Jose Luis (Joe) Rodriguez

adim27@r.postjobfree.com +1-908-***-**** www.linkedin.com/in/JoeRodriguezNYC

Executive IT Leader

Extensive experience leading IT operations, innovations and transformations for global organizations

Top-performing executive with repeated success guiding global business strategy with established and emerging technologies to achieve maximum operational impacts with minimum resource expenditures. Talent for launching enterprise-level programs. Expert presenter, negotiator, and businessperson; able to forge solid relationships with strategic partners and build consensus across multiple organizational levels. Multilingual in English, Spanish and Portuguese. Possesses both U.S. and EU citizenship.

Highlights of Expertise

Strategic & Tactical Planning

ERP/SaaS Implementation & Optimization

Agile/DevOps @Scale Transformation Management

Vendor & Supplier Relationship Management

Contract Development / Negotiations

Banking Experience: Capital Markets, Corporate, Payments, and Central Banking

Global Workforce Management, Strategy & Optimization

Production Support, Change Management, Incident Management

Business-Driven Technology Organizations

Management Development Programs

Risk and Regulatory Compliance

Asset Class Expertise: Emerging Markets, Electronic and Algo Trading, Equities, FX, Commodities, Treasuries, Fixed Income, Payments

Professional Experience

Corsis, New York, NY September 2020 - Present

Senior Technology Advisor (part time advisory role)

Lead IT Due Diligence assessments and provide technical expertise to Corsis’ Private Equity and Venture Capital clients, utilizing a proprietary SaaS system, processes and scoring system that measures technology risk and compliance with best practices, evaluating Organizational Structure, Application Architecture, Infrastructure, Security, and Software Development Processes.

Provide technical expertise in support of technology due diligence assessments for private equity and venture capital firms investing in tech-enabled businesses across multiple industry sectors including fintech, healthcare, manufacturing, marketing, retail, and services sectors.

Conduct technical evaluations and assessments regarding the scalability of software businesses, SaaS applications, cloud infrastructure, and cybersecurity.

Utilize business intelligence software to measure and score the maturity of technology operations.

Collaborate with multi-disciplinary teams of solution architects to deliver insights to investors, board members and bankers.

Author technology assessment reports containing an executive summary, key strengths, key risks and recommendations for consumption by investors, board members, bankers, and C-level decision-makers.

Morgan Stanley, New York, NY March 2018 - March 2020

COO Operations IT Head of Agile/DevOps Transformation for Operations Head of QA/DevOps for Operations IT

Provided executive-level leadership with full accountability for all technology initiatives. Oversaw $180mm change budget.

Led all aspects of the Agile/DevOps @Scale Transformation for the Operations and Operations IT organizations. Identified 24 Horizontal Platforms, Collaborated with Platform leads to design their organizations based on business outcomes and KPIs. Created enablement programs for each, consisting of training, coaching and enablement team support.

Initiated an application rationalization program to standardize architectures, reduce technology debt, and improve resiliency, which will reduce the cost of Operations IT by 10% per annum.

Drove all aspects of Strategy, Portfolio Management, Budget Management, and Workforce Strategy.

Oversaw all aspects of Technology Risk and Hygiene for Operations IT.

Directed QA/DevOps for Operations IT. Restructured and transformed team, moving from functional testing to automated test engineering, which improved overall quality of systems, while reducing the cost of the team by 36% by shifting QA left, changing the profile of the staff from functional testers to Software Engineers in Test and Test Tool Engineers, and reducing the number of staff.

Oversaw Production and Change Management. Personally oversaw key high priority incidents and communications with Business and IT stakeholders.

Developed and executed on workforce strategy that led to 20% reduction in labor costs while increasing capacity and reducing defects, through improved processes, and negotiating better terms with vendors.

Bank of America Merrill Lynch, New York March 2017 – March 2018

Management Consultant

Program head leading a Technology Expense Management initiative for the business head of Global Markets and Banking. The focus of the initiative was to evaluate business driven technology expenditures to find sustainable reductions while progressing business/technology strategy, with a focus on application rationalization.

Developed business case highlighting significant cost savings through application rationalization, market data consumption efficiencies, data management, hosting and storage efficiencies, labor arbitrage and implementation of creative reduction strategies for technology consumables. The program reduced total cost of IT by 30% annualized over 5 years while progressing strategic roadmaps.

Developed standardized and automated processes for decommissioning applications, estimating/forecasting savings, and improved tracking, cost transparency reporting, improving analytical capabilities to support the initiative.

Developed comprehensive workforce strategy across all of IT, correcting inefficiencies, identifying labor arbitrage opportunities, and renegotiating vendor contracts

Developed Idea Tracker website for capturing/tracking/reporting expense reduction ideas, and a process for reviewing, approving, and funding them.

Program head leading a traceability initiative for all regulatory mandates for Global Markets and Banking. Program was designed to improve tracking and evidencing of regulatory mandates in an effort to reduce regulatory and reputational risk of non-compliance, improve quality, reduce the cost of evidencing, and significantly reduce fines.

Developed business case highlighting significant reduction in risk, and significant cost savings from reduced cost of evidencing and reduction in fines.

Defined a full life cycle traceability operating model, workflow, and technical architecture.

Managed 3 concurrent POCs with Basel, MIFID, and NFRR (Non-Financial Regulatory Reporting).

Federal Reserve Bank of New York, New York, NY April 2014 – February 2017

SVP Technology Services Group

Provided executive-level leadership with full accountability for all technology initiatives ($52mm annual capital project portfolio.) Oversaw $20mm budget and 100 associates.

Orchestrated modernization and service-level enhancement initiatives, moving to a business/product aligned organization, with expanded Waterfall SDLC to include iterative and Agile (Scrum) product development.

Replaced aging mainframe payment processing for Wholesale Funds, Securities, and ACH significantly improving resiliency, and capacity by moving to a distributed Unix, Java platform.

Initiated an application rationalization program to standardize architectures, reduce technology debt, and improve resiliency.

Implemented enterprise-wide data management capabilities that enhanced the Bank’s ability to analyze huge volumes of economic data to improve economic policy by utilizing Cloudera Hadoop ecosystem and Tableau for data visualization and analytics.

Oversaw Production and Change Management. Personally oversaw key high priority incidents and communications with the Board of Governors, Business Heads and IT stakeholders.

HSBC, New York, Sao Paulo and, Mexico City January 2013 – April 2014

Head of Americas IT (FX, Commodities, Treasury, Sales and Research)

Held bottom-line accountability for $47mm budget, and 200 associates in the U.S., Latin American and Canada. Oversaw front, middle and back office IT. Chief architect of systems strategy and road maps for each line of business by country.

Rationalized application portfolio across the region to standardize, and reduce technology debt.

Replaced KYC and ALM functionality with a single golden source, improving compliance and significantly reducing errors.

Oversaw Production and Change Management. Personally oversaw key high priority incidents and communications with Business and IT stakeholders.

Morgan Stanley, Montreal, Quebec, Canada March 2012 – January 2013

Management Consultant

Program lead/owner accountable for building near shore IT development and support team for Algo, Low Latency, and High Frequency Trading businesses. Managed distinct project to replace ION with a Morgan Stanley proprietary solution, which improved reliability, flexibility and reduced cost by $12mm annually.

Bank of America Merrill Lynch, New York, Sao Paulo December 2010 – March 2012

Head of IT / CTO Latin America and Canada

Led front, middle and back office IT for Global Capital Markets, Wealth Management and Corporate Banking in Latin America and Canada. Oversaw $24mm budget and 140 associates, while defining three-year strategy and roadmaps for each business line per country.

Effectively reorganized group by country, line of business and function under country/regional CTOs, dramatically improving service delivery, while expanding capabilities.

Rolled out system enhancements to fixed income middle and back office systems in Mexico, which increased execution volume through DMA provisioning, and improved risk management.

Established first front-to-back implementation of Fidessa for the Equities business in Brazil, along with other systems enhancements, which increased execution volume from 25k/day to 200k/day through DMA provisioning, improved trading arbitrage, and significantly improved the ability to manage risk.

Oversaw Production and Change Management. Personally oversaw key high priority incidents and communications with Business and IT stakeholders.

Developed comprehensive workforce strategy, identifying labor arbitrage opportunities, and renegotiating vendor contracts

Credit Suisse AG, New York, NY April 2004 – December 2010

Global Head of Solutions Delivery Management 2007 - 2010

Critical internal change agent, accountable for establishing a global horizontal shared services function to address solutions delivery, quality and consistency in the Americas, EMEA, and Asia Pacific region. Oversaw $22mm budget and 150 associates in global markets.

Formed Strategic Project Management team accountable for leading large and complex projects, which restored and elevated organizational support for IT.

Reorganized analysis services team into two distinct groups, to better address needs from either a business flow or domain/systems perspective.

Launched Quality Assurance Testing Services, a dedicated group within IT accountable for end-to-end QA testing; generated $11mm savings annually, with operational efficiencies.

Improved capacity management, systems resiliency and a focus on innovation by deploying a Process Improvement and Quality Management team to resolve existing process issues.

Oversaw Production and Change Management. Personally oversaw key high priority incidents and communications with Business and IT stakeholders.

COO Equities & Global Arbitrage Trading IT 2004 - 2007

Directed three-year IT development strategy, with financial accountability for $110mm budget and 600 associates globally. Chaired Global Equities and Global Arbitrage Trading Technology Steering Committees.

Identified $7mm in annualized savings through a cost transparency project which resolved IT charge backs to the Equities business.

Developed comprehensive workforce strategy, correcting inefficiencies, identifying labor arbitrage opportunities, and renegotiating vendor contracts

Redesigned team operations to favor a highly-offshored structure, which netted an annualized savings of $20mm.

Introduced a business case review and prioritization process that ensured capital investment was in line with strategic plans and they were value add.

Merrill Lynch, New York, NY January 2001 – April 2004

Global Equities IT Business Manager

Provided oversight and control of $100mm budget.

Built a PMO function to provide program oversight, governance and project management skills.

Post 9/11 was part of a small SWAT team in Equities, Equity Linked Products charged with bringing the business back on-line. My role was to project manage and be hands on in all activities necessary to bring the business back on-line as quickly as possible. This included everything from moving critical staff to business continuity sites, to building out trader work stations and telephony turrets, testing systems and infrastructure, and providing trading floor support in the months that followed the restart of business.

Managed all cost reduction activities for the group resulting in over $15mm savings by consolidating system development teams supporting redundant systems.

Managed all workforce and location strategy activities post 9/11. or contracts

Education & Credentials

Bachelor of Science (BS), Industrial Administration and Computer Science

NJ Institute of Technology, Newark, NJ

Affiliations

HITEC (Hispanic IT Executive Council) – Volunteer executive mentor to emerging leaders in the Emerging Executive Program

Certifications

U.S. Secret Security Clearance

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