services, Hibernate, Informatica, IBM WS ESB and Oracle databases, housed over a distributed environment of IBM and Dell servers over Bell network
Managed budget forecasting and created business cases for the initiative, including cost estimation and planning for KPI creation & measurement, as well as service change requests with vendors/sub-contractors
Worked closely with infrastructure vendors to create and implement integrated project plans aligning sourcing, bidding, invoicing, procurement and installation of network supporting devices, handheld devices, kiosks, PCs and printers at stores
Budget:
$20MM+ Application Development
$40MM+ Outsourced Infrastructure
Duration:
Current
Team Size:
100+ (including core, support, IT and stakeholders)
Reporting Structure:
Matrix organization
Methodology:
SDLC, Agile, Scrum, Waterfall, SOA, SOAP, WSDL, ETL, ITIL, PgMP, LPgMF, PMF, PMBOK, risk management, BABOK, UML, TOGAF, ITSM
PM Tools: MS Project, MS Office, Google Suite, Sharepoint, PMO tools/ processes/ templates
Technology:
Java web services, Informatica, IBM WS ESB, MQ, MB, Oracle databases, distributed environment of IBM and Dell servers, handheld scanning devices, SQL
Working Relationship:
Client - Program Management, IT Performance Management, IT Security, Infrastructure, IT support, Custom Integration, Application Development, Business Process Development, Call Center, Regulatory teams, CIO’s Executive Steering, Airlines’ Subcommittee, Business Services Merchants’ Subcommittee
Internal – Business Unit Executive team, Program Sponsor’s Committee meeting, Finance and Accounting team, PMO/PCO, Solution Architects, Software development, Hardware, Infrastructure Support, Call Center, QA, Legal support Teams
External Vendors:
Network Devices Vendor, Kiosk Installation Vendor, Payment System vendor, Staff Augmentation on networking skills vendor.
Deliverables:
Project cost/benefits estimates, bidding proposals for vendors, Financial reporting including internal and client dashboards, Integrated Plan, Schedules, Change Requests, maintaining Risk, Issues and Decision logs, material for Project Status and Steering Committee Meetings, Minutes and Workshop reports, Lessons Learned, Closeout Reports, Weekly and Biweekly Executive Reports with data for Project Key Success Factors and end-user feedback, Stakeholder Presentations.
Program Manager, Technology and Data Regional Municipality of York (May 2015 – November 2015)
Description:
Worked with corporate leaders to understand business and technology needs to identify cost effective solutions for achieving organizational and departmental objectives, increasing efficiency and excellent service delivery, with high focus on creating tangible value for tax payers measured through KPIs
Created and implemented a transportation technology strategy aligned with strategic/financial plans; including components such as methodologies aligning culture and policies, digital security, data modeling, enterprise architecture, mobile, data warehouse, dynamic business intelligence, innovative technology prototypes, cloud strategy, change management, risk management, partners/vendor management, and long-term systems support with SLAs
Managed margin controls and budget forecasting on these initiatives, including cost estimation and planning for scope changes
Initiated and delivered multiple cross-functional technology initiatives through deep understanding of business needs, process improvement, automation, analytics, Waterfall/Agile methodologies aligned with ‘good governance’ concept; such as a hosted Automatic Vehicle Location system for Regional vehicles
Managed 2 program managers and 12 business/technical professionals to successfully deliver the technology program’s goals and objectives, in collaboration with various internal departments, vendors and external partners such as other municipalities and non-profit organizations
Assisted Directors prepare and communicate the annual and multi-year technology budgets to Commissioners and the Council, including capital and operating components. Managed transportation technology budget to ensure compliance with the strategy, budget and procurement policies
Championed delivery of 3 agile pilots to empower business users by frequently validating the business needs against selected technologies, assessing the change impact on people and processes, writing RFPs, managing procurement process as well as gauging results via measurable KPIs aligned with leaders/ change agents to ensure positive adoption across the organization/culture
Budget:
$5000-$25MM
80% application development
20% infrastructure
Duration:
7 months
Team Size:
15+ (Direct Reports)
100+ (including core, support and stakeholders)
Reporting Structure:
Projectized, Operational
Methodology:
SDLC, Waterfall, Agile, Rapid Results, Rational Unified Process (RUP), PgMP, PMBOK, risk management, BABOK, UML, TOGAF, ITSM
PM Tools: MS Project, MS Office, Eclipse PPM
Technology:
Windows, Java, .NET, Unix, Linux, WebSphere Application Server, SQL, Sharepoint, Oracle, Erwin
Working Relationship:
Client - Program Management, IT Security, Infrastructure, IT support, Custom Integration, Application Development, Business Process Development, CAO’s Executive Steering and Project Oversight Committees
Internal - CAO, Software development, Infrastructure Support, Call Center, Product manager, QA, Engineering, Regulatory Support Teams
External Vendors:
Multiple hardware, software vendors, Multiple transportation industry partners and consultant, Technology/Strategy Consulting firms performing feasibility analysis and other studies
Deliverables:
Project financials, Scope documentation, Functional and technical requirements for client and internal development teams sign off, Integrated Plan, Schedules, Change Requests, maintaining Risk, Issues and Decision logs, material for Project Status and Steering Committee Meetings, Minutes and Workshop reports, Lessons Learned, Closeout Reports, Weekly and Biweekly Executive Reports with data for Project Key Success Factors and end-user feedback, Stakeholder Presentations, Financial internal and client dashboards
Sr. Project Manager City of Markham (November 2014 - May 2015)
Description:
Lead cross-functional strategic projects focused on increasing organizational efficiency and superb service delivery through process improvement, automation, analytics and deployment of technology solutions
Worked with directors and senior management as a trusted advisor to align strategy and implementation by designing governance models, management systems, project management methodologies, dashboards with KPIs, business plans, procedures, policies and work flows focused on increasing tax-payer value
Project managed key business transformation and change management initiatives, such as and digital security for enterprise portal solutions, ERP and HRIS/HRMS implementations for HR/payroll processes, by creating strategic and program management frameworks/tools customized for the City’s team
Owned relationships with service/technology vendors to manage long-term vision as well as short-term operational changes by aligning stakeholders at all levels, minimizing the risk, management of contracts/RFPs and service level agreements focused increasing service quality and decreasing operating costs
Spearheaded service optimization and excellent service delivery opportunities for the CAO’s team through internal data analysis, feasibility analysis, benchmarking, sharing best practices, market trend analysis and recommendations based on the dynamic economic and political landscape
Managed margin controls and budget forecasting on these initiatives, including cost estimation and planning for scope changes as well as new RFSs with the vendors
Budget:
$5000-$4MM
80% application development
20% infrastructure
Duration:
5 months
Team Size:
100+ (including core, support and stakeholders)
Reporting Structure:
Projectized, Operational
Methodology:
SDLC, Waterfall, Rational Unified Process (RUP), PgMP, LPgMF, PMF, PMBOK, risk management, BABOK, UML, TOGAF, ITSM
PM Tools: MS Project, MS Office, Eclipse PPM
Technology:
Windows, Java, .NET, WebSphere Application Server, SQL
Working Relationship:
Client - Program Management, IT Security, Infrastructure, IT support, Custom Integration, Application Development, Business Process Development, CAO’s Executive Steering and Project Oversight Committees
Internal - CAO, Software development, Infrastructure Support, Call Center, Product manager, QA, Engineering, Regulatory Support Teams
External Vendors:
ADP HRIS solution vendor, Multiple eLearning solution vendors such as Oracle, Consulting firms performing feasibility analysis and other studies
Deliverables:
Project financials, Scope documentation, Functional reporting and technical requirements for client and internal development teams sign off, Integrated Plan, Schedules, Change Requests, maintaining Risk, Issues and Decision logs, material for Project Status and Steering Committee Meetings, Minutes and Workshop reports, Lessons Learned, Closeout Reports, Weekly and Biweekly Executive Reports with data for Project Key Success Factors and end-user feedback, Stakeholder Presentations, Financial internal and client dashboards
Senior Project Manager MedAvail Inc. (January 2014 – October 2014)
Description:
MedAvail is a start-up focused on commercializing a kiosk for prescription drugs dispensing and patient counseling
Managed partnerships and projects to deploy proof-of-concepts with early-adopter clients in pharmacy and retail sectors in a fast-paced agile and often ambiguous start-up environment.
Developed business, negotiation, deployment, data modeling and governance strategies to ensure on-time and on-budget project delivery for client satisfaction, while managing multiple vendors and cross functional teams
Delivered projects efficiently by managing risk and cost through detailed plans/reports, KPIs, PMLC tools, change management processes, product roadmaps and release schedules, project resource assessment and coaching/management of four PMs
Successfully deployed four proof-of-concepts worth $4MM for a large US pharmacy client to evaluate the product and patient experience. Consulted and supported the client C-level teams using change management models through their design and implementation of new enterprise-wide business processes, operations and organization structure to support the product
Created a program with the client CIO team to design scaled placement models to create cost savings of $25MM for client by 2015. Managed margin controls, P&L and budget forecasting on these initiatives, including cost estimation and planning for multiple scope changes and service change requests with vendors/sub-contractors
Budget:
$4MM
85% application development
15% infrastructure/ hardware
Duration:
8 months
Team Size:
80+ (including core, support and stakeholders)
Reporting Structure:
Start-up, Projectized
Methodology:
Agile, Scrum, Rational Unified Process (RUP), LPgMF, PMF, PgMP, PMBOK, ITSM, risk management, BABOK, UML
PM Tools: MS Project, MS Office, FogBugz, BaseCamp, Sharepoint
Technology:
.NET, Java, Proprietary hardware, WebSphere Application Server, SQL
Working Relationship:
Client - Program Management, IT Security, Infrastructure, IT support, Custom Integration, Application Development, Business Process Development, Pharmacy, Call Center, Store Support, Regulatory teams, Clinic teams, CIO’s Executive Steering and Project Oversight Committees
Internal - CEO, Software development, Infrastructure Support, Call Center, Product manager, QA, Engineering, Regulatory Support Teams
External Vendors:
Flextronics – design, development and delivery schedule of proprietary kiosk hardware
Clinics – End users of the POC kiosks supplying feedback and requirements for future releases
Deliverables:
Project financials, Scope documentation, Functional reporting and technical requirements for client and internal development teams sign off, Integrated Plan, Schedules, Change Requests, maintaining Risk, Issues and Decision logs, material for Project Status and Steering Committee Meetings, Minutes and Workshop reports, Lessons Learned, Closeout Reports, Weekly and Biweekly Executive Reports with data for Project Key Success Factors and end-user feedback, Stakeholder Presentations, Financial internal and client dashboards
Program and Sr. Project Manager IBM Canada (January 2011 - January 2014)
IBM Client: Greater Toronto Airport Authority (GTAA)
Description:
Owned and managed delivery of enterprise-wide custom applications and infrastructure required for GTAA Terminal 3 airline support program. The goal of the program was to develop enterprise-wide connection between applications, infrastructure and processes to align Terminal 3 operations for efficiency; such as GTAA boarding-pass/check-in kiosks, airline flight boarding terminals, GTAA scheduling application to support flight/gating scheduling and align airport operations such as baggage handling for flights arriving/leaving Terminal 3
Constructed and managed service delivery project SOWs, trusted partnerships, strategies, processes and contracts between global IBM team, GTAA, IBM vendors and GTAA vendors (including airlines and airport merchants) to align business/financial goals, with high focus on end user satisfaction and risk management
Accountable for scope, governance, pricing and negotiations for all projects under the program: custom development projects through SDLC, individual IT asset refreshes via IMACs, network/digital security management, BPM solutions, BPI initiatives, server upgrades/builds, software/hardware installs, call center management, support of employee mobile devices on client network, image creation, change requests and data center management
Lead a team of 45-50 PMs, 3-5 portfolio managers and 30-40 IT resources and infrastructure vendors on/off-shore to successfully manage client expectations through all levels of organization during development of the integration layer which connected airline terminals to GTAA gate/flight scheduling systems through Java web services, data modeling activities, Informatica, IBM WS ESB and Oracle databases, housed over a distributed environment of IBM and Dell servers
Managed margin controls, P&L and budget forecasting on these initiatives, including cost estimation and planning for multiple scope changes and service change requests with vendors/sub-contractors
Worked closely with infrastructure vendors to create and implement integrated project plans aligning sourcing, bidding, invoicing, procurement and installation of network supporting devices, handheld devices, kiosks, PCs and printers at Terminal 3
Owned IBM profit/loss, complex billing models, invoicing process and sales/revenue targets for projects under the program. Produced both detailed financial reports for client project teams and high level financial summaries for C-level executives
Delivered the project on-time/on-budget and increased client satisfaction by 20 percent through creation of and tight reporting on KPIs, project plans to align scope, schedule, milestones, resources coordination during deployment and post-production support through ITIL practices
Budget:
$10MM+ Application Development
$90MM+ Outsourced Infrastructure
Duration:
12 months
Team Size:
100+ (including core, support, IT and stakeholders)
Reporting Structure:
Matrix organization
Methodology:
SDLC, Waterfall, BPM, SOA, SOAP, WSDL, ETL, ITIL, PgMP, LPgMF, PMF, PMBOK, risk management, BABOK, UML, TOGAF, ITSM
PM Tools: MS Project, MS Office, Lotus, Sharepoint, IBM PMO tools/ processes/ templates
Technology:
Java web services, Informatica, IBM WS ESB, MQ, MB. Oracle databases, distributed environment of IBM and Dell servers, handheld scanning devices, SQL
Working Relationship:
Client - Program Management, IT Security, Infrastructure, IT support, Custom Integration, Application Development, Business Process Development, Call Center, Regulatory teams, CIO’s Executive Steering, Airlines’ Subcommittee, Business Services Merchants’ Subcommittee
Internal – Business Unit Executive team, Program Sponsor’s Committee meeting, Finance and Accounting team, PMO/PCO, Solution Architects, Software development, Hardware, Infrastructure Support, Call Center, QA, Legal support Teams
External Vendors:
Network Devices Vendor, Kiosk Installation Vendor, Payment System vendor, Staff Augmentation on networking skills vendor.
Deliverables:
Project cost/benefits estimates, bidding proposals for vendors, Financial reporting including internal and client dashboards, Integrated Plan, Schedules, Change Requests, maintaining Risk, Issues and Decision logs, material for Project Status and Steering Committee Meetings, Minutes and Workshop reports, Lessons Learned, Closeout Reports, Weekly and Biweekly Executive Reports with data for Project Key Success Factors and end-user feedback, Stakeholder Presentations.
IBM Clients: WSIB, OMERS
Description:
Lead the delivery of enterprise-wide application and infrastructure project to provide Windows 7 upgrade on existing assets, deliver customizable cloud-based intranet for client employees, and mobile workplace initiative to develop network infrastructure for connecting employee devices to client network/intranet
Gathered and aligned client, internal and vendor teams to translate requirements into targeted solutions through negotiating, consultative selling and solutioning. Managed these projects through proposals outlining clear and measurable KPIs, risk factors and risk mitigation plans, project plans to align scope, schedule, milestones, resources coordination during deployment and post-production support through ITIL practices
Accountable for scope, governance, cost, profit/loss, margin control, forecasting, billing, executive financial dashboards and detailed report for projects under the program: exploration of existing IBM packaged cloud solutions and its customization for client environments through agile methodology with SmartCloud IBM team, network security management, new server builds to support cloud intranet, software/hardware installs, call center management, and support of employee mobile devices on client network. Managed deployment of the custom intranet solution on client’s Dell servers (distributed computing environment)
Worked closely with client PM team, HR teams and technical SMEs to identify types of employee roles and access required to create the Windows 7 images based on employee access governed by regulations and policies. Documented these as scope for client sign off and worked with Lenovo and Microsoft as vendors to identify tools and technical processes for creating these images and created a detailed roll out schedule, including plans for risk management and supporting change requests
Worked closely with infrastructure vendors through integrated project plans aligning sourcing, bidding, invoicing, procurement and installation of network supporting devices and handheld devices for client employees
Worked closely with IBM software teams and infrastructure vendors for on-time/on-budget delivery of desktop images during Win 7 upgrade project during a critical situation created due to resourcing/skill issues on vendor side
This project resulted in renewal of an annual $25MM contract for IBM to manage and support the intranet for next 5 years
Budget:
$8MM Application Development
$8MM+ Outsourced Infrastructure
Duration:
10 months
Team Size:
80+ (including core, support, IT and stakeholders)
Reporting Structure:
Matrix organization
Methodology:
Agile, IBM SmartCloud frameworks, BPM, ITIL, SDLC, PgMP, LPgMF, PMF, PMBOK, risk management, BABOK, UML, TOGAF, ITSM
PM Tools: MS Project, MS Office, Lotus, Sharepoint, IBM PMO tools/ processes/ templates
Technology:
IBM SmartCloud, MS and Lenovo Windows 7 upgrade tools, Java Web Services, DB2 database, handheld devices, IBM servers supporting cloud environment, WebSphere Application Server, SQL
Working Relationship:
Client - Program Management, IT Security, Infrastructure, IT support, Custom Integration, Application Development, Business Process Development, CIO’s Executive Steering, Business Units’ Subcommittee
Internal – Business Unit Executive team, Program Sponsor’s Committee meeting, Finance and Accounting team, PMO/PCO, Solution Architects, SmartCould team, Software development, Hardware, Infrastructure Support, Call Center, QA, Legal support Teams
External Vendors:
Network Devices Vendor, Handheld devices vendor, Staff Augmentation on networking skills vendor, Lenovo and Microsoft for Win 7 upgrade project, Dell providing some servers for distributed computing environment
Deliverables:
Scope documentation, functional reporting and technical requirements for client sign off, Project cost/benefits estimates, bidding proposals for vendors, Financial internal and client dashboards, Integrated Plan, Schedules, Change Requests, maintaining Risk, Issues and Decision logs, material for Project Status and Steering Committee Meetings, Minutes and Workshop reports, Lessons Learned, Closeout Reports, Weekly and Biweekly Executive Reports with data for Project Key Success Factors and end-user feedback, Stakeholder Presentations.
IBM Client: Loblaws
Description:
Project Manager, design and development lead on $15MM integration project to develop and maintain integrated ESB solution in a distributed computing environment, along with $20MM infrastructure required to align Supply Chain, Point of Sale, Warehouse, Inventory and Transportation Management systems across multiple chains owned by Loblaws
Worked with executives to develop RFPs and SOWs entailing tailored solutions from client business needs after evaluation of client’s environment. Managed margin controls, P&L and budget forecasting on these initiatives, including cost estimation and planning for multiple scope changes and service change requests involving vendors/sub-contractors
Created functional and technical requirement documents for client sign off for scope and cost management, conceptualized solution aligning all vendors and client teams to the high level solution including technologies used
Developed integrated project plans including details of participation from each vendor/client team for risk management/mitigation. Aligned this with specific business requirements in scope documents to function successfully in an ambiguous environment where vendors and client contacts changes regularly
Managed planning, solutioning, implementation, deployment and post-production support projects through all stages of project management life cycle using SDLC, ITIL, BPM, OASIS, SOA, SOAP, WSDL and change management methodologies
Lead client teams and on/off-shore resources throughout project lifecycle, while preparing documentation at each phase for client sign off process- process design, service identification, requirements gathering, data modeling, architecture design, POC and implementation phases through organization re-structuring while minimizing risk, including training documentation/ plans
Created ESB solution by integrating IBM WS ESB, MQ, MB, Manhattan Warehouse, Java interfaces, Web Services and data mapping layer using Java and Oracle databases. Customized these solutions and worked with a variety of consulting and IT supporting vendor teams to oversee deployment into production
Created an implementation plan for expansion of ESB in production environment to cover Supply Chain, Point of Sale, Warehouse, Inventory and Transportation Management systems through development of additional Java interfaces by on-shore and off-shore development teams
Leadership Award by Loblaws Client Super Star Program for work with client and off-shore teams
Budget:
$15MM+ Application Development
$20MM Infrastructure
Duration:
10 months
Team Size:
100+ (including core, support and stakeholders)
Reporting Structure:
Matrix organization
Methodology:
SDLC, Waterfall, BPM, SOA, SOAP, WSDL, ETL, ITIL, PgMP, LPgMF, PMF, PMBOK, risk management, BABOK, UML, ITSM
PM Tools: MS Project, MS Office, Lotus, Sharepoint, IBM PMO tools/ processes/ templates
Technology:
Java interfaces and data mapping layers, web services, IBM WS ESB, MQ, MB, Oracle databases, Manhattan Warehouse, WebSphere Application Server, SQL
Working Relationship:
Client - Program Management, IT Security, Infrastructure, IT support, Custom Integration, Application Development, Business Process Development, CIO’s Executive Steering, Business Units’ Subcommittee
Internal – Business Unit Executive team, Program Sponsor’s Committee meeting, Finance and Accounting team, PMO/PCO, Solution Architects, Software development, Hardware, Infrastructure Support, Call Center, QA, Legal support Teams
External Vendors:
Manhattan Warehouse database, Oracle consulting for database design, CapGemini performing QA, Deloitte managing technology strategy project, Accenture managing ERP teams, SAP for ERP integration components, Microsoft, Teradata
Deliverables:
Functional reporting and technical requirements for client sign off, Scope documentation, SOWs, Project cost/benefits estimates, bidding proposals for vendors, Financial internal and client dashboards, Integrated Plan, Schedules, Change Requests, maintaining Risk, Issues and Decision logs, material for Project Status and Steering Committee Meetings, Minutes and Workshop reports, Lessons Learned, Closeout Reports, Weekly and Biweekly Executive Reports with data for Project Key Success Factors and end-user feedback, Stakeholder Presentations
IBM Clients: TD, Manulife
Description:
Owned and managed a technical resourcing-based critical situation affecting delivery of 100+ enterprise-wide custom applications for wealth management business unit and infrastructure projects worth $45MM (application development and infrastructure). The aim of the project was to develop automated end-to-end customized solution to be used by wealth management teams during client background check, risk assessment and adjudication, along with identifying recommendations for portfolio based on client’s risk rating
Created and lead a short-term integrated plan, including a process and communication strategy to
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