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Management Manager

Jersey City, New Jersey, United States
October 26, 2016

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Tanu Khanna, PMP

** ******* ******, **** ***, Jersey City, NJ 07306

Phone: 617- 571-9790 Email:


Highly accomplished thought leader with over 15 years of experience providing strategic business development, project and program management services, and establishing PMOs for IT and business transformation initiatives

Decisive, energetic, and focused leader who fuels business and revenue growth, improves business and operational processes, adept at relationship development, financial management and control, and governance structures

Exceptional interpersonal communicator who builds credibility, establishes rapport, and maintains communication with stakeholders at multiple levels in and out of the organization. Highly skilled at influencing without authority

Specialties: Business and IT Transformation, Project/Portfolio Management Office (PMO), Program Management, Regulatory Compliance (Actimize), Strategic Roadmaps, Business Architecture, Practice Management (Anti-money laundering (AML), Dodd Frank, Volcker Rule, KYC, Liquidity Risk, Market Risk, Arbitrage Trading, Equity and Derivative Trading, Brokerage and Investment Management, Change Management)



Regulatory Compliance, Surveillance (Actimize), CCAR, Liquidity Risk, Anti-money Laundering, Arbitrage Trading, Equity Derivatives, Collateral and Security Lending, Capital Markets, Investment Management, BASEL II, Dodd-Frank Act, KYC/Client On-boarding

Functional Areas:

High Performance Leadership, Finance Management, Human Resources Management, Vendor Management, Project Management Office (PMO), Program Management & Corporate Governance, Organizational Behavior, Business Process Re-engineering, Risk Management, Regulatory Capital Model & Reporting

Project Management Methodologies:

SDLC, PMI, RUP, JAR, IIBA, RAID (Risks & Issues Log), Business Modelling, Data Mapping, Conceptual Flow Diagrams, Entity-Relationship Models, Logical Diagrams, Data Flow Diagrams, Contextual Diagrams, Problem Solving Techniques and Project Management Network Diagrams

Analytical Skills:

Budgeting, Forecasting & Schedule Development, Negotiations, Conflict Management, Earned Value Analysis, Cost Benefit Analysis; Balance Sheet Analysis, Income Statement and Cash Flow Analysis, Brokerage & Trading Platforms

Tools & Languages:

MS Project, Access, SharePoint, Clarity, HP PPM, Visio, SQL, Wiki, Adobe PhotoShop, Rational Suite (RequisitePro, ClearQuest, EDMS/Documentum), MS Office Suite 2003/2007 (Word, Excel, PowerPoint), Mind Manager, InfoPath, MIS, Confluence, JIRA, EPPM, Lotus Notes


Deutsche Bank November 2015 – Present

Management Consultant, Dodd Frank Title VII

Directed the Dodd Frank title VII initiative for swaps/OTC derivatives for creation of breach reports, records retention, and attestation by front office traders

Established a PMO reporting and governance model for portfolio level reporting to SteerCo and OpCo.

Created a consolidated project plan between IT and business, resource plan, annual budget, and commutations models for effective management of the program

Managed program RAID to effectively drive the initiatives amongst program issues, risks, dependencies, and assumptions to ensure appropriate issues/risks are escalated through appropriate stakeholders and senior management if needed for timely resolution

Driving the annual book of work effort supporting the regulatory PMO to identify all potential asks/projects and driving inter-departmental discussions to prioritize effort for 2016-17 delivery.

Ernst & Young (EY) March 2014 – September 2015

Manager, Financial Advisory Services (FSO)

Provided advisory services to clients for business and IT transformation, program management, portfolio management,

PMOs, strategic roadmaps for large and complex global initiatives

Key programs directed:

Advised global investment bank to lead highly visible Treasury PMO for Liquidity Risk (US LCR) management and CCAR program. Improved existing PMO environment to provide stability. Advised client to establish reporting cadence for timely and quality reporting of the program status to the Central PMO and steering committees

Led the anti-money laundering / trade surveillance assessment initiative for a large global bank. The assessment focused on analysing bank’s AML monitoring platform, data assessment, training, operating model, operational procedures and processes, and MIS reporting. Total Budget: 30MM

Advised Head of Global Operations of a large global bank and led the development of a global cards AML monitoring implementation plan for the Operations work stream for 23 countries, 4 regions includes NAM, EMEA, APAC, and Japan for submission to the FRB as a result of a consent order

Collaborated with the core regulatory compliance PMO of a large bank to prepare the AML Monitoring Implementation plan, consolidating nine (9) work streams into an integrated global plan, communicating with both business and EY leads of each plan, steering committee, and preparing all FRB submission artefacts for the large global bank to submit to the FRB

TIAA-CREF May 2012 – March 2014

Senior Program Manager, Individual Advisory Services (IAS)

Demonstrated superior strategic leadership, business and technology roadmaps, program management, resource planning

and optimization, financial management, overall operations management, process re-design, program governance,

Strategic Roadmaps: Provide strategic roadmap that will drive organizational focus for three (3) years with focus on the identification and prioritization of key strategic initiatives and look at people, process, applications and data

Program Governance: Develop best practices for the PMO and conduct regular sessions to communicate upcoming PMO deliverable, best practices, and process to PM leads and related personal

Portfolio Management: In close collaboration with IT and business partners, develop, monitor, and execute year Book of work for the department with program leads execute multiple initiatives

Steering Committee Reporting: Identify, develop and manage executive management reporting requirements and present portfolio status to senior level committees in collaboration with the business level executives

Resource Planning and Management: Identify and hire best talent for various roles that are needed to run the program management office such as program manager, project managers, coordinator, business manager, business analysts, admin support, financial analysts, budget control, performance measurement analyst et al

Forecast and Cost Management: Lead the annual budget cycle of 25MM in close collaboration with IT partners, IT Finance, HR, Legal, and business executives to ensure the annual budget is monitored and funded programs are delivered in line with management and customers’ expectations

RBC Capital Markets August 2011 – March 2012

Associate Director, Global Arbitrage Trading

This division undertakes initiatives related to trade life cycle management, pricing, and risk management for Front-Middle-Back office

Program Portfolio and Finance Management

The Global Arbitrage Trading group trades various asset classes - OTC equity derivatives, security lending, loans, Options, Swaps, Futures and forwards, FOREX and also has responsibility for risk management for these trades – counterparty risk, market risk, interest rate risk

Accountable for 20MM budget in 2012 representing three programs, ten projects, vendor professional services (Sophis) and licensing costs, maintenance and infrastructure costs for the group

Prepare, track, and participate in cost negotiations to stay within annual plans and continuously review financial strategy based on fast changing financial environment and economic forecasts

Directed two large programs: Integration of GATAsset Pricing Libraries in Sophis, Full ReVAL VaR for GELP, working in conjungction with GAT FO, GELP FO, Market Risk, RiskIT, Valuations, Model Vetting, Product Control, Operations, and IT Finance divisions

Managed and negotiated contracts with the third party vendors (Sophis, MarkitWire, Reuters, Bloomberg, RiskCare) to get the best pricing and servicing agreement for the firm

Practiced relational, situation-specific, and value-based leadership to direct 50 people staff including Front Office (FO) traders, senior managers, analysts, and Sophis application developers

Advised on human capital management, resource management, legal and compliance mandates for the group

Alliance Bernstein L.P., August 2010 – February 2011

Program Manager PMO, Enterprise Risk Management

PMO for the Enterprise Risk Management division providing leadership to strategic firm wide highly visible, high risk, capital intensive compliance and regulatory risk programs in conjunction with Audit & Legal

Directed the firm wide program namely Controlled Access to Information, to unify audit and compliance mandates impacted by access control deficiencies including SOX/SAS, GLBA, etc.

The program consists of 60 risk, compliance, and regulatory projects managed by 35 project managers in various functional divisions of the company

Develop and design new processes to increase operational efficiency of executing the program. Create and publish program guidance to extend improved services and better experience to program stakeholders

Citizens Financial Group November 2009 – July 2010

Program Manager, Regulatory & Compliance Risk

Responsible for program and portfolio management within the Regulatory Risk Division of CFG

Conducted multiple program scoping brainstorming sessions with senior management to scope out the program

Closely worked with the third party vendor to gather cost/schedule estimates and submitted estimates to departments executive management for 2011 budget planning and financial forecasting

Maintained continuous alignment of program scope with strategic business objectives, and made recommendations to modify the program to enhance effectiveness toward the business result or strategic intent

Mentored staff in methodology and consulting excellence and encouraged best practice in project management and project planning

State Street Bank January 2009 – November 2009

Program Manager, BASEL II Risk Management

Managed BASEL II Risk program in preparation to commence pre-parallel and subsequently enter parallel to be in compliance with the BASEL II Federal Regulatory Requirements (Credit Risk and Operational Risk)

Responsible and accountable for the coordinated management of multiple BASEL II projects directed toward strategic business and other organizational objectives to address regulatory gaps (GAP Analysis) in order to meet the BASEL II federal rules & requirements in preparation for internal and external parallel

Responsible for program reporting to monitor and report program resources, budget, risks & issues, inter and intra project dependencies, and key core milestones across projects to BASEL steering committee

Managed departmental Federal Rules & Regulation requirements against current policies and procedures to ensure all requirements were addressed to meet BASEL II compliance requirement

Fidelity Investments April 2002 – November 2008

Senior Project Manager

Directed, planned, implemented and executed various programs and project portfolios via project identification, selection, and prioritization. Extensive experience in developing and publishing cost & schedule forecasts, managing and training resources, defining roles & responsibilities, assigning projects to project managers, developing and mentoring teams, building and managing plans, risks, issues, budget, schedule, and work product tracking for large, complex, cross-functional, multi-departmental global programs.

Key programs directed:

Sr. Project Manager, TITAN, Jan 08 – Nov 08

Managed TITAN (Technical Investigations Tracking & Analysis) program and various projects planned for 2008 along with managing client relationship while working closely with Fidelity Corporate Investigations

Program utilized a third party application, Actimize, to monitor, detect, and manage Money Laundering and Fraud Detection activities

Planned and tracked program financials (upto $2MM) against the 2008 year plan. Ensured all projects were delivered within schedule & budget per the year plan

Senior Project Manager, Enterprise Authorization, Apr 07 – Dec 07

Managed the Vendor Evaluation phase of the project to select an Enterprise Authorization solution for the firm

Managed functional & performance Proof-of-Concept (POC) with selected vendors and provided vendor recommendations to the steering committee based on the POC findings

Managed POC from planning through execution. Delivered POC results on schedule/on budget

Conducted extensive vendor analysis to provide recommendations to steering committee for vendor selection.

Project Manager, AccessCENTRAL 2.0, Apr 06 – Apr 07

Managed the migration of PASSPORT application into AccessCENTRAL application. The primary function of the AccessCENTRAL application was to provide end-users with a centralized identity management solution

The application implemented a work-flow management system with access requests flowing across different departments. Application was built on Microsoft .NET platform with Oracle as backend database

Used Agile methodology through planning, requirements gathering, design, development, testing, and implementation phases of the project. Project team was spread out globally in US, Ireland and India

Project Manager, Password Reset, Sept 05 – Mar 06

Consolidation/ Migration of multiple stand-alone password reset applications into a centralized enterprise-wide self-service password reset application

Centralized application was built on the Microsoft .NET platform and Oracle database

Efficiently managed the project through its life cycle using Project Management Institute (PMI) standards as well as the Software Development Life Cycle (SDLC) methodology

Project Manager, Offshore Development Centre, Jan 05 – Feb 06

Worked as a project manager to set up technology/ infrastructure at third party vendor site located in India

Managed the voice, data, and hardware delivery of an offshore development centre in Mumbai, India

Included the creation of operational and support documentation, best practices, security process and procedures

Project Lead, Multiple Projects, Mar 03 – Dec 04

Conducted cost based analysis for an in-house build vs. vendor product. Project involved vendor management Provided recommendations for executive strategic product decision and vendor selection process

Led the India Paging project to implement desired paging solution at Fidelity India per Fidelity US standards

Led the Korea Extranet project to implement a new extranet firewall in South Korea

Business Analyst / Project Intern, Apr 02 – Feb 03

Designed and developed various reports to support the Program Managers for decision making processes (Risk Analysis, Cost Management, Quality and Performance metrics etc)

Assisted the Program Management Office on various programs to collect, analyse and disseminate information among the Enterprise Program & Project Management Office project team and stakeholders


Masters of Business Administration Class of 2017

Babson College (Distance Learning-Blended Program), Boston, MA

Masters of Science in Information Management 2003

Syracuse University, Syracuse, NY

Bachelors in Pharmacy, S.N. Institute of Pharmacy 1998

Pusad, India

Certifications and Training

The Project Management Professional (PMP) 2007

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