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Andrew Atkinson
9 Evesham Road North, Reigate, Surrey, RH2 9DW
Mobile: 0770 294 7988
Email: atkinson.a.j@btinternet.com
Profile
Successful technical ITProgramme Manager/ProjectManagerwith15 yearsfinancial services
experience inInvestmentBanking.Provenexperience in managingcomplex multi-yearIT
programmesfrominitiationthroughto successfulclosure. Withthe abilitytocreate highly
motivatedtechnical global deliveryteamsinconjunctionwiththe aptitudetoengage senior
stakeholders(MD,CXX) inorganisations tocreate a successful outcome.
Career AndAchievements
Awards
 Short listedforthe BankingAwards2016 - bestinstitutional infrastructureinitiative.
DEUTSCHE BANK
Project Manager November 2015-Present
On-goingprojectmanagementof furthersystem integration (2Summitsystems) &re-engineering
the trade processingmiddleware transportfromTIBCOBusinessWorksintoJava.New budgetsource
and team.
 Remit:Complete the finalSummitconsolidationwhile enhancingthe functional scope of the
systemfortradingand regulatorycontrol.Inadditionre-engineerthe trade routing&
enrichmentmiddleware architecture
Programme Manager March 2013-November 2015
Programme managementof a(Misys) Summitsystemconsolidationinitiativeover3yearsas part of a
bank wide cost reduction initiative. Successfully complete on time and budget, receiving personal
acknowledgement CEO John Cryan and COO Kim Hammonds as well as other senior MD’s across
operations,finance,riskandtechnology.
Example feedbackfromDebtITMD:
“Fantastic achievement!! Well done to all involved.
This is a culmination of a very professionallyrun program that is a showcase for how GTO can workin partnership with many
of the groups in the bank, to successfullydeliver highly complex, multiyear programs that make us a simpler, safer and more
efficient bank.
Thank you all for the massive effort, for all those lost weekends and late nights, that the team has sacrificed to ensure the
many phases of the program not only delivered on time but delivered in a very stable way. (3P2’s and no P1’s attributed to
the program is VERY impressive)”
Responsibilitiesincluded:
 Remit:Reduce Summitsystemcomplexitygloballyandreduce operatingcostsin3 years
 Scope:Systemre-platforming,upgrade,integration,decommissionwhile doingBAUdelivery

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 Attainingcostssave of €3m/annumvia reducedlicense premiums,datacentre infrastructure
footprint&IT support
 Full accountabilityforprogramme successorfailure
 Consolidation/decommissionof 8systemsinLondon,New York,Singapore,Tokyo&Sydney
 StakeholdermanagementatseniorMD level acrossoperations,risk,finance,technology
 Initial vendor(x3) contractnegotiation,signoff andon-goingrelationshipmanagement
 Budgetresponsibility for€20m overthe programme lifecycle.€6m/year
 Team buildout (max.60) across vendor,contractand permanentstaff acrossUK, US, India,
Romania,Australia,Singapore,Philippines
 Global travel tosupportregional go-lives
 Governance setup; on-goingmonthlySteeringGroup chair, weekly coordination &reporting
 Chaireddaily,weeklyworkinggroupmeetingsthroughentire deliverycycle.Understoodthe
detail atthe (Jira) tasklevel
 Dependencymanagementacross300 global systems &interfaces and3,000 users across
120 legal entities
 Change managementforanyscope change withinternal clientsorvendor
 Drivinginfrastructure sizing (application&database servers,Citrix) procurement,build&
productionacceptance
 SDLC coordinationacrossproject, environment&delivery managers(inc.finance,risk,
regulatory,front&back office).Coordinationwithotherinternalprojects/programmes
 Coordinationof productiondelivery andwarrantysupport overthe deliverylifecycle
 Programme closure – includingfinalcost& benefits realisationsummary,workshopto
collate lessonslearnt,distributionof findingstoPM’sforinclusioninsubsequentdeliveries
as applicable.Off-boardingprojectteam
Programme Manager January 2012-February 2013
Upgrade of the Openlinkcommoditiesapplication acrosstradecapture,riskandfinance.Iwasbrought
into assistthe incumbentProgramme Manager,howeverafterayear the Commoditiesbusinesswas
wounddowndue tothehighcapital costsimposedbynewregulationsandtheProgrammewasclosed.
Duringthistime my responsibilitiesincluded:
 Assisting the Houston based Programme Manager to provide a UK presence due to the
geographicand time zone differencesfromthe technologydeliveryteam
 Budgetresponsibility for€30m annually.Ranmonthlyfinance meetingforthe Programme
Director.WorkedwithPMO onreportingCashand P&L numbers
 Coordinationof the deliverystreams,ensuringthatprojectplanswere synchronised –I
setupandran a numberof workshops tosynchronise the projectplansacrossthe risk,
finance andtrade capture deliverystreams –ensuringall intraandexternal project&
programme dependencieswere capturedandsubsequentlytracked
 Setupandran a governance structure tosolidifythe deliverystreams –bi-weeklyworking
groupand weeklystatusreporting.SetupandchairedmonthlySteeringcommittee
 Seniorstakeholdermanagement(MDlevel) viaSteeringCommittee andstatusreporting
 On-goingvendorrelationshipmanagement

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Programme Manager April 2011 –December2012
I had tworolesduringthistime,one definingthe TargetOperatingModel (TOM) forRatesandCredit
trade processingITand the other as the deliveryleadforatrade processingmiddleware application.
Responsibilitiesincluded:
 Settingupgovernance frameworkforthe ITtrade capture team
 Organisedandchairedan1 weekoffsite inUkraine withvendortofinalise model
 Publicationof the model onthe intranet.Walkedthe affectedstakeholdersthroughthe
mainchanges
 Trainingkeystaff to deliverthe message aswell ashostingconference callstothe trade
processingtechnologyteam(200 internal andvendorstaff)
 Coordinatingthe bookof work(BoW) of the TPM middleware application,associated
resource & budgeting
 Leadinga teamto enhance the performance throughputof the TPMmiddleware application
ROYAL BANK OF SCOTLAND
Project Manager June 2007 – March 2011
TroubleshottwofailingITprojects withdemandingstakeholders.Responsibilitiesincluded:
 Re-calibrationof the projectplans –setupandchaired workshopstounderstandcurrent
issues&bottlenecks,quick-winsandpragmaticdeliveryapproach
 Re-engagementof the seniorstakeholders withanachievableplan
 Settingupa programme governance model –workinggroups& steeringcommittees
 Augmentthe deliveryteamwithappropriateSME’sanddeliverymanager
 Matrix managementacrossUK & Indiawithinternational travel tothe offshore
developmentcentre
 Re-energisingthe projectteambyensuringthe milestoneswereachievable
 Identificationof redundant rolesredundant toimprove delivery efficiency
 Dependencymanagementincludedthe integration of the clientvaluationssystem intoa
newOperations datawarehouse,enablingthe banktohave a standardisedviewof
transactionsandassociatedposttrade events
I have alsoworkedat Morgan Stanley(7years),Citigroup(2years) aswell asSEMA Group Telecoms
(2 years).Detailsavailable onrequest.
Education
Msc. Digital Instrumentationand Analytical Science (DIAS) –UMIST, byexaminationand
dissertation. Specialisingin Image Systems(Digital SignalProcessing)
BSc. Geology(2(i)) –Universityof Manchester