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  • Objectives: FS sector experience Delivery of large change programmes Professional consulting experience Network of contacts
  • JPMorgan KPMG IBM NatWest Bank All FS and Project Management
  • JPMorgan KPMG IBM NatWest Bank All FS and Project Management
  • CV Summary

    1. 1. CV Summary1 Jan 2013Nasir Khan BSc(Hons) MBA PMP FIC CMC GWCPM GWCPgM
    2. 2. 2SummaryVice President for major US Investment Bank within Treasury Services. Global/Pan-Regional ComplexProgramme/Project Portfolio Manager of multiple complex treasury cash management implementations(including liquidity structures and multicurrency payment factories) and electronic banking solutions tocorporate or financial institutions (using virtual cross-functional matrix teams). Also developed projectmanagement methodology rolled out globally. Previously Management Consultant for tier 1 globalconsultancy within Financial Sector, leading complex programmes/projects and PMO in advisory,implementation and delivery capacity.Core skillsMBA (Finance specialisation) qualified from a top UK business school, Certified Project ManagementProfessional of Project Management Institute (PMI), with Masters Certificates in Programme and ProjectManagement. Both Fellow and Certified Management Consultant of the Institute of Consulting (IC).Working toward Chartered Manager status with the Chartered Institute of Management (by RoyalCharter). First degree in Computer Science.Core skills include Programme/project portfolio management, business process-re-engineering, businesschange (business case, strategic roadmaps and target operating model from AS-IS to TO-BE for people,process and technology). Particular interests include Business Change, Programme/Project Cost and RiskManagement, Process Re-engineering, Strategy and also Marketing.Introduction
    3. 3. 3Vice President – Complex Implementation Project ManagerVice President for major US Investment Bank within Treasury Services. Programme/project portfoliomanager of multiple complex treasury cash management implementations (including liquidity structuresand multicurrency payment factories) and electronic banking solutions to corporate or financial institutions(using virtual cross-functional teams dispersed globally or pan regionally).Role comprised client programme/project delivery (85%) and business consulting (15%) – latterincludes working with Sales to develop RFP/presentation; identify increased revenue opportunityduring project scope creep; internal projects. Portfolio revenue exceeded USD 6 million.Delivered three major internal development/re-engineering projects to increase capabilitygenerating significant projected income of USD 1.5 million - partner bank alliance with ING resultedin industry award for JPMorgan.Act as client single point of contact into JPMorgan, during the entire implementation process, from Salesthrough to handover to Customer Service. The structured project methodology employed (see appendix),developed by myself and a colleague, has been rolled out globally.The selection which follows provide a brief insight into recent programme of change and correspondingchallenges: Total SA, JPMorgan-ING Bank Alliance, Ford Motor Company.Roles in prior organisations have also all been in the Financial Sector and client facing project managementroles: KPMG Consulting, IBM and NatWest Bank.Latest Role
    4. 4. 4Global USD clearing business awarded across 60 Total entities in US, EMEA and Asia. Complex multi-tieredcash concentration liquidity structure. Migration from SWIFT messages to file based solution transmitted toJPMorgan across SWIFT. Responsibility: Global Programme Manager and EMEA Project Manager (US and Asia ProjectManagers as direct reports). Challenges: Demanding and political environment - Total project manager (Accenture) ensuringonly negative news being passed to Total. High risk cut-over migration of Phase 1 with very limitedproduction testing. Response: Strong structured and disciplined approach with strong communication and testing plan.Milestones clearly documented and sign-off jointly obtained from both Total and Accenture. JPMcompleted testing one month ahead of Total for each phase. Outcome: Total extremely pleased with JPMorgan all delays a result of technical problems on theTotal side (managed by Accenture) - requested myself to take direct responsibility for US as well asEMEA. As a direct result, now wish to award JPMorgan their GBP clearing business. Key Skills: Structured project methodology, communication skills, ability to work in hostile andpolitical environment with both client and third-party vendors.Programmes of ChangeTotal SA - Global USD Clearing & Liquidity
    5. 5. 5Design and integration of implementation processes/procedures with ING, to provide alliance capabilityacross Central & Eastern European. Only possible due to complete process re-engineering of underlyingmultibank product implementation process completed one year earlier. Responsibility: Internal project manager / consultant to streamline implementation process andintegrate interfaces between organisations. Challenges: Provide a black-box approach to implementation process with transparency to client. Response: Consulting skillset used to analyse, map and streamline both JPM / ING documentationand product implementation processes; deliver change. Outcome: Bankers award for JPMorgan for capability across Central and Eastern Europe. Modelproven to be so robust, also rolled out as Nordic Partner Bank model for further 7 countries with adifferent partner bank. Enhanced capability and sales revenue. Key Skills: Business Process Re-engineering, Change Management; Analysis.Programmes of ChangeJPMorgan – ING Bank Alliance
    6. 6. 6Programmes of ChangeFord Europe Ltd - Global EFT ProgrammeGlobal implementation enabling payments to suppliers in any domestic currency globally across 34countries, on behalf of any of 21 different Ford entities using urgent and mass payments. The solutioninvolved building systems to route transactions from a mixed payment file to low and high value clearingsystems through the lowest cost routing in each respective country. Responsibility: EMEA & Asia Project Manager Challenges: State of the art solution (which no other bank offered) with Ford preferred bankdeclining to bid in RFP process. Over USD 1 million in IT development required and Nordic partnerbank infrastructure still to be built. Highest profile project at the time re-assigned from existingproject manager within three weeks of joining JPMorgan due to project falling behind schedule andissues log containing over 50 critical items. Response: Assessment and turnaround of troubled project; management of key stakeholders,prioritisation and root cause analysis of issues. Outcome: Project brought back on track and structured methodology used to manage project forremainder of delivery. Despite scope being three times larger and starting 1 year after USimplementation, EMEA and Asia project delivered 18 months before delivery by US. Key Skills: Project Recovery and Turnaround; Stakeholder analysis; Project Management andManagement Consulting skills;Other Client Engagements include:AstrazenecaBIC GroupHypo Alpe-Adria-Bank InternationalHewlett PackardMorgan StanleyDeutsche BankCitibank
    7. 7. 7Skills & CredentialsSectors Retail Banking Wholesale Banking Investment Banking (Asset Management)Core Skills Programme / Project Management Business Process Re-engineering Strategy / Change ManagementQualifications Chartered Manager (CM) - in progress Project Management Professional (PMP) Fellow of Institute of Consulting (FIC). Certified Management Consultant (CMC) MBA - Finance Specialisation; Dissertation inStrategic Marketing BSc(Hons) - Computer ScienceCertificates Masters Certificate in Programme & ProjectManagement (GWCPM, GWCPgM) ISO 9002 Auditor ISEB Certificate in Systems Analysis & DesignInterests Business Change/Transformation Project Cost Management Project Appraisal Project Risk Management Business Strategy & MarketingRetailProgramme / Project ManagementPMPGWCPM, GWCPgMInvestmentStrategy / ChangeMBAWholesaleBPRFIC CMCCM
    8. 8. 8Appendix: Project Methodology• Deal won• Defining & scoping dealwith client• Updating the RTI• Product managementRTI sign-off• Customer RTI sign-off• Documenting deal on thePipeline report• Sales overview meeting• Deal won• Defining & scoping dealwith client• Updating the RTI• Product managementRTI sign-off• Customer RTI sign-off• Documenting deal on thePipeline report• Sales overview meeting• Baseline project plan(macro & micro)• Defining project teamroles & responsibilitiese.g. Technical input• Agreeing project controlmethodology e.g.Reporting procedure,testing strategy• Distributing project plansto functional groups• Undertaking internalcommunications• Baseline project plan(macro & micro)• Defining project teamroles & responsibilitiese.g. Technical input• Agreeing project controlmethodology e.g.Reporting procedure,testing strategy• Distributing project plansto functional groups• Undertaking internalcommunications• Distribute implementationpackage to client• Co-ordinating andtracking deliverablesacross JPMorgan• Update/change RTI (viachange control)• Conducting clientprogress report meetings• Undertaking internalmeetings• Distribute implementationpackage to client• Co-ordinating andtracking deliverablesacross JPMorgan• Update/change RTI (viachange control)• Conducting clientprogress report meetings• Undertaking internalmeetings• Carrying-out testing• Reporting results back toclient• Undertaking an internalpre-live status checkingmeeting• Requesting client sign-offof testing to move intoproduction verification• Undertaking productionverification• Requesting client sign-off• Implementation live• Carrying-out testing• Reporting results back toclient• Undertaking an internalpre-live status checkingmeeting• Requesting client sign-offof testing to move intoproduction verification• Undertaking productionverification• Requesting client sign-off• Implementation live• Updating pipeline report& RTI• Producing theoperational manual• Distributing survey toclient• Handing-over to CSO• Evaluating the project• Updating pipeline report& RTI• Producing theoperational manual• Distributing survey toclient• Handing-over to CSO• Evaluating the project• Proposed project plan• RTI - high level (internalsign-off)• Updated pipeline report• Proposed project plan• RTI - high level (internalsign-off)• Updated pipeline report• Project controlmethodology• Baselined project plan• RTI - detail *• Project scope document*• Project plan & scopedocument* (client sign-off)• Project controlmethodology• Baselined project plan• RTI - detail *• Project scope document*• Project plan & scopedocument* (client sign-off)• Documentation receivedand signed-off• Meeting papersproduced• RTI updated• Deliverables completed• Documentation receivedand signed-off• Meeting papersproduced• RTI updated• Deliverables completed• Completed testingchecklist• Sign-off from all partiesto go live• Completed testingchecklist• Sign-off from all partiesto go live• Delivered operationalmanual to client• Completed client survey• Delivered operationalmanual to client• Completed client surveyProject Management and ControlPhasesInitiationand ScopingInitiationand ScopingDefinition andPlanningDefinition andPlanningTesting & LiveImplementationTesting & LiveImplementationClosureClosurePre-ImplementationPost-ImplementationActivitiesActivitiesDeliverablesDeliverablesExecutionExecution
    9. 9. 9Earned Value AnalysisProject cost management technique for tracking and control of progress by time andcost. Provides tracking indices for management reports and forecasting capability.Appendix: Earned Value Analysis?Planned(BCWS)Earned(BCWP)Actual(ACWP) SV = -50CV = -100$TimeBAC = 1000EAC = 1295VAC = 295Time SlippageETC = 845CTC - Project Target CostReserveTodayEarned Value Graph450400350

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