Analysis & design
Business relationship manager
An experienced independent technology consultant with significant
experience of programme management, project management,
service management, business relationship management and
technology strategy in the financial services industry.
Royal Bank of Scotland
Global Banking & Markets division
Common Lending Architecture Programme
Royal Bank of Scotland, Global Banking & Markets
Common Lending Architecture Programme October 2009-March 2010
The Common Lending Architecture Programme is a £30m integration and development programme to create a
front-to-back lending process, uniting the existing lending systems. In addition a comprehensive reporting
solution is being developed to productionise the manual reporting processes underpinning the executive
decision support environment.
Mobilisation of the definition phase of the programme. Setup PMO.
Defined business engagement model
Defined and set up the analysis workstreams to feed the implementation projects.
Defined the implementation projects.
Defined the deliverables from the analysis workstreams
Managed the analysis workstreams (business architecture and scope, technical architecture, core data
analysis, reporting & MI, security model)
Conducted internal review workshops to validate definition phase approach
Defined permissioning and access control model for implemented systems
Designed executive dashboard for senior management in sponsoring businesses
IT Service Management Programme January 2007-July 2008
The IT Service Management Programme was an 18-month programme to introduce ITIL-conformant service
support processes across the global IT department of the investment bank. It was regarded as a pilot project
for a similar implementation across Dresdner Bank and Allianz globally.
Defined the programme communication approach
Managed pre- and post-implementation training sessions globally
Managed the engagement of production support teams globally
Managed the 3rd party vendor implementation of the incident, problem and change management
processes (BMC Remedy).
Defined and documented the as-is and to-be incident, problem and change management processes.
Analysed the as-is portfolio of process support tools across all support teams globally.
Defined the to-be architecture of process support tools
Global Head of Desktop January 2006-December 2006
I ran the desktop engineering, application provisioning and server-based computing services globally. I was
asked to do this in order to rectify a project with heavy vendor involvement that was failing to deliver. In
addition I delivered organisational change across the desktop engineering and server-based computing
departments. I was also asked to define a strategy for future desktop and productivity tool strategy.
Global team of 25 engineers supporting application provisioning and 15 engineers supporting the server-
based computing environment (Citrix)
Supporting global free seating across 15,000 desktops
Portfolio of 2000+ fat client applications to package and provision
Managing desktop availability and performance for traders and bankers globally
Took over a failing project to replace the desktop provisioning system
Agreed measurable delivery and performance targets for the vendor
Worked with the vendor on development and release processes to help improve their quality
Unfortunately had to terminate vendor’s contract due to failure to meet agreed targets
Established alternative strategy for desktop provisioning going forward
Analysed the desktop and productivity environment for all classes of user across the bank
Built a financial model of arbitrary changes to the production desktop environment
Examined the costs and benefits of alternative desktop scenarios over the various time periods (e.g. non-
Windows desktop operating system, non-Microsoft office productivity tools)
Presented findings to Global IT Management Committee
Head of IT, Reference Data Programme January 2005-April 2006
I was responsible for the bank’s PKI and global staff directory as well as the reference data services providing
counterparty and security data to the trading and back office systems. I ran development teams in London and
Frankfurt in a €10m programme of strategic and tactical changes to the reference data platform.
Defined implementation projects for strategic changes
Managed the resource balance between strategic and tactical changes
Created and chaired a director-level business prioritisation committee to manage tactical change
Presented to managing-director-level steering group on programme status
Managed relationship with Dresdner Bank reference data services
Member of Enterprise Data Management Council (http://www.edmcouncil.org)
Managed Reference Data IT contribution to major changes to Martini, Fidessa and Imagine systems
Managed implementation of KYC and AML workflows for new client take-on process
Managed the development of a coherent target architecture for all the reference data systems
Managed vendor and technology evaluations for workflow automation software and tick data database
Global team of 51 staff supporting reference data services in 3 locations
Formalised Service Level Agreements for all services
Oversaw Disaster Recovery testing for all systems
Global Head of IT, Corporate Finance and ECM January 2002-July 2008
The Corporate Finance division had a semi-autonomous existence that led to a portfolio of line-of-business
systems that were maintained in-house by dedicated IT staff. I managed the integration of the division’s IT
services into the bank’s strategic systems.
Business relationship manager
Represented the IT department to the global Corporate Finance division and ECM department
Managed £21m annual IT recharge down to £11m
Managed line-of-business application portfolio from 11 business-as-usual headcount down to 3
Member of Global IT Management Committee
Member of London IT Management Committee
Managed the transition of significant silo applications across to the strategic corporate equivalent
(including CRM, deal pipeline, reference data)
Responsible for availability and performance of silo apps before and during transition
Managed the production of disaster recovery documentation
Oversaw disaster recovery testing
Wasserstein Perella integration September 2001-July 2003
I was recruited to Dresdner Kleinwort to migrate Wasserstein Perella’s IT systems in New York to the bank’s
strategic equivalents. I was promoted to Global Head of IT for Corporate Finance shortly after I started the
project, which then became integrated into my wider efforts to rationalise the Corporate Finance systems as a
Manage engagement with Wasserstein Perella IT staff
Manage gap analysis between Wasserstein Perella systems and Dresdner Kleinwort systems
Agree migration strategy with business heads and senior IT management
Plan the migration and estimate costs.
Complete employment history
From To Employer Position/notes
1984 1987 Fairhurst Computer Systems Analyst developer
1987 1990 Simdell Analyst developer
1990 1996 Merit Direct Development manager
1996 1998 Execom Solutions Consultant
1998 August 2001 Hotshot Data Owner
September 2001 July 2008 Dresdner Kleinwort Director
July 2008 (current) moo.li solutions Owner