Strategic directions including the wider adoption of the FLEXCUBE banking package for UK Corporate Banking
Road maps for the transition from existing operating models to future strategic architecture, including accounts, lending, payment services, liquidity management.
Proof of concept work related to core product accounting platform for UK Corporate Banking
Assessing the suitability of the FLEXCUBE product and its architectural fit with the bank’s operating model and product directions
Collaborated on solution for credit risk processes required for Basel II Advanced Internal Ratings Based (AIRB) Approach.

Responsible for ensuring a consistent approach between FLEXCUBE projects in the UK and USA, to enable the adoption of a common operating model.
Acted as business Design Authority. Co-ordinated the design and build work streams across the projects, including parameterisation, change control and business processes leading to systems interface specification.
Consultancy on core systems functionality, programme, reporting, QA and configuration management.

Developed a common operating model proposal for credit approval and lending operations for Wholesale Loans Admin and LTSB USA business units, which was adopted by the stakeholders and steering committee.

Working with a LTSB Subject Matter Expert, delivered a high quality Feasibility study and FBC on ongoing Retail KYC, within very demanding time scales; the study was approved in record time. Held as an example as best practice.

Managing a Business Requirements Definition performed within the Finance Shared Services Centre, including set-up and running of stakeholder workshops

Part of wholesale current accounting platform programme, documenting payment processes for all Group Operations payments services. Planned and delivered this work. Also devised a project workbook database to collect data gathered during the project and produce flexible reports; the sponsoring senior change manager expressed satisfaction with this innovative approach

Indian supplier of offshore IT development/support services and of IT enabled services (Business Process Outsourcing). My main emphasis was on the Finance and Insurance practice where I developed a portfolio of euro-related service offerings and collateral, and quality-managed two high value BPO proposals – both successful.

Econos was a Deutsche Bank spin-off, now re-absorbed. Managed the internal consulting team that prepared a business case for Deutsche Bank to outsource its European IT infrastructure. Sensitivity and potential operational risk meant that total confidentiality had to be maintained.
Responsible for the project plan and financial case, presenting and steering the business case through management approval levels and professional advisers, to the Group Business Development committee and the Board of the Bank.
Group Business Development remarked that this was one of the best-presented business cases they had ever seen. This was put on ice during the bank’s restructuring. My team members were reengaged for the due diligence process in the agreement to outsource infrastructure to IBM, made public in 2002.

Prior to this, I had been appointed Senior Project Manager with responsibility of managing the Planning and QA team in Global Transaction Services for the Dresdner Bank takeover. This terminated after the parties failed to agree terms. I managed a mixed team of Dresdner and Deutsche staff and rapidly achieved a modus operandi to co-ordinate the Implementation Teams. I proposed and won acceptance for planning/reporting tools and processes

Responsible for the Conversion Weekend for the Frankfurt Investment Banking Centre, reporting to the GCI EMU Global Programme Director; GCI Frankfurt had 10 business lines and associated IT departments. The Frankfurt IBC conversion weekend cost €10 million, within a global programme cost of about €90m. Conversion Weekend was judged a complete success

Financial Markets Division (DMF): Programme-managed procurement and delivery of a global middle office system through full life cycle from requirements, RFP, procurement process, progress driving on contractual negotiations in participating countries, to build, testing and delivery to all business areas
Co-ordinated global programme with branches/subsidiaries; organised and documented steering committee meetings and managed the programme budget and use of resources
Managed implementation project for middle office system for CGD Paris, together with interfaces to market data system and back office systems