Business Analyst Lead Architect

JULIE RAFALOVITCH

*** ******** ***

Newtown, PA *8940

Tel: 215-***-****

email:****************@*****.***

SUMMARY:

Results-oriented IT Delivery Manager with a 20 plus years progressive career in Major Financial Institutions with great exposure to Technology, Global Operation, Product, Infrastructure and Architecture. Relationship Management, Portfolio & Resource Management, Financial Management & Change /Release Management, ensuring quality deliverables are achieved across the functional portfolios. Specializing in business and technology transformation. Heavy interaction with Compliance, Risk and Regulatory divisions for Global Financial application. Proven ability to successfully deliver multiple complex projects simultaneously while maintaining consistently superior levels of productivity. Strong leadership skills and an effective team builder, which instills confidence in peers and staff. Expert in a full life cycle (SDLC). Broad based exposure to all aspects of information technology strategies with established strengths in devising and implementing improved approaches to internal technology deployment process. Decisive and goal-oriented management and leadership of application development groups, including virtual teams. Excellent communication and team player skills in working with colleagues at all organizational levels.

EMPLOYMENT:

Pride Technologies / GRS Technology

Client: Morgan Stanley Wealth Management Technology (May 2015 – present)

Senior Delivery Manager

Managed a relationship between Development team and Infrastructure Technology team, supporting the Wealth Management Client Channels line of business in the US. The responsibilities included maintenance, support and deployment of business applications, operating systems and hosting hardware, focusing on business transformation, capacity planning and re-designing and upgrading core infrastructure, achieving delivery of Web Portal, Content, Security, and Identity management solutions to clients.

Managed all changes for Digital Client Channels Portfolio including the following:

oWaterfall and agile project related changes

oAll RTB and Break-fix Changes

oApplication Infra changes for projects and RTB work effort

oInfrastructure changes and upgrades (Gemfire, Castle, Windows OS, SQL, Net)

oVendor managed application changes

Created and Implemented the release process for Client Channels Line of Business which was adopted by the rest of the Wealth Management organization.

Managed an on-shore and off- shore teams that coordinated, scheduled and managed all release activities for Client Channels Portfolio team.

oFacilitated the review of all projects that are scheduled for a specific release

oManaged team that was engaged in creating cloud-based deployment for Digital Client Channels Portfolio Team

oManaged all code/DB deployments for Digital Client Channels Portfolio Team

oCoordinated the integrated release process between on- premises deployment and cloud deployment for Digital Client Channels Team

oApproved and release aligned all Change Proposals for Digital Client Channels Portfolio Team

oReviewed and provided Final Approval for all production deployment tickets for the Digital Client Channels platform

oParticipated in the Release Planning and Portfolio reviews for Digital Client Channels Portfolio team

oManaged CAB/ECAB (Change Advisory Board / Emergency Advisory Board) reviews for Digital Client Channels Portfolio Team

oFacilitated on-boarding of the application infrastructure changes upgrades and deployments for the Engineering team

oFacilitated knowledge transfer sessions with Digital Client Channels production support team

oManaged release defect reviews post release deployment for Digital Client Chanel Portfolio Team

Managed the development environments for Digital Client Channels Portfolio team

oManaged all dev-ops related activities including set up of the virtual environments (sandboxes) for 4 Digital Client Channels Fleets and 19 Digital squads

oManaged all environmental issues for Digital Client Channels Portfolio Team during the deployment process

oManaged all activities related to the purchase and set up of new hardware for Digital Client Channels Portfolio Team

oManaged all code and data refreshes for all for Digital Client Channels Portfolio environments

Provided communication to the Project Management, Development, Production support and Deploy-Ops teams with regards to process updates and process changes.

Managed on-shore and off-shore team to continuously works on process improvements. (Including the all the adjustments that are required to be able to deploy in the fast environment that we are supporting)

Trained the teams with regards to new process and process changes. (Including TCM creation, DPRM changes and new processes)

Bank of America Merrill Lynch (August 2013- May 2015)

Service Delivery Manager Lead

Service Delivery Managers Leads are point of contacts for CTO organization and are responsible for coordinating engagement between LOB (Online & Client Interactive Technologies) and TI and ensuring all infrastructure is in place for release readiness. Service delivery Managers are responsible for coordinating between LOB (Online & Client Interactive Technologies) and Engineering teams to deploy new products and services to production.

oAccountable to monitor quality of project deliverables to ensure objectives are met.

oReport the Portfolio status during Executive management calls.

oProvide status for projects during Portfolio review meetings.

oProvide infrastructure requirements for the Portfolio to TI partners.

oAccountable for ensuring all infrastructures is in place for release readiness.

oDesignated as the single point of contact and provides the escalation point for BTG.

oAccountable for the coordination and facilitation of deliverables for various production platforms, partnering with technology and production support resources.

oAccountable for communication and education of Business Technology Group(BTG) and GWIMT organization of recommended services available.

oAccountable to communicate status of milestones, deliverables, risks and issues.

oProvides financial oversight of CTS spends against approved project budget as well as attaining estimates for the portfolio.

oEnsures platform and architecture roadmap alignment with GWIMT technology.

oAccountable for new processes and methodologies that will streamline current processes to facilitate better project management.

oAccountable generating integrated project milestone plan & providing oversight between Core Technologies & Solutions (CTS), Technology Infrastructure (TI) Technology Project Manager’s (TPMs)

oAccountable for deployment scope and socialize with CTS, GWIM Arch & TI on the priority and timelines.

oCoordinate provisioning requests with TI.

oEnsuring timely completion of SE /PL validation prior to transition to RM

oInterfaces with Release Management to ensure no obstacles are encountered to prevent a client app from deploying in the intended release.

oProvides oversight of SE, PL, SAPE activities.

Bank of America Merrill Lynch (August 2010- 2013)

Service Delivery Manager

Point of contact for CTO organization providing coordination of CTS and ET&D service requirements. Provide project oversight in coordination with CTS service providers, ET&D EM’s, TPM’s and DTL’s

oCommunication and clarification of the GWIMT organization and the services available and recommended

oManagement of Project Center requests

oCreation of project delivery plans

oOversight of remediation activities covering outstanding issues and risks

oSAD, SRS, HLD, LLD and Product Profile Reviews

oCoordination of Development, CTS and ET&D signoffs

oGather CTS & ET&D funding requirements for projects with financial oversight of forecast vs. actual vs. planned costs

oOwnership of project pipeline review and input into the capital request system

oResponsible for capital requirements and server/SAN procurement projects from inception through implementation

oCoordinate communication of the weekly CTS Communication’s and Change bulletin

oProject management coordination for:

ET&D infrastructure activities (i.e. data center migrations, Tband, etc.)

GWIM managed desktops

oAssist with release coordination activities in partnership with Release Management

CIT (2010- August 2010)

Project Manager/Consultant

Managing Proof of Concept and Vendor Selection project and Regulatory Reporting Database move to Production project for CIT Regulatory Reporting Team.

POC and Vendor Selection Project:

oManaged the effort to gather business and functional requirements to complete POC on site for the Regulatory Reporting tool selection process.

oGathered business and functional requirements from CIT IT team, CIT ASG team and Regulatory Reporting team.

oCreated business and functional requirements documentation.

oDefined scope, timeline and cost.

oDeveloping and documenting project Implementation Plan.

oCreating Project Plan and Project Timeline.

oCoordinate the POC project with internal IT audit team to make sure that the tool that is chosen meets internal compliance standards.

oManaging Vendor Relationship.

oCompiled Technical System Requirements Documentation.

oReview Vendor Documentation and provide overview and technical recommendations to the Regulatory Reporting team.

oProvide status and overview to the CIT STS team, CIT ASG team and the CIT Regulatory team

oAssessing vendor tools and providing objective overview for the tool selection process.

oReview all documentation with vendors and internal CIT teams.

oServe as a liaison between vendor and internal teams.

oCommunicate with technical and business teams to resolve issues, risks and dependencies.

oProvide status reports to teams and management.

Regulatory Reporting Database Move to Production Project:

oUnderstating the internal IT process to move a database to production.

oGathered technical requirements.

oEvaluate and document issues and risk.

oCommunicate with technical team to resolve issues, risks and dependencies.

oAssign resources for the projects.

oCreating Implementation/Project Plan and Project Timeline.

oGathered and created documentation for the IT application id.

oSet up access to the Team Track system.

oReview all documentation with CIT IT team and Regulatory Reporting Team.

oCoordinate all tasks for the internal IT team.

oCreating Disaster Recovery Documentation with internal CIT DR team.

oProvide status reports to the management.

Other projects:

oCreated audit task documentation based on STS Audit report for the Regulatory Reporting team.

oIndentify Risk and Benefits for projects.

oBased on the STS audit point, updated the Q2 Task List for the Regulatory Reporting Database.

oManaging the task document through the Q2 release.

oIdentified process improvements, risk, and issues and communicated to the management.

oMade recommendations to implement additional controls for the Regulatory Reporting Database.

oIdentified and communicated the risk.

JPMC CHASE CARD SERVICES (2001-2008)

Project Manager

Managed infrastructure related projects and Information architecture projects for the Prospect Database team for Marketing Acquisitions department

Managed technical refresh program for Prospect data warehouse team including production and quality assurance environment.

oManaged a vendor selection process.

oManaged control elements for the supported databases.

oCoordinated and managed all efforts between local IT staff and the outsourced vendors to implement proof of concept for Prospect Risk Marketing application.

oFully responsible for the entire project life cycle of the development of the internal systems related to: Marketing, Strategic Business Unit, Originations, and Prospect warehouse.

oManaged the effort to gather business and functional requirements to compile business system models

oWorked as a liaison between application development teams and the Business Office to coordinate, plan and manage project activities, sign off and approval process.

oCoordinated with the Head Office and the users to implement and manage methodologies, documentation, project records, policies, procedures, strategies and standards as required

oManaged a team of subject matter experts responsible for various projects.

oDeveloped step by step project and implementation plan.

oOrganized program status reporting and led regular status meetings

oManaged documentation process.

Managed implementation of database management tools projects.

Managed all server-decommissioning projects.

Managed all data transfer projects.

Managed all user requests for application and database access.

Managed all space allocation and deployment.

Managed resource allocation and QA tracking of current weekly roll outs.

Coordinated, planned, managed and reported on the activities and budgets of data conversion projects.

Investigated the feasibility of proposed projects including system overview cost/benefit analysis and recommendations with alternatives.

Documented defect tracking; created statistical reports on progress made used for clients reporting in a tight time frame.

Created a status reporting process for communication between Business owners and IT Senior management.

Information Architect (2001-2006)

Manage current state Data Architecture for all applications within Acquisitions and Marketing block for Chase Card Services in Oracle 9i, Oracle 10g environment and SQL Server.”

Responsible for approval of all database structure changes for all applications.

oManage all data artifacts related to the supported applications using ERWIN 4.1:

Logical and Physical Data Model

Data Dictionary

Metadata Repository

oInterface with Enterprise level Architects to define target state for Credit Card Services Target State Data Model.

oResponsible to assure that all database solutions for Acquisitions and Marketing department supports enterprise direction.

oResponsible to make sure that all technical design for Acquisitions and Marketing department is build to required standards and reduces time to market.

oManaged data modelers for development teams.

oCollaborate with the DBA and Development Teams for implementation of projects.

oManaged an outside vendor responsible for all technical development and changes to the existing databases.

oManage and administrate Oracle roles process for database access.

oParticipate in Data Review Board reviews by providing constructive feedback to others.

Develop all technical design for Oracle 9i and Oracle 10g databases.

oCommunicate with users to gather new data requirements.

oTransform requirements into a normalized logical data model.

oDesign Logical/Physical models.

oGenerate DDL and validate its proper implementation.

oParticipate in Code review.

oParticipate in the denormalization of the data model. Ensure that business rules are implemented via an alternate mechanism (i.e. trigger, application code). Work with the development team and DBA to create an appropriate First-Cut Physical Data Model.

oMentor Data Modelers in proper data modeling techniques, the Data Review Board process, the location and definition of data across business areas within the line of business.

oRecommend proper locations for data, with replication plans, based on sizing, SLA, retention strategy, etc.

oAccept, investigate, and respond to end user questions about location, format, and meanings of data in various databases.

oMaintain information about logical and physical datasets (files and databases) in a central asset repository.

oSubmit, review and approve requests for file transfers.

oMaintain appropriate Version Control on data models.

oPresent data designs and project approaches to the Data Review Board for review and approval, and ensure all Project Delivery Process deliverables are created and changes meet the industry standards.

Represent Acquisitions and Marketing block for Chase Card Services as a lead architect on the Data Management Council.

oAssured all data standards and best practices are met for all control elements.

oCommunicate strategic direction throughout their areas of responsibilities.

oIdentify opportunities to reuse data and reduce redundancy in data across the enterprise.

oPrevent the proliferation of disparate product and technology strategies.

oContribute lessons learned, to the Data Review Board and Data Management Council from area of responsibility, as an opportunity to gain synergies across the organization.

oReview standards, principles and other technical direction in a timely fashion with constructive feedback.

oAdhere to, and enforce the Data Standards and all other enterprise architectural standards and principles.

TAYLOR NELSON SOFRES INTERNATIONAL (January 2000 - 2001)

Business Systems Analyst/Team Lead

Worked with clients to architect major applications in Telecommunications industry. This is a Datawarehousing firm that collects and analyzes data and sells to Phone Company clients.

Designed internal applications to monitor /analyze companies’ services utilizing, SQL Server, SQL OLAP, Fox Pro, ACCESS, SPSS, SAS to produce a web based (HTML, PERL) reporting and analysis tool.

Major Responsibilities included Maintenance of Residential (SQL.FoxPro) Database, Design and Development of Business Databases.

Specific Responsibilities include:

Met with clients to gather business needs and requirements to develop specs, including but not limited to Bell Atlantic, Verizon, AT&T, and Sprint.

Responsible for database analysis, integration and design.

Export and Import of data.

Validation of Data analysis.

Write logical project methodology and project plans, using MS Project.

Create specifications, business and technical documentation.

Project planning, management and allocation of time and resources.

Created reports, using SQL Query.

Produced the SQL backend for an internal scanner application.

Participate in Code reviews.

COMSHARE (July 1998 - November 1999)

Systems Analyst

Designed and developed Budgeting and financial applications for Fortune 500 companies using OLAP Client/Server Tools in a web based environment.

Determined application requirements and assessed required level of detail.

Gathered reporting requirements from various clients, including but not limited to, Disney, Pepsi, Reliance Insurance and Dyncorp.

Designed and developed database.

Manipulated client data files in order to create and populate the database.

Created formulas for custom database calculations.

Designed and developed user interface using Visual Basic, Basic Script, VBA, HTML, ASP, Java Script and J Script.

Conducted database administration for performance tuning and set up database security and user privileges.

ULTRACELL COMMUNICATIONS INC. (February1997 - July 1998)

Programmer/Analyst

As a member of a team, responsible for design, development, maintenance and implementation of an Inventory Tracking System using Visual Basic.

This system was designed to manage day to day operations of an electronic retail company. Application greatly reduced repetitive tasks and dramatically improved productivity.

Involved in the migration of the database from Access to Oracle.

ALMA TRADING COMPANY (September 1994 - February1997)

Programmer/Business Analyst

Responsible for design and implementation of the Human Resource Time Allocation System, utilizing Visual Basic 4.0 and MS Access. This system was designed to track time of the Company’s employees, maintain historical data and produce various reports. System maintained a list of all outstanding projects and allowed them to be attributed to any number of users. Participated in full project cycle.

EDUCATION/TRAINING:

Training courses

Project Management

Client Server Programming

Visual Basic

Oracle 10G

Intensive Training:

SQL

SQL*Plus

Chishinev State Polytechnic University, Chishinev, Moldova (1989 - 1993)

Economics/Computer Science

TECHNICAL SKILLS:

Database: Oracle, SQL Sever, Essbase

Software: Erwin, Visual Basic, MicroStrategy, Marketswitch, Crystal Reports, SQL, SQL*Plus, AbInitio, Microsoft Office, SAS, SPSS, Visual FoxPro, ODBC, OLAP, Serena, ServiceNow, TeamTrack

Operating Environment: UNIX, Windows

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