Resume

Summary:

An experienced IT professional, with over 13 years IT and consulting experience. Currently a member of the IT Portfolio Management Group at Credit Suisse I have spent the last few years in various Portfolio Management Roles focused on developing formal linkages between Business and IT strategy.

Prior to Credit Suisse I worked at Citigroup for 8 years in a number of Program, Portfolio, Resource and Project Management roles, having originally joined Citibank as a consultant. I have also consulted at Reuters, Bayer, and Clerical Medical Investment Group and worked at Anite Systems (formerly Cray Systems) - a UK based software house. A dual UK and US citizen, I now live and work in the US.

Experience:

June 2007 - Present: Credit Suisse (USA), Inc. (IT COO - IT Portfolio Management), New York, NY

Project Portfolio Management:

 Utilizing an Agile Project Management Approach – Rapid prototyping, development, testing, and deployment to a Pilot Production State of a limited function Project Portfolio Management Tool (Planview) configuration with 63 prioritized feature functions for the Investment Banking IT Division. Completed – and deployed to Production successfully - within 4 months.

 Chaired and facilitated workshop sessions with IB IT Product Line PMO Representatives and Business Line Managers to identify common processes and functional needs for prioritized features for:

 Strategic hierarchies to show alignment of IT Book of Work with Enterprise Strategic Goals

 Work Portfolio Hierarchies to facilitate Project Portfolio Management for Line Managers

 Resource Hierarchies to empower Resource Management

 Basic Initiative, Program, and Project Management attribute capture to support multiple lifecycle types and reporting needs

Investment Portfolio Management:

Developed and syndicated, through information gathering and a series of workshops, a detailed set of processes to formalize:

 The Identification and evaluation of Investment opportunities including both “Run the Bank” and “Change the Bank”

 The formal “Selection” of the Investment Portfolio and “Adjustment” of the Investment Portfolio between Selection cycles

 Processes necessary to change the portfolio itself as a consequence of a major re-evaluation

 Day to Day Management processes necessary to oversee the Portfolio and its constituent Programs

Oct 2005 – June 2007: Citigroup (Capital Markets & Banking Technology – Strategy & Planning), New York, NY

Portfolio Management:

 Developed a Citigroup corporate wide framework for Investment Portfolio Management and re-engineered the CIB Technology Annual Budgeting process so that it was driven, “Top Down” by Business Initiatives in support of Strategic Business Objectives representing a total investment worth over $1.5 billion.

 Developed, as part of a team, a corporate wide framework for Program Management – a key underpinning component of both Investment Portfolio Management and Governance.

 Developed a model to govern Business Investment in Technology including establishment of a series of “Governance Councils”

 Facilitated, directly for the CIO, reviews of “Critical Initiatives”, and the status, plans, commitments, issues, and risks associated with the Technology Programs and Projects allied with delivering against them

CIB Technology Platinum Program:

 Managed the Platinum Projects Portfolio within the CIB Technology Platinum Program.

 Coordinated with the Platinum Project Manager community to collect needs, and capture common challenges.

 Directed a community of internal Service Providers (Infrastructure, Procurement, HR/Staffing, and Realty Services) to secure best in class service for projects associated with these Critical Businesses Initiatives.

 Collaborated with the Infrastructure organization (CTI) to instigate global service reporting against 5 major service types for all CIB service requests. This was a first for CTI and CIB Technology and the crucial insights provided have been leveraged throughout CIB Technology. These metrics also helped highlight service weaknesses, dispel rumor/conjecture, and helped stimulate a number of CTI process improvement initiatives that continue today – well after the official disbandment of the Platinum Program.

 Improved, by 16% CBS Procurement organization service levels for Platinum queries in collaboration with that organization.

 Acted as a Pathfinder and change agent for rollout of Program and Portfolio Management disciplines in CIB by conducting Proof of Concept exercises in conjunction with the GTS – Trade business team and the CMPC Operations organization in conjunction with the CTO. Also completed a Program Management Maturity assessment on the Platinum Project population and presented it to senior management.

 Partnered with CTI Global PMO to map CIB Platinum Initiatives to CTI projects and present at risk CTI projects to biweekly Technology Operating Council (TOC).

Mar 1999 - Oct 2005: Citigroup (CIB Technology – Global Transaction Services Technology), New York, NY

Project Management

 Responsible for Global Trade Purchase Order System (GPOS) application. GPOS is a Java - Jrun, Apache Struts, Oracle based application providing EDI based Purchase Order processing services to large Global Transaction Services (GTS) Trade corporate customers worldwide facilitated by Value Added Networks (VAN’s).

 Managed Development and Production Support activities for the Global Trade Imaging Server (GIS), and Donor Flow (DFI) Trade Business applications. End-to-End managed a new custom implementation for a major US Retailer deploying EDIFACT and AS2 capabilities. This implementation is projected to provide an additional $878 Million in Trade Transaction Volume in 2006.

 Negotiated a Professional Services and Licensing Agreement’s with Mercator, a vendor specializing in data transformation technology.

 Worked with 3rd Party suppliers of EDI communications services to formalize and improve service levels.

 Responsible for end-to-end delivery of a suite of software applications to migrate customer data from legacy software applications (both PC and Mainframe based) to “CitiDirect”, a web based corporate banking solution.

 Managed working relationships across multiple program project constituents in internal Citigroup technology organizations in various parts of the world.

 Project and Integration Management for New Citibanking (NCB); a C++ based software application providing electronic corporate banking services to over 13,000 Citigroup customers worldwide.

 End-to-End delivery of software application development projects within strict budgetary and timescale constraints.

 Global coordination on large scale projects with other internal software development organizations.

 Development of Functional Requirements documents as the major project foundation, used by development and software test team members to derive coding and testing efforts.

 Provided project status and metric data to senior management and senior business partners.

 Established partnerships with development teams supporting production rated software in order to provide rapid responses to critical rated customer issues whilst minimizing negative impact and risk to core software business functionality.

 Provided training and orientation to new staff. Promoted to Vice President within 15 months of joining Citigroup.

Program and Resource Management

 Direct Management of a team of 23 with an application portfolio containing over 20+applications. (Delivering 50+ projects per year with a typical total annual business investment value in excess of $4MM).

 Retired applications resulting in the realization of over $1MM in savings to the corporation. Also used low cost external vendor resources working offshore in India to reduce development costs.

 Exceeded, consistently, internal performance targets for business Customer Satisfaction survey result scores.

 Facilitate effective use of generic web code components able to effect significant code re-use along with associated cost advantages.

 Instituted a successful training and mentoring program to professionally develop staff members and prepare them for senior and management roles within the organization, both within and beyond my team.

 Directed a Resource Pool staffing model to execute software development and delivery. This utilized formal resource planning to effectively deploy development and testing resources to maximize productivity and rapid application development.

 Directed a move of production web server hardware into a formal “data center” environment resulting in improvements to application availability and reductions in levels of downtime.

 Coordinated local group rollout of SDLC Workspace, an internally development project management workflow tool.

 Managed Client Activity Billing for “CitiDirect”: This global program of projects enabled an entire new revenue stream for the GTS Cash & Trade business worth some $10MM per year (and still growing).

Mar 1997 – Mar 1999: Spherion (formerly Interim Technology), New York, NY.

Consultant Software Quality Management Practice - (Clients: Bayer, Citibank)

 Led a QC team of 5 to support the delivery of WorldLink Plus, a Cross Border Banking Product, to a worldwide customer base. (Key initiatives successfully met by the QC test team included Year 2000, EMU compliance, and partner testing for “OLR” - the FX downstream system .)

 Business Requirements capture, analysis, and specification of Functional Requirements. Produced Acceptance Test Cases for system software components delivered by third party vendors. Re-engineering of Bayer software development processes.

Dec 1996 - Mar 1997: Reuters, London, UK

 Authored Test Cases and Managed Test Case execution.

 Took over Project Management responsibilities following the resignation of the former Project Manager.

Nov 1995 - Dec 1996: Anite Systems (formerly Cray Systems), Slough, UK.

 Coordinated the testing of Cray Systems applications, development using Visual C++/MFC, throughout their life cycles. Implemented a software defect tracking system and produced a suite of regression test cases using SQA Robot, an automated testing tool.

 Formally evaluated, introduced and rolled out a version control/software configuration management system (PVCS Version Manager). Provided end-user training and support.

Sept 1994 - Nov 1995: Clerical Medical Investment Group, Bristol, UK.

 Performed System and Unit testing of a laptop-based point of sales system and a “Call Center” management system. Designed and subsequently formalized test procedures into Test Plans, and coordinated testing with other departments.

 Involved in the development of automated regression test suites. Involved in the inspection unit design documentation, through a “FAGAN” review process.

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