Project Manager Program
Resume:
Richard Healy
***************@*****.***
Proven IT Program Manager / Senior Project Manager/ PMO
A highly organized and results-driven professional with extensive experience in leading CtB and RtB enterprise-level projects management operations, IT governance, and strategic portfolio management. Adept at setting standards for PMO operations, ensuring alignment between IT portfolio decisions and business goals, and driving effective change management. Known for working collaboratively with business and technology leaders to define program objectives, manage stakeholder relationships, and deliver high-quality outcomes in fast-paced, transaction-heavy environments.
Key Competencies:
Thinks strategically, acts tactically
Broad understanding of Capital Markets/ broker-dealer processing, include: Front/Middle/Back Office; Client WebSite; Client On-Boarding; Margin Fed/House Call processing; Financial Advisor Performance Reporting; Fix Income; Auction Rate Preferred; Alternative Assets; Derivatives products; Cash Management; ACH; Trading; Trade Settlements; IPO Buy/Sell side; Wealth Management Client Reporting, Lift-Outs; ACATS, TEFRA/1099 tax reporting; Trade Surveillance; Compliance; Anti-Money laundering (AML); SEC Internal Audit and Sarbanes-Oxley
Adherence to EPMO Governance & Operations
Definition of PMO governances; guidelines: Dashboard Reporting
Stakeholder Relationship Management
Steering Committee review of current deliverables and identification of new demand
Portfolio Planning & Demand Management
Vendor Management, including: IT Services; Program Products; Hardware
Strategic Roadmap definition
Program/Project Charter definition; RACI definition
Governance definition
Resource Capacity Management
Change Management
Metrics Analysis/KPI & Reporting
Budget definition and tracking,
Driven end-to-end IT technology solutions with a capital expenditure of $50+ million
Program/Project Issue tracking via RAID logs and reporting
Collection/documentation of business requirements
Issue negotiation/resolution with stakeholders and contributors
Team building: recruitment/mentoring/training
Agile, Waterfall, SCRUM methodologies
Business/Technology Digital Transformation to drive process efficiencies and reduce operational expenses
Modernization of legacy systems/applications for Cloud or local based platforms
Management tools: MS/Project, MS/Excel, MS/PowerPoint, MS/Teams, MS/Visio Definition of PMO governances and guidelines, SharePoint, Confluence, JIRA, Clarity, PPM
Professional Experience
Bank of New York Mellon; New York, NY-Consultant June 2023 – November 2023
As Program/Project Manager, drove the definition an execution of the CtB Digital Deal Portfolio program to transform the build-out of an integrated repository for the compilation, capture and retention tracking of planned, actual and forecast Operation Headcounts for all of BNY associated with New Business deal pipeline. Overall supporting of enterprise annual head counts for Finance/Operation, Asset Serving, Finance, Engineering and Operations, supporting business user groups Deal managers, Enterprise Customer Management Support Head Count Plan and annual forecast management
Defined Program Charter/Plan to design and deploy the supporting enterprise solution over four phases, including: Variance Analysis Forecasting Consolidated Calculator Expense /Revenue Linkage, definition of overall Program Governance; defined comprehensive Roadmaps; interface cross functional and technology group for up-stream an down-stream data; Defined/drove Change Management ITIL to bring the project back on target/deadlines, including: RACI definition process and procedures with business/technical justification justifications; Steer Committee scheduling with business and technology stakeholders, adherence of a top-down methodology for business functional gathering and technology construction via agile methods via JIRA/Sprint scheduling from the Backlog, identifying resource requirements for stand-up of program budgets to be in line with central PMO control and Defined/updated Weekly Program Status Reporting for Program Stakeholder, with KPI, maintained PPM Portfolio/Management portal with monthly program updates, including: updates to program overall deliverables and mission statement; program budget burn rate with planned vs actuals percentages; definition of Risk/Watch items with mitigation plan; definition of “plan to go green” were required and overall RAG status
Drove daily SCRUM meetings with near-shore and offshore business SME/Technology to define identify a program phase and what functions need to be developed for each phase to be used as stepping stone to build out additional functionality in other phases for a comprehensive business solution
Worked with Technology resources to review the business objectives of each phase and what would be the best method to construct JIRA with-in each EPIC and schedule all JIRA/Ticket to align with the available Sprint schedule to ensure that the planned phase delivery dated will be achieved
Drove daily Stand-up with Business SME and Technology to review JIRA/Tickets in the Backlog and current Sprint, reviewed available tickets before SPRINT completion dates so pre-defined business test cases are executed to verify functionality and usability, sign-off and Closed.
Drove program/project issues via categories in the RAID log with definition of issues and what impact to project if not resolved, owner to resolve, due date, RAG status and issue status: Open/Closed.
Maintained monthly PPM artifacts of program’s overall status updates/ budget burn-rate, review of Change Control submissions, updates to time lines/roadmaps PPM portal
Defined 2024 New Demand, included: functional requirements; resources allocation; EPIC/User Stories and $3.1M budget estimate
Utilized: SQL; Outlook, MS Project, MS Excel, MS PowerPoint, MS Visio, MS Teams, MS SharePoint, Atlassin/JIRA, Confluence, PPM
DTCC Depository Trust & Clearing Program/Project Manager; Jersey City, NJ-Consultant October 2022 - June 2023
As an embed Risk Technology Program/Project Manager to drive two financial industry Compliance/Audit work streams to enable the deployment of the encryption SSL standards for Internal and External users/clients, the overall scope included all FTP, MDM, MQ and DB2 connections. This program was charted to address Operational/Enterprise Risk objectives.
Defined Program Charter/Plan for two technical work streams that included: definition of the technical and business objectives; defined roles and responsibility for business/technology stakeholder; defined all project management tracking documents and dashboards vis MS Power Point/Excel; defined actionable project KPI’s for Business and Technology stakeholders; defined overall timelines and significant project milestones; identified inter-dependency and potential risk elements for both work streams and between cross business and technical units; and defined process how to proactively identify project risk items and how to escalate to senior management.
Drove daily SCRUM meetings with stakeholders/SME’s via meeting agenda, meeting notes via Talk Points, Action Items and RAID logs with definition of issues, owner, due date and overall RAG definition.
Created comprehensive work stream trackers via MS/Excel to source key project documents stored via Team/SharePoint and JIRA
Tracked work stream items/issues via JIRA which used for historical actions with stakeholder and provided historical reference for the Internal DTCC Auditor group for their review and acceptance and approval to close the audit points addressing Operational/Enterprise Risk for internal and external clients.
Utilized: SQL; Outlook, MS Project, MS Excel, MS PowerPoint, MS Visio, MS Teams, MS SharePoint, Atlassin/JIRA, Confluence
Broadridge Financial Solution Program/Project Manager; Newark, NJ-Consultant August 2021 –September 2022
As a work stream manager for the global transformation efforts of conversion of all UBS Wealth Management Systems to Broadridge Financial Solutions, focused on Client Conversion and BAU of Client On-Boarding (AO) and Client Maintenance (CM) supporting of execution of business scenarios and test scripts, defining processing flows from Front Office UI applications to multiple downstream operational data store repositories and UBS external repositories.
Partnered with SME/Business Owners/Technology stakeholders across Broadridge and UBS to stand-up multiple test cycle to verify the operation readiness of global Client On-Boarding functions, including but not limited to: domestic and international account; core Ownership types (Sole Owners, Custodian for Minor, JTWROS, Trust, Estates, DVP and Non-DVP, Qualified Plans and IRA’s
Wrote functional requirements for collecting and processing TEFRA/1099 account reporting clients address and supporting attributes for current and historical IRS reporting requirements. Additional, wrote/groomed JIRA user Stories to support IRS reporting requirements and wrote JIRA/JQL to drive review/reporting of individual work stream JIRA reporting.
Drove daily SCRUM meetings to review current work deliverable, open issues, and plan for risk item mitigation elements
Defined overall data flow diagrams via Visio of processing data elements from input UI to operational data store, transformational business rules processing and display on output UI’s functions
Defined work stream Governance guidelines, maintained RIAD logs per work streams with defined mitigation steps, produce weekly overall status dashboards/timelines illustration deliverable on schedule and deliverables being delayed with associated actions/dates for “plan to go green” status. Additionally, reviewed with Global PMO office representative overall status via MS/EXCEL/PowerPoint/Visio documents/Teams repositories.
Utilized: SQL; Outlook, MS Project, MS Excel, MS PowerPoint, MS Visio, MS Teams, MS SharePoint, Atlassin/JIRA, Confluence
Metropolitan Transportation Authority, Program/Project Manager: New York, NY-Consultant April 2018 – May 2021
As the Program Manager/Project Manager, drove the Digital Business Transformation program to modernize the business functions supported via .Net/Visual Basic/PowerBuilder/manual forms via the deployment of the Oracle Integration Cloud (OIC) program product utilizing SaaS/On-Premises Integration; Process Automation; Visual Application Design and Integration Insight Provided strategic and implementation planning by establishing a strong business relationships with business/technology/finance stakeholders.
Partnered with stakeholders to comprehensibly identify and document all applications and line-of-business that were in scope of the Digital Business Transformation program; defined high level business requirements/objectives and underlining business KPI’s of all components; defined five work streams to support each area of transformation; defined dependencies with-in and between all work streams, defined downstream interfaces and support of real-time interfaces for Data Sharing and Data Population to PeopleSoft; Siebel and all core business systems.
Produced all program/project level documents that include: definition of all work stream’s Roadmaps with supporting Project Plans and stakeholder status reporting Dashboards; defined Change Control/ITIL mythologies; conducted status reporting presentations to review overall health check of the program and individual projects that reviewed major millstones achieved and up-coming milestones with associated RAG, Risk/Watch issues; defined/negotiate RFB with outside vendor; defined resource allocation by functional roles (RACI); defined current budget and project percent complete vs budget spent.
Defined best-of-practice roles/responsibilities governance guidelines to deploy Agile software development practices utilizing Atlassian Confluence/JIRA methodologies that included: creation of business requirements in Confluence; definition of business stories in JIRA; grooming of JIRA/stories; JIRA Sizing Estimation Matrix; Scrum meetings; Daily Stand-ups; Sprint Retrospectives
Defined/drove Change Management/ITIL practices to address an enterprise solution including: RACI definition process and procedures with business/technical justification justifications; Steer Committee; produced project plans for overall program and individual work stream that adhered to best of practice of SDLC/PLC Agile/Scrum/Sprints methods.
Drove program/project issues via categories in the RAID log with definition of issues and what impact to project if not resolved, owner to resolve, due date, RAG status and issue status: Open/Closed.
Utilized: SQL; Outlook, MS Project, MS Excel, MS PowerPoint, MS Visio, MS Teams, MS SharePoint, Atlassin/JIRA, Confluence
Verisk Analytics, Program/Project Manager; Jersey City, NJ-Consultant February 2017 – March 2018
As the Program Manager/Project Manager, drove the re-platforming, transformation/modernization, of all the mainframe application programs to be processed by Cloud service via JAVA/J2EE development. Provided strategic and implementation planning by establishing a strong business; finance and technical relationships with corporate project sponsor; each of the ten lines of business (LOB’s); and all data centers and application support technology staff.
Partnered with Chief Information Officer to define overall approach and end state definition of Cloud computing to support the complete IT processing of Verisk Analysis current (92+ applications with 10K+ COBOL/ASM/M204/WebSphere/MQ/DB2/Web/Digital) and further processing. Defined and partnered with internal/external application owners. Defined/established application SLA for delivery and performance/throughput. Defined key project documentation that included: Program Charter; Business case for porting to Cloud Computing and Return on Investment (ROI) as defined by finance. Budget line items definition for hardware/software/training/sun setting of mainframe computing. 2017/2018 budget of $5.5+ million and definition of program Change Control/ITIL process to address short/long term deliverables. Retained all program/work stream artifacts for internal Audit reviews/approvals and defined use cases of where Waterfall/Agile/Scrum/Sprints approaches would be best to be applied to achieve program’s overall business. Budget allocations and technical timelines and objectives.
Drove program/project issues via categories in the RAID log with definition of issues and what impact to project if not resolved, owner to resolve, due date, RAG status and issue status: Open/Closed.
Produced project plans for overall program and individual work stream that adhered to best of practice of SDLC/PLC Agile/Scrum/Sprints methods. Utilized MS/Office Suite of MS/Word, MS/Excel, MS/PowerPoint, MS/Visio, SharePoint, JIRA
UBS, Program/Project Manager; Weehawken, NJ-Consultant September 2015 – December 2016
Provided Program Manager/Project Manager functions in support Dodd-Frank New Prudential Standards (FBEPS) compliance global program to establish UBS US IHC in support of risk-based capital leveraged requirements. Modified trade flow processing (EMA/US); Liquidity requirements, Street testing, single counterparty credit limits: and debt-to-equity limits. Overall program objectives included Process Re-engineering and transformation: US Treasury, US Agency Debenture, US Agency MBS, Corporates, Outrights, DVP RV/RP Trades, Tri-Party Repo Trades, GCF Repo Trades and Web/Digital platforms. All development performed using JAVA/J2EE
Defined project Governance with central PMO and produced weekly global Repo work stream status reports/dashboards by business entities. Defined sub-project deliverables via swim lanes, which showed overall timelines, work stream “RAG” and how work stream related to program level work streams.
Defined and presented to business stakeholders program/project status via MS/Power Point presentation decks dashboards for each projects which contained; overall RAG status, current budget spend rate, activities completed, activities scheduled, major milestones for full project and risk/watch items with plans to mitigate.
Partnered with all stakeholders to ensure they understood the overall status of all work streams and continually reviewed the business benefits of the IT solutions and to ensure the features of the solutions were being built to the stated business objectives and in some cases adjust the proposed solution to address changing requirements via the defined Change Control/ITIL governance
Drove business workshops with SME stakeholders from US and London to review and define current and future state definitions. These were included in work stream Business Requirement Document (BRD) and Agile Epics/Business Stories and Features. Maintained all work stream Risks, Assumptions, Issues and Dependencies – RAID Logs via MS/Excel, task/deliverables logged via JIRA, interfaced with key business/technology stakeholders to resolve issues and obtain sign-off of project deliverables. Maintained all program level documents on SharePoint for global team’s review and updates, drove deliverables via Agile/SCRUM/SDLC methods.
Drove program/project issues via categories in the RAID log with definition of issues and what impact to project if not resolved, owner to resolve, due date, RAG status and issue status: Open/Closed.
Utilized: SQL; Outlook, MS Project, MS Excel, MS PowerPoint, MS Visio, MS Teams, MS SharePoint, Atlassin/JIRA, Confluence
Deutsche Bank, Corporate Banking & Security; VP – Project Manager/PMO: New York, NY March 2014 – June 2015
Provide Program Management and Technology Project Management functions in support of CB&S $5+ million Level 1 Strategic Controls to strengthen business-owned controls and prevent market and business misconduct via Global Supervisory System (GSS – a Web/Digital platform) in the three global regions (Americas/EMEA/APAC). Provided a single interface for Supervisors and Control Owners to monitor, follow-up, execute and evidence Controls, Written Supervisory Procedures (WSP), Questionnaires and Attestation. GSS was a strategic platform fitting into the bank’s framework addressing audit and regulatory requirements with Controls supporting key regulatory programs including: Compliance-driven FRTB Surveillance; FATCA; Dodd-Frank; Volcker; Trade Surveillance; Anti-money laundering (AML); Wall Crossing and Restricted Listed Securities.
Program Management activities included: definition of Project Charter/Plan; maintained Clarity reporting which included overall program budgets via Plan of Record, all deliverable’s risk, issues and remediation entries, overall program Project State with individual work stream deliverables dates, risks, issues, and remediation
Defined/Reviewed SDLC artifacts to fit for purpose for all projects, defined Agile/SCRUM deliverables defined roles/responsibilities, defined yearly book of work and roadmaps, managed 14+ offshore technology resources for RtB and CtB deliverables, tracked project elements via JIRA and program RAID logs
Partnered with all stakeholders to ensure they understood the overall status of all work streams and continually reviewed the business benefits of the IT solutions and to ensure the features of the solutions were being built to the stated business objectives and in some cases adjust the proposed solution to address changing requirements via the defined Global Change Control/ITIL governance including: RACI definition process and procedures with business/technical justification justifications; Steer Committee
Defined/presented Steering Committee decks to global business/technology stakeholders, Project Management activities included managed 12+ offshore resources to support RtB and CtB deliverables via Agile/SCRUM/SDLC methods via Epics/Business Stories and Features.
Utilized: SQL; Outlook, MS Project, MS Excel, MS PowerPoint, MS Visio, MS Teams, MS SharePoint, Atlassin/JIRA, Confluence
NASDAQ OMX, Program/ VP - Project Manager; New York, NY July 2012 – January 2014
Provided a Program Management and Project Management function in support of Global Technology Services initiatives. Primary responsibilities included program and milestone/roadmap planning to achieve business unit’s deliverables, Process Reengineering of IT deliverables to strategic business goals, priorities and collaboration with senior IT owners for estimating resource allocation for budget vs. actual expense reporting.
Drove Global Technology Service’s Internal Audit and Sarbanes-Oxley open audit items to be resolved by global technology. This included definition of the Program’s Governance and Metrics reporting formats. Worked with the head Internal Audit’s department and Internal Auditors to clarify audit point and scope, worked with IT owners of the audit point to ensure the deliverable of the audit was understood and that the solution to close the audit as achievable with available resources in the stated deliverable date. Audit’s that were large/medium in size were supported by working with the IT owner by defining project plans with milestones with interim deliverables dates. Drove weekly status meetings with all IT resources to review the status of existing audit and to review newly released audits and schedule phase due dates. Utilized MS/Office Suite of MS/Word, MS/Excel, MS/PowerPoint, MS/Visio, SharePoint
Citi Group, Program/Project Manager; New York, NY-Consultant July 2011 – July 2012
Project Manager/PMO for Global Reconciliation Utility program supporting the Feed Accumulate group. The mission of this group was charter to source, maintain and schedule reconciliation feeds for global and internal business entities from location that included New York, London, Dublin, Warsaw, Shanghai and Chennai.
Drove effort to identify and define Process Improvements that streamlined the entire technology cycle to acquire, test, and
install feeds into production environments.
Worked with internal and external resource to define the business case for the request for data feeds and scheduled resources
to make feeds available for testing and production usage.
Reported to senior program stakeholders on weekly bases to review overall KPI, progress items and issues of risk with plans to
mitigate delays that could impact schedule reconciliation or the overall program. Utilized MS/Office Suite of MS/Word,
MS/Excel, MS/PowerPoint, MS/Visio, SharePoint
News Corporation/ Dow JONES, Program/Project manager; New York, NY-Consultant January 2011 – July 2011
Project Manager/Program Manager for a joint initiative between Dow Jones and Deloitte to extend the Wall Street Journal Pro website to create a new website product that would showcase specialized news content for Chief Financial Officers (Web/Digital platform called CFO). This joint venture had a budget of five million dollars with a mandate to build-out the website and mobile access to support iPhone, Android and Blackberry. CFO’s deployment was a key business strategic platform/solution for Dow Jones and Deloitte that was required to be deployed on a specified contractual date and sync-up with other 2011/2012 mission critical business initiatives.
Drove project deliverables by working directly with Dow Jones and Deloitte resources which included: Business Sponsors,
Work stream Owners, Product Managers/ Business Analysts, Technologists, Quality Assurance, Design, IA and CSS.
Defined initiative’s program to leverage SDLC water-fall, Scrum and Agile methods to meet milestones and overall initiative,
Defined Rapid Application Development (RAD) for stakeholder’s review. Success of meeting Dow Jones and Deloitte’s contractual agreements on time and with-in scope.
Presented program audit for contractual deliverables to Deloitte by Dow Jones stakeholders that included: review of projects
deliverables via roadmaps aligned by business benefits, review of all risk elements and what action is being done to mitigate,
explained how best of SDLC practice were utilized, tied business justification to defined budgets request for new demand burn
rate and projection of annualized BAU budget for technical resources/hardware expenses.
Pershing / iNautix - Wealth Management, Program/Project Manager; Jersey City, NJ-Consultant July 2010 – January 2011
Charted to establish and execute how division’s strategic programs are to be executed via SDLC project methodologies via Waterfall/Agile methods and performed as an IT Technical Project Manager on several key strategic programs.
Definition of PMO function included the definition/standard MS/Project plans to schedule a wide range of projects complexity/sizes to leverage SDLC practices.
Directed six IT Technical Project managers with a project portfolio of 15 strategic solutions to enhance or extend the
functionality of Pershing’s Netx360 and NetExchange Client broker-dealer solutions (Web/Digital platform) supporting of
multiple asset classes, included Derivatives and Fix Income and on-line banking applications: Account Opening, DDA; Fund Transfer,
Cash Management/ACH and Client Statements.
Drove weekly status review with all Project managers of all program portfolios’ project dashboards. Included overall project status via RAG status, inventory of project risks issues and plan to mitigate high priority items. Inventory of inter-project/function dependencies and project’s budget via current burn rate.
Utilized: SQL; Outlook, MS Project, MS Excel, MS PowerPoint, MS Visio, MS Teams, MS SharePoint, Atlassin/JIRA, Confluence
Bank of America/Merrill Lynch, Program/Project manager; Jersey City-Consultant September 2009 -June 2010
IT Technical Project Manager for Product and Pricing Division to direct the implementation of two multi-year strategic projects that included Broker Dealer Consolidation and US Listed Options initiative.
Established a PMO function to ensure projects management best practices are repeatable and scalable, defined Project Management Plan that detailed roles and responsibilities and project deliverables. Defined weekly status report format and reviewed with business sponsors and project stakeholders. Defined mappings to rollup weekly status reports and Clarity reporting. Defined standardized project plan to adhere to Six Sigma/SDLC phases allowing for waterfall/scrum/agile initiatives. Dined a Change Control/ITIL process to document project’s request for changes to scope, resources or cost allocation and utilized MS/Project across division’s 20+ projects to track resource over/under allocation and availability via resource pool allocation.
Directed team resources cross-functional across technology work streams that included Product Master Environment/JJKenny (PME), Security Master Database (SMDB), Data Delivery Services (DataSOA), Golden Copy (GC/NDM), Securities Trading Systems (STS), Extract/Transform/Load (ETL), Product and Ratings Repository (Infoshare) and Product Data Services (PDS) to define, develop, test, mock deployment scripts creation and implement into production status of project’s deliverables.
Drove daily SCRUM calls with on-shore/near-shore/off-shore resources to define/execute comprehensive test schedule that included System Integration Testing, Quality Assurance Testing, User Acceptance Testing and Business as Usual (BAU), utilized Quality Center (QC) to track/follow-up on testing breaks with business and technology stakeholders.
Utilized: SQL; Outlook, MS Project, MS Excel, MS PowerPoint, MS Visio, MS Teams, MS SharePoint, Atlassin/JIRA, Confluence
Lehman/Neuberger Berman – Program/Project Manager; New York, NY-Consultant November 2007 – June 2009
IT Technical Project Manager for Investment Management Division IT with full platform responsibility in support of strategic and tactical initiatives that includes Change the Bank (CtB) and Simple Enhancement Punch List (SEPL) items.
Reported to business sponsors/stakeholders that included defined/reported progress of overall inventory of IT initiative in the book of work. Identified and socialized risk items and indication plans, assisted in definition of business strategic initiatives, reported on the current and projected burn rate by project, defined technology Initiatives to be executed by technology teams in support of initiatives, documented inventory IT initiatives Utilizing Project, Word, Excel, PowerPoint and VISIO.
Directed efforts on numerous CtB projects that included Merger and Acquisitions (Lift-Outs); Buy-side for multiple asset classes including: US Treasury, Trade flow processing, Fixed Income/ Derivatives /IPO/Converts/FO, Street wide OCC Symbology; Anti-Money Laundering/AML; Dually Listed Securities for US and Canadian lines. Implementation of Standard & Poor's Global Industry Classification Standard (GICS); 2008 UHMWI Client Reporting’s Tax Reporting requirements. Risk Management, Trade Surveillance and Compliance for SEC compliance inquiries of Front Running trading activity by security buy account by Portfolio Manager; on-line banking applications: Account Opening, DDA; Fund Transfer, ACH and Statements.
Defined and presented all initiative’s Book of Work for business sponsors approval and as a guideline for all business participants and technologists to understand project deliverables and their roles and deliverables.
Managed 23+ onshore/offshore Project Leads, Technologists, Business Analysts, Quality Assurance Leads and Quality Assurance
Testers in support of delivering CTB and SEPL initiatives.
Defined and implemented the PMO/Project Manager Playbook, which include definition of SDLC best practices, key deliverables, business and technology roles and responsibilities and Governance/Steering Committee guidelines
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