Vice President Project Manager

LAWRENCE C. BOYCE (Rutherford, New Jersey; Cell – 201-***-****)

(MHG /JP Morgan Chase – VP & IT CFO)

Senior Financial Executive Manager with vast experience in the Financial Services Sector, in particular:

Extensive experience in cost accounting, strategic planning and analysis, performance management, executive reporting, MIS, expense management, and process improvement

Demonstrated ability to design and deliver performance management recommendations and create solutions to complex strategic and operational issues under dynamic business conditions

Experienced in collecting and analyzing qualitative and quantitative data from multiple sources and using a variety of methods

Successfully created and managed new financial functions

Excellent managerial skills with the ability to effectively build a team, work across organizational boundaries, and deliver results

Project Manager experience in multifaceted IT/Finance engagements in both public and private sectors

PROFESSIONAL EXPERIENCE

Mason Harriman Group: IT Turnaround Engagements 2006 – 2020

Small Business Administration: Office of the Chief Information Officer (OCIO) (Nov 2017 – Sept. 2020)

As an executive consultant to the SBA CIO, evaluated leading Technology Business Management (TBM) solutions available on the market today and provided recommendations for using the TBM taxonomy to identify, support, and accelerate internal transformation efforts. Led solution design and data collection efforts by teaming with the CIO, Chief Financial Officer (CFO) and Chief Data Officer (CDO), resulting in configured Apptio and CostPerform solutions. Provided support to document and facilitate SBA’s TBM vendor/solution evaluation and decision, then created a draft vision and roadmap for using the selected solution to support various OCIO planning, budgeting, governance, operational analysis, managerial/performance reporting, and other requirements. Generated an OCIO Organizational Profile report to document early understanding and potential issues, followed later by a more comprehensive list of high impact, high priority process improvement opportunities adjacent and relevant to core TBM implementation efforts to improve service delivery that will result in both hard and soft savings.

Federal Emergency Management Agency: Technical Hazards Division – Radiological

Emergency Preparedness Program (Oct 2016 – Jun 2018)

As an executive consultant to the Technical Hazards Division retained as the program manager for the engagement of enhancing the existing cost models (CostPerform). This enhancement affords the Division a view the impact of volume increases or decreases on the expense base. This enhancement was critical in the current environment in which areas are attempting to reduce expenses. This will offer management a view of what the impact is of services/products that are either being reduced or deleted. The revised model also has the ability to measure the Divisions impact on strategic goals, which is unique for the government. A model also was constructed to afford the Division the ability to generate fully transparent billing for clients.

National Institute of Health: Center for Information Technology (CIT) (Aug 2015 – Aug 2016)

As a CFO – Industry Advisor to the CIO’s office of CIT engaged as project manager. The engagement encompassed the development of a state of the art Technology Operations Center, and best practices evaluation of Event Management, Incident Management, Problem Management and Change Management. Additionally, a detailed cost decomposition of the IT group was conducted. This was requested to ensure that the charges to the clients were completely transparent. Three of the groups were studied (Hosting & Storage, Network Services and Business Application Services). The services utilized by the clients were simplified and reduced significantly. The unit costs were utilized to implement new prices for the 2017 planning process. Further, a number of observations and recommendations were provided to significantly improve finance/operations processes. CostPerform was the software utilized to house the unit cost detail.

Department of Justice: Justice Management Division – Controllers Office (Apr 2014- Aug 2015)

As a CFO – Industry Advisor to the Controller’s Office retained as the program manager to perform an in-depth cost analysis of all the services and functions within the Justice Management Division (JMD) with an expense base of $1.3Billion. This entailed managing a team of 8 professionals, over 400 interviews covering five Lines of Business (Finance, Human Resources, Budget Staff, Office of the Chief Information Office, and Policy, Management and Planning (Procurement and Premises). The end result yielded a fully transparent cost of services (by the color or money – Working Capital Funds/Appropriated), a gap analysis of what was charged to customers versus what should have been charged, a fully loaded software model (CostPerform) including activities/functions/processes & services, over 50 potential reengineering opportunities with a roadmap and lastly a Concept of Operations manual describing how to use and update the software model. This engagement was completed on schedule under budget and is in the execution phase.

Department of Homeland Security: HQ Office of the CIO (Oct 2007 – Jul 2011)

As executive consultant to the Office of the CIO for DHS, retained specifically to assess and advise the Department in efforts to consolidate more than 22 Component data centers to two data center facilities, develop a governance model and organizational model to provide centralized Department oversight for the consolidated data center environments, develop sourcing documents to procure services from non-government Managed Service Providers and advise on proposals received from prospective vendors. Key results have been the development of a governance and management model that, when implemented, will modernize, stabilize and position the organization to deliver the data processing capabilities to the Department and Component entities necessary to achieve their missions.

Department of Homeland Security: Citizenship and Immigration Services (CIS) (Jul – Sep 2007)

As executive consultant to the Undersecretary of CIS, retained specifically to perform an Independent Validation and Verification (IV&V) and Readiness Assessment of IRTI and the e-Verify program to assess the program financial construct and projections, perform a high-level review of the technical capacity to satisfy growth projections.

Nissan North America: Office of the CIO (Jun 2007)

As executive consultant to the CIO for Nissan North America, performed an IV&V of the measures and metrics employed to assess performance of the Information Technology components, including vendors to whom functions had been outsourced. Key results were a series of industry standard measures and metrics and a management process which would enable the senior management of Nissan (IT and Lines of Business) to assess the performance of the IT component in meeting business needs.

United Nations: UN Development Program (UNDP) (May 2007)

As executive consultant to the Director of the United Nations Development Program, performed an organizational assessment of the UNDP Administrative Services Division. Key results were a recommendation for organizational realignment and elimination of several functions performed within the Division.

Department of Homeland Security: Immigration & Customs Enforcement (ICE) (Nov 2006)

As executive consultant to the Office of the CIO for ICE, retained specifically to complete a comprehensive organization review of the Federal Protection Services (FPS) Mega Call Centers, in order to enable & implement future cost savings from Center consolidations. Key results have been improved efficiencies in measuring center capabilities, employee morale, organizational stabilization & positioned ICE to mange the multiple centers.

Department of Homeland Security: Citizenship and Immigration Services (CIS) – (Oct 2006)

As executive consultant to the Undersecretary of CIS, retained specifically to assess and conduct a strategic alternatives study of the Temporary Worker Program and complete a high level organizational, technical and financial review the various DHS components which will support the endeavor, in order to enable and implement future program. Key results have been improved understanding of the realization in measuring the TWP capabilities, employee morale, organizational ability, modernization and stabilization to best positioned DHS to mange the multiple components Program.

Department of Commerce: Office of the CIO (Aug – Sep 2006)

The primary objective of this project is to evaluate the existing Information Technology (IT) environment and the several different email applications and programs that are used throughout the Department with the ultimate goal of selecting one email solution for enterprise-wide use. During the project worked closely with bureau CIOs to research, assess and evaluate existing email applications, products and supporting infrastructures to identify the best product, develop migration strategies and make recommendations for standardization, consolidation and migration.

Workflow documentation for technology processes, e – discovery, electronic communications processes.

Department of Homeland Security: Office of the CIO (May – Jul 2006)

As executive consultant to the Office of the CIO for Headquarters DHS, defined specific turnaround, restructuring projects and financial management requirements while providing mentoring and strategic planning consulting to the senior team as it relates to Financial and working capital fund management capabilities. Completed a comprehensive organization review, defined a new organization management structure, training and financial management hand book to implement succession planning requirements. Key results have been improved efficiencies, employee morale, and organizational stabilization as it relates to sound Financial management of IT related products, services and vendors.

J.P. Morgan Chase 1982 - 2006

Vice President Finance Core Cash Management Line of Business, 2002 to 2006

Managed all facets of allocations process for the Cash Management Business ($2.5B expense base) including production, planning & analysis, policies & procedures and client reporting. Managed 14 professionals.

Developed a three-year unit costing strategy for the merged banks (Bank One and J.P. Morgan Chase) encompassing size of the staff required a schedule as to product priorities/timing and the type of detail included in the studies.

Responsible for all incoming allocations to the Cash Management Business which over a four year period resulted in savings to the business of over $100MM.

Managed all out going allocations ($700MM) from Core Cash Management. Established quarterly review meetings with our partner Lines of Business to supply complete transparency for our allocations.

Develop a monthly reporting package with analytics for rate/volume variances as well as incoming allocations variances to plan.

Lead role in implementation of a new billing system for the merged Banks.

Responsible for annual update of over 1000 unit cost items.

Conducted unit cost studies in Hong Kong, Singapore, the UK, Frankfurt as well as domestically.

Assisted in the pricing bids for new contracts.

Develop allocation methodologies for Cash Mgt internal (Sales, Marketing, Finance, etc.) expenses (over $700M).

Vice President, Controller Private Bank – Technology 1996 – 2002

Managed all aspects of the finance function including planning and analysis, project reporting, senior management presentations, strategic planning, and merger accounting.

Created a monthly cost allocation process in conjunction with the business partners.

Developed a total budgeting process that clearly defined all requirements including templates, technology project requirements, the definition of BAU, discretionary, etc.

Established a monthly merger tracking process for merger saves and reserves.

Developed a monthly reporting package for the Technology & Operations Executive and direct reports

Develop & implement a premises plan for the Sector ($45M) as well as an allocation methodology for each business.

Established a strategic planning process that parallels the business units plan process.

Vice President/CFO Global Trade Business 1994 – 1996

This was a new business that required the development of P&L’s, Balance Sheets, expense analysis, revenue detail etc.

Developed the Global Trade Business Plan conjunction with the Business Partners

Implemented Line of Business reporting for all overseas countries in ASIA/Europe/ Western Hemisphere

Analyzed and adjusted the corporate allocation of capital overseas.

Assisted in the development of position papers for Senior Management re: retention of revenue that that may be redistributed to other LOB’s (i.e. Trade Loans, Standby L/C’’s – Non-Trade)

Develop & maintain necessary MIS for Global Trade Business (i.e. client reporting, network revenue reporting, etc.

Vice President, MetroTech Financial Group 1992 – 1994

This was a consolidation effort in the Brooklyn Facility to establish a financial service center for all Lines of Business within Brooklyn while leveraging off the group. The savings generated over the period were $1MM OR 15%.

Developed a conceptual framework for the 13 financial groups entering the MFG (MetroTech Financial Group).

Established operating procedures, policies and charter for the MFG.

Presented this approach to Senior Management (including the 13 LOB executives) to gain concurrence.

Established several task teams to assist in the bonding process, as well as evaluate productivity/automation potential.

Job leveled every staff member within the MFG and adjusted salaries where necessary.

Conducted a climate survey and implemented several changes based on the results.

Attained savings of $1MM in the first year of operation and functionally managed 70 professionals.

Vice President- Controller, Corporate Operations & Technology, 1988 – 1992

Controller for major corporate function with $400MM expense base, functional controller for Global Operations & Technology ($1.5B). Managed a functional staff over 24 professionals.

Lead on budget review meeting with O&S Executive and the President.

Conducted budget seminars in Bournemouth, Hong Kong and New York

Developed, analyzed and maintained monthly headcount reporting firm wide for the President.

Establish firm wide reporting process encompassing part timers, overtime & consulting as requested by President.

Vice President, Corporate Management Accounting Group 1982 – 1988

The major focus of this position was to provide Senior Management (CFO/Board of Directors) with Line of Business Profitability Analysis which required monthly Business reviews.

Development and maintenance of Monthly Performance Analysis for the Corporation.

Provide monthly Management Account Analysis to the Chairman, CFO and Controller.

Establish Management Accounting Policies and Procedures.

Provide new Regional Banks with assistance in developing Management Information Systems (Chase Bank of Ohio).

EDUCATION

Fairleigh Dickinson University – BS - Accounting

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