1. RESUME
Barry Griest
361 Catamaran St
Foster City, CA 94404
(650) 533-9622
barrygriest@comcast.net
PROFESSIONAL SUMMARY
• Broad IT background in the industries of payment systems , retail banking, and treasury/finance. Significant focus on
risk/fraud detection, and government compliance.
• Managed and drove software development initiatives from inception through deployment for enterprise-scale business
systems. Worked closely with project sponsors and led cross-vertical, cross-geographical teams through initiation,
business requirements, technical specifications, software development, testing, user acceptance, go-to-market, and
ongoing support.
• Extensive experience in building new application frameworks and modifying existing frameworks running on, and
interfacing with a mixture of technology platforms, even as these platforms are in a transitional state.
• Experienced in migration and conversion of large scale, multi-application/domains across diverse platforms in order to
take advantage of new technology and configuration paradigms.
• Recognized as key leader in various business continuity and disaster recovery initiatives.
• Leader in analyzing, recommending, and adopting best practices for business and systems process controls. Especially
active in PayPal’s transformation to Agile starting in 2013.
• Skilled program management utilizing various Software Development Life Cycle methods including Agile, Waterfall, and
OOAD. Adept at following PMI Standards.
• Excels in communication, analysis, organization, execution and presentation.
• Strong inter-personal skills used in building team purpose and cohesion.
PROFESSIONAL EXPERIENCE
PayPal June 2008 - Present
PayPal Sr. Program Manager Risk Systems June 2013 – Present
Selected to lead top priority program in Risk Systems designed to minimize negative customer impact with the ability to
identify fraudulent activity. Program is to drive the re-platforming of both user experience and payments processing
engines to next generation architecture while enhancing and maintaining risk models / decisioning systems
Successfully navigated migration of 30 releases with no impact to underlying business risk models. This was
accomplished through enhanced testing methods, pre-release control data routines, and continuous monitoring during
ramp up of production activity. This technique detected several dozen cross-vertical bugs which were corrected upstream
avoiding negative customer impact. Approximately 12 cross-vertical technical domains were involved in this re-
platforming program.
PayPal Sr. Program Manager Compliance Systems June 2011 – May 2013
Promoted to Sr. Program Manager within the Compliance Production Operations organization. Assigned as Lead
Program Manager for the AUSTRAC Regulatory Remediation program, consisting of 11 separate work-streams shared by
five Workstream Managers and two sub-Program Managers. Successful implementation of this program was completed
with all 25 software development releases deployed on schedule, in advance of the December 2011 hard deadline set by
Australia’s AUSTRAC regulatory agency.
Successfully drove the OFAC remediation program consisting of six releases with a hard regulatory deadline of March 31,
2013. Very large OFAC fines were at stake. This 18 month-long, high-pressure program required coordination of 16
product development cross-vertical teams and introduced complex, real-time payment processing functionality. All fines
were avoided and the system continues to perform efficiently.
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2. PayPal PMO Manager Oct 2010 – May 2011
In addition to managing the Global Core Payments portfolio (see Portfolio Manager below), added people-management
responsibilities for seven project managers. Ensured all active projects were assigned a Project Manager based on size,
complexity, and timing of deliverables, while also ensuring work-life balance could be maintained by all staff. Hired and
released several contractors as funding and work levels required. Conducted year-end performance reviews for all FTE’s.
PayPal Portfolio Manager July 2009 – Oct 2010
Converted to FTE in June 2009. In addition to managing complex projects (see Sr Project Manager below), including
Project CAPE (Brazil and Mexico Local Acquiring), added the responsibility to manage the annual portfolio for the Global
Core Payments (GCP) Business Unit comprised of 50 projects. Portfolio management requires the coordination and
communication of gaining commitments for budget, resources, and schedule from Product Development, Product
Management and PMO. It also requires ensuring the execution of projects in the portfolio are well-managed with proper
escalation as required.
The GCP portfolio is complex as it is comprised of projects funded by multiple business units with varying sets of priorities
and funding. Most of these projects were considered Tier 1 (high complexity) as they required design and development
across multiple product development domains. Conducted weekly detailed review meetings with 1st and 2nd line
management and monthly review meetings with Sr. management.
PayPal Sr. Project Manager – Consultant June 2008 – June 2009
Managed multiple projects from inception through production implementation, coordinating activities across multiple
business and technical support lines, spanning support centers in San Jose, Phoenix, India, Singapore, and United
Kingdom.
Responsible for creating and maintaining project budgets and schedules according to approved requirements.
Responsible for central communications and escalation of all project status and issues. Responsible for coordinating
activities of Product Management, Finance, Development, QA, and Release Management.
Projects managed at PayPal include:
• Direct connection to BNPP bank in Paris as a PayPal processor.
• CB Card as a financial option for France customers.
• ACH processing optimization to reduce clearing days.
• Bank of America file transfer upgrade.
• STAR network partnership contract agreement (eWallet).
• 3D-Secure protocol support to comply with UK regulatory requirements.
• American Express contractual support to bring AMEX to PayPal’s international markets.
• Mexico and Brazil processing and local PayPal processing support.
Investment Advisor Representative Jan 2005 – June 2008
Manage investment and protection for individual and small business finances. Utilize FINRA Series 6/63/65 and CA Dept
of Insurance licenses. Appointed through New England Financial (10/06 – 6/08), and Foresters Financial (1/05 – 9/06)
Visa International – Program Manager July 2002 – Feb 2004
• Led the implementation of a new budget forecasting and tracking methodology for division of 180 staff and
consultants, over 100 projects in the pipeline, and a budget of $30 million.
• Successfully defended all aspects of the division’s targets under pressure from executive management to reduce
targets, such that actual results tracked very closely to approve targets.
• Analyzed project and resource manager time reporting philosophies and techniques with recommended changes
resulting in highly favorable year-end variances, maximizing budget incentive bonuses for all division managers.
• Led the newly formed offshore application development team of 26 people co-located in India and the SF Bay Area,
assigned to over 50 maintenance and new development projects. Instituted new discipline for time utilization
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3. resulting in a favorable migration of $400,000 from maintenance expense to billable projects. Worked closely with
Service Managers on satisfying multiple, dynamic sets of priorities.
• Project coordinator for the physical migration of Information Services applications to Denver from San Mateo.
Responsible for creating and maintaining the migration schedule of approximately 100 applications across a
dozen software development organizations, taking into consideration application inter-dependencies as well
competing strategic projects associated with certain applications. Applications operated on, and interfaced with,
various platforms and storage systems including UNIX, Windows, Mainframe, Disk and Tape.
Visa International – Systems Testing Manager April 2002 – June 2003
• Led team of 25 people responsible for the testing and implementation of complex application changes. Team was
highly successful as measured by extremely low system defect levels and by creating and maintaining very
positive customer experiences with the project team.
• Transformed the team’s methodology from an organization trained to react to demands for their services late in a
project life-cycle to one which would be sought out early on in the project life-cycle. This was accomplished by
focusing on the improvement of relationships with project and development managers and by marketing the
capabilities of the testing staff.
Visa International – Program Manager: Internet Systems Feb 2000 – Mar 2002
• Managed the implementation of a new 3-tier transaction gateway user interface system, from initiation through post-
implementation, within the $2 million budget and under severe time constraints where fiscal year boundaries
would cause the loss of funding;
• Created and negotiated project estimates for costs, schedule, and scope including a contract with 3rd
party software
firm to conduct significant portion of the software development;
• Initiated and chaired project review meetings directing activities for all project contributor organizations including
customer, contract development, in-house development, engineering, database administration, security, and data
center operations;
• Managed the training and transition of maintenance responsibilities to the application group responsible for the
service, yet unfamiliar with 3-tier, open systems technology being deployed in their area.
Visa International – Project Manager: Fraud Detection System Nov 1998 – Jan 2000
• Managed the re-architecture and migration of critical fraud pattern detection system to meet service growth and
flexibility requirements.
• Led all sub-project teams from initiation through post-implementation, and celebration. Sub-groups included project
sponsor, business users, operations, engineering, security, multiple interfacing application development groups,
testing
• Presented recommendations to executive management following an extensive analysis of then state-of-the-art UNIX
architecture alternatives to support increasing capacity requirements.
• Successfully defended recommendation against IBM’s alternative solution saving the company upwards of $1.7
million in development costs, $300K in software acquisition costs, 6 months in project duration, and $200K in
ongoing maintenance expense. The issue had to do capacity constraints that were driving some applications
away from the preferred “Symmetrical Multi-Processor (SMP)” technique towards a “Multi-Parallel Processor
(MPP)” solution;
Visa International – Program Manager: Risk Systems April 1993 – Oct 1998
• Managed the development, testing, implementation and ongoing maintenance for the many Payment Systems Risk
Management Services.
• Organized 40+ developers and testers into multiple project teams to support the dozens of projects each year.
• Managed the budgeting and scheduling process for all new Risk Services projects.
• Routinely presented various reports to Executive and Senior Vice Presidents.
• Communicated routinely with banking executives in every region of the world where Visa is accepted.
• Responsible for ensuring conversion of dozens of applications to meet Y2K requirements.
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4. Visa International – Project Manager: Card Recovery Bulletin Nov 1991 – March 1993
• Managed the replacement of an outdated paper-based fraudulent card bulletin with electronic version and
implemented a new fee structure for fraud listings worldwide. Also conceived, designed, and implemented new
cross-regional card listing fee structure to simplify and eliminate inefficient subsidies that had developed
unintentionally over many years. These card listing service fees totaled $80 million and were a major source of
revenue and expense for the 20,000 Member banks and six Visa Regional headquarters worldwide;
• Conducted extensive analysis throughout this 18 month long project on the effect of the fee change from both the
payer and payee perspective;
• Initiated worldwide communications plan in order to provide necessary lead time for payers and payees to
understand the impact of the change to their financials;
• Provided many ad-hoc analyses to regional and headquarters management of impact on both fees and fraudulent
card listings based on different models of behavioral change assumptions.
• Implemented customized merchant fraud management system in many countries, helping Member banks avoid
millions in fraud losses;
• Designed a project planning and development methodology to allow customization of country requirements while
utilizing a hybrid boilerplate approach to estimating and scheduling. This allowed project sponsors and the
development team to easily add new country implementations into their budget and fiscal year plans.
Visa International – Project Manager: Sales Fee System Mar 1990 – Oct 1991
• Designed and managed re-write project to eliminate inefficient, outdated fee collection system significantly reducing
maintenance costs and improving efficiency of future system development and operations;
• Responsible for analyzing, presenting and managing all aspects of project scope, schedule, cost, and organization of
this 256 person-month, 2.5 year project.
• Analyzed and implemented the complex business relationship and rules structure using newly acquired relational
database technology.
• Managed the upgrade of general ledger and accounts payable systems using Dun & Bradstreet suite of products.
Imperial Savings and Loan Feb 1981 – Feb 1990
Manager Retail Application Software Development 1987 – 1990
• Led the successful migration from Mainframe DOS to MVS. This effort included the mission critical Retail Savings
and Lending systems. Weekly meeting included stakeholders of 15 separate organizations. Established and
managed the 24/7 command center over a 4 day post-implementation timeframe to ensure any problems were
identified and resolved immediately.
• Managed the mid-course re-design and implementation of a Savings Branch acquisition and merger system after
assessment of prior manager’s plans were deemed unacceptable. Quickly worked with the entire extended project
team to recast tasks and estimates. Presented new plan to senior management and implemented this 10 month
project on schedule and within budget.
Programmer / Analyst Bank Retail and Corporate Systems Development: 1981 – 1986
• Managed the design and implementation of Dun & Bradstreet finance and H/R software systems;
• Translated the company’s complex rules and processes into the capabilities of the purchased system with
recommendations where custom programming would be required;
• Led the programming, testing, implementation, and on-going maintenance of these G/L, A/P, F/A, and H/R systems.
• Designed and developed treasury trading system for hedging risk of FNMA loan trades.
• Designed and developed internal proprietary cost allocation accounting system.
• Designed and developed adjustable rate loan capability for the mortgage loan system.
EDUCATION San Diego State University Bachelor of Science, Accounting
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