1. Personal details
 Name: Luc Bulles
 Phone number: +447818065019
 E-mail: lucjtbulles@gmail.com
 Nationality: Dutch
 Address: 70-72 Kingsland Road, 5th
floor flat, London E2 8DP
Executive Summary
Experienced programme manager with strong expertise in IT delivery across Financial and Energy Services. Specialised
in complex application implementation and process re-engineering. Strong communicator and motivated team player
with a track record of successful delivery in challenging environments.
Work Experience
Director, UBS AG, October 2008 to present
Programme Manager – Global Reconciliation Utility (Jan 2014 – present)
Goal of the programme: meet regulatory and cost demands through simplification of UBS' reconciliation IT
landscape, enhancing IT and operational efficiency and delivering legal entity changes. Main responsibilities:
 Responsible for estimation and overall planning of programme of work. Yearly scope consisting of between 5-8
projects and yearly budget between 2.5 and 5 Million GBP.
 Responsible for programme resourcing, milestone planning and budget tracking. Accountable for reporting and
decision making in the programme with senior stakeholders.
 Recruited project managers on the programme and mentored them in the projects to ensure the project benefits as
per plan. Acted as escalation point for any issues in the projects.
 Cost savings reached by merging two strategic platforms into one, onboarding UBS Wealth Management Americas
onto strategic TLM platform, giving offshore access to ledger systems and onboarding Global Asset Mgmt to TLM.
 Implemented legal entity split in strategic reconciliation systems in order to respond to key regulatory drivers
including Dodd-Frank and TBTF.
Project Manager – Global Reconciliation Utility (May 2011 – Dec 2013)
Goal of the project: move Swiss Cash and Wealth Management Reconciliation from a custom built platform onto the
strategic bank wide TLM platform. Part of the larger industrialization programme in UBS. Main responsibilities:
 Responsible for complete IT delivery of the projects to onboard reconciliation for Swiss Wealth Management & Retail
Banking and various Wealth Management International locations onto the TLM platform. Managed the complete life-
cycles of the project from initiation and planning to release and go live.
 Met all milestones and time, budget and against quality benchmarks, despite various challenges due to external
circumstances, thereby exceeding expectations and receiving outstanding performance ratings from management.
 Manage a team of ~10 FTE, containing of permanent employees, contracts and third party vendor employees,
across various geographies (Switzerland, UK, Singapore and India).
 Face off to business to ensure successful migration of ~70,000 accounts and ~ 3 Million daily transactions to TLM.
Coordination between IT development and testing team and various UBS infrastructure teams.

2. Project Manager – Group Corporate Systems IT Outsourcing / Offshoring (September 2009 – May
2011)
Goal of the project: change the IT sourcing model for over 250 applications shared across the bank to a more
standardized "factory" model, by transforming to a single vendor strategy and moving roles from high cost to low cost
locations. Main responsibilities:
 Designed and implemented the staffing model and onboarding process to ensure the right skill fit of vendor
resources, resulting in a 65% hit rate for selecting vendor resources (twice as high as the benchmark); the tools and
processes set up are now used as bank-wide tools for sourcing and part of the “interview techniques” training.
 Implemented the application onboarding process, ensuring each application being offshored has set up rigorous
controls to prevent illegal cross-border application access and adhering to client data confidentiality rules.
 Created the business case in cooperation with programme management (estimated vendor cost for transition, set up
the method to reflect plan changes in the financial business case and calculated financial benefits per sector).
Project Manager – Payments and Cross Products IT Application Support Transformation Program
(October 2008 – September 2009)
Goal of the project: implement a streamlined service delivery model with key standards by consolidating multiple points
of entry into the IT organization into a single point of contact model. Main responsibilities:
 Led the integration of the Swiss Level 2 support team for Financial Instruments Services (Mainframe & Unix) with the
Level 1 utility in Singapore, resulting in improved and standardized communication during critical outages and better
incident and problem tracking.
 Implemented the Service Acceptance process between development and support teams across different locations
(Switzerland, APAC and the US) resulting in improved information sharing and preparation for large releases.
 Transformed the release procedures into a standard process for release preparation and sign off, with zero
tolerance for production outages due to releases. Success measured by tracking and discussing key metrics.
Manager, Sapient Corporation, April 2004 to October 2008
Project Manager – Operations IT Transformation for UBS (June 2007 - October 2008)
Goal of the project: analyse issues and inefficiencies around the interaction between Business Operations and IT;
implement standard processes across different Functions within the IT facing off to Operations. Main responsibilities:
 Led the implementation of the “SLA Lite” concept where IT services are measured based on meeting critical
business processes rather than only IT specific metrics.
 Created and co-led the implementation of the “application health check” heatmap used to proactively identify
operational risk, which is now a key part of UBS' group-wide IT strategy.
 Responsible for analysis of process improvements between Operations and IT through workshops and
questionnaires. Outcomes led to the re-organization within IT and the creation of the Operations IT function.
Project Manager and Analyst for large Dutch Energy provider (September 2004 – June 2007)
Goal of the project: business process re-engineering and systems integration for the energy trading arm of the largest
Dutch energy provider, facing off to the front office (trade capture) mid office (optimization, reporting, analysis and
settlements) and back office (nominations). Main responsibilities:
 Set up and managed a support team with onshore and offshore presence, supporting mission critical business
systems. Transformed the team from start up to a well-functioning and efficient production support team by installing
various key communication and escalation processes, incident and problem tracking and SLA management.
 Project manager for the testing, go live and early life support of the power nominations system, resulting in a more
business process oriented workflow, higher user satisfaction and reduction of manual errors.

3. Education
 Maastricht University, Maastricht, the Netherlands: Master Degree in Economics, 2003
 Universidade Nova de Lisboa, Lisbon, Portugal: Erasmus study from August 2001 – February 2002
Skills
Applications / platforms
(functional knowledge)
Microsoft Office (Project, Excel, Word, PowerPoint)
Oracle, Endur, TLM, ServiceNow
Project Management Programme planning and PMO setup across various sub-projects
Resource planning and cost tracking across projects
Stakeholder management and coordination with clients and end users
Cross-geography and cross-functions team management
Requirement gathering, planning, tracking and reporting
Process re-engineering
Data analysis
Business case creation and tracking
ITIL Foundation certified
Language skills Mother tongue: Dutch; Native: English, German; Basic: Portuguese, Spanish
Interests / hobbies Reading, travel, music (listening, playing and concert promotions), sports, charity
(currently active in UBS community affairs – student maths mentoring)