Dynamic, determined PMI-qualified project manager with extensive financial services and business analysis experience.
Key strengths include:
Fully qualified Project Management Professional with the PMI.
ITIL v2 Foundation qualified.
Proven Business Analysis ability used on numerous projects.
I was hired by BAML to productionise a prototype Resource Forecasting application. As part of this role I oversaw several phases of enhancements to the system that added functionality and also moved the solution to new architecture on virtualised infrastructure that greatly increased performance. The tool was rolled out to all of Investment Banking IT within BAML, and is now responsible for managing the forecasting across the entire division of 5,000 staff. The final phase of the project involved further enhancements so that it could be used to replace time-booking for 5,000 staff. I was responsible for management of all development, and stakeholder management of senior business managers up to divisional COO level.
At BarCap I project managed a franchise-critical project to store and reconcile the trades between Rolfe & Nolan and OpenLinkso that Rolfe & Nolan could begin closing out Commodities trades automatically to alleviate capacity issues. The solution developed used complex business rules to map OpenLink trade information to the Rolfe & Nolan equivalents. The project had a very ambitious timescale with fixed end dates, but the project went live on schedule and significantly improved existing controls, and providing significant business benefits by allowing Operations to reduce operational risk by resolving issues on a daily basis.
I project managed the development of an ITIL eLearning course to be deployed to all of Deutsche Bank’s technology staff. This involved project managing the course content creation by in-house subject matter experts and development by an external vendor. I also worked on the project to deploy ITIL Problem Management processes across the Investment Banking IT development function, and was responsible for the project communication and education strategies.
I was worked as one of the Programme Managers on the Innovation Programme for the software development function in Global Markets. The aim of the programme is to make the software development function within Deutsche Bank more innovative across all business lines. The role combined a mixture of traditional project management activities as well as communication and cultural change tasks such as competitions, email newsletters, industry speaker presentations, managing the idea pipeline, software demonstrations etc. I was also involved in the formation and management of several Enterprise 2.0 projects and pilots for social bookmarking, blogging, discussion forums and social networking systems. I was also responsible for performing a scouting role to identify innovative third party products for demonstration to the appropriate line IT and business lines.
For this role I was responsible for managing team of 8 offshore and 1 onshore resources to enhance and support a web-based portal and related components. The portal reported on Production Credits earned and had a rules-based system for calculating sales person commissions based on product, client and sales region. This was then used to determine sales person compensation. During this time I project managed several major system enhancements and migration to a new platform, whilst balancing the requirements and priorities of three separate senior business stakeholders
Various project management and development roles within Citigroup and UBS.
Mark Gadsby — firstname.lastname@example.org — 07973 - 193661