The document discusses technology considerations for the mortgage industry. It notes that innovation is critical as competition increases and margins shrink. Regulations have increased costs significantly. Mortgage originators should ensure proper foundations are in place for increased oversight focusing on strategic planning, policies, procedures, training, risk management and data quality. They also need to understand the new digital savvy borrower who favors convenience and personalization through digital channels. However, borrowers still prefer some human touchpoints and may still favor brick-and-mortar branches. A well-designed strategic technology plan can provide business value through growth, profitability, risk mitigation and improved customer and employee experiences.
What is Going on in the GovCon Market? Benchmarks and Trends for Government C...Unanet
What is Going on in the GovCon Market? Benchmarks and Trends for Government Contractors Presented by Kim Koster, Unanet.
Uncover the insights and tips to grow your government contracting business.
* Plan & strategize for next fiscal year.
* Focus on internal control best practices and standards.
* Insights to create internal roadmaps and manage controls.
* Drive value in your overall organization.
Maximizing Business Value Through Effective IT GovernanceCognizant
Holistic IT governance, aligned with corporate governance and designed to ensure successful IT implementation, yields strategic alignment, value delivery, risk management, resource management and performance management through the governance of architecture, projects and portfolios, application lifecycles, infrastructure and data, vendors and sourcing, service lifecycles and new age technology.
Management model for exploratory investment in IT WGroup
The ability to evaluate these new technologies in a practical environment where their technological value and impact on business and IT operations can be assessed is extremely important. Exploratory efforts should be structured and controlled similarly to other major projects and in addition should be evaluated for use in the production environment. In addition to evaluating the technical capabilities and practical application of the new technology, IT must evaluate the “fit” of the new technology in the existing service portfolio or catalog. In this article, WGroup has developed a new class of IT investment, referred to as “Exploratory,” along with a supporting management model to guide the effort through the evaluation phases and ensure a tight fit within the service catalog.
Tech transfer making it as a risk free approach in pharmaceutical and biotech iniaemedu
Tech transfer is a common methodology for transferring new products or an existing
commercial product to R&D or to another manufacturing site. Transferring product knowledge to the
manufacturing floor is crucial and it is an ongoing approach in the pharmaceutical and biotech
industry. Without adopting this process, no company can manufacture its niche products, let alone
market them. Technology transfer is a complicated, process because it is highly cross functional. Due
to its cross functional dependence, these projects face numerous risks and failure. If anidea cannot be
successfully brought out in the form of a product, there is no customer benefit, or satisfaction.
Moreover, high emphasis is in sustaining manufacturing with highest quality each and every time. It
is vital that tech transfer projects need to be executed flawlessly. To accomplish this goal, risk
management is crucial and project team needs to use the risk management approach seamlessly.
What is Going on in the GovCon Market? Benchmarks and Trends for Government C...Unanet
What is Going on in the GovCon Market? Benchmarks and Trends for Government Contractors Presented by Kim Koster, Unanet.
Uncover the insights and tips to grow your government contracting business.
* Plan & strategize for next fiscal year.
* Focus on internal control best practices and standards.
* Insights to create internal roadmaps and manage controls.
* Drive value in your overall organization.
Maximizing Business Value Through Effective IT GovernanceCognizant
Holistic IT governance, aligned with corporate governance and designed to ensure successful IT implementation, yields strategic alignment, value delivery, risk management, resource management and performance management through the governance of architecture, projects and portfolios, application lifecycles, infrastructure and data, vendors and sourcing, service lifecycles and new age technology.
Management model for exploratory investment in IT WGroup
The ability to evaluate these new technologies in a practical environment where their technological value and impact on business and IT operations can be assessed is extremely important. Exploratory efforts should be structured and controlled similarly to other major projects and in addition should be evaluated for use in the production environment. In addition to evaluating the technical capabilities and practical application of the new technology, IT must evaluate the “fit” of the new technology in the existing service portfolio or catalog. In this article, WGroup has developed a new class of IT investment, referred to as “Exploratory,” along with a supporting management model to guide the effort through the evaluation phases and ensure a tight fit within the service catalog.
Tech transfer making it as a risk free approach in pharmaceutical and biotech iniaemedu
Tech transfer is a common methodology for transferring new products or an existing
commercial product to R&D or to another manufacturing site. Transferring product knowledge to the
manufacturing floor is crucial and it is an ongoing approach in the pharmaceutical and biotech
industry. Without adopting this process, no company can manufacture its niche products, let alone
market them. Technology transfer is a complicated, process because it is highly cross functional. Due
to its cross functional dependence, these projects face numerous risks and failure. If anidea cannot be
successfully brought out in the form of a product, there is no customer benefit, or satisfaction.
Moreover, high emphasis is in sustaining manufacturing with highest quality each and every time. It
is vital that tech transfer projects need to be executed flawlessly. To accomplish this goal, risk
management is crucial and project team needs to use the risk management approach seamlessly.
Trends in Outsourcing & Offshoring in the Financial Services Industry 2008-20...newtonsa1
Financial Services companies continue to face headwinds in the global marketplace. Whilst outsourcing activity has not returned to the levels it enjoyed pre-Credit Crunch we are starting to see signs of strengthening demand across North America, EMEA and Asia-Pacific. The third edition of Elix-IRR’s report on Trends in Outsourcing and Offshoring in the Financial Services Industry examines developments in the market since 2011 and the key deal activity which has taken place. We once again assess the health of outsourcing in Financial Services by geography and by domain as well as applying particular scrutiny to the ever-increasing pressure of global regulation and the role of service management in ensuring that outsourcing contributes to the achievement of strategic goals. And because of our longstanding commitment to Africa we return to the continent with fresh insights to the health of the market there, particularly supplier activity in the region.
Deloitte CFO and finance discussion documentMarc Joiner
How can a CFO think about how they spend their time, where they focus efforts, and how their Finance team can deliver value to the organization? This document can act as a framework for CFOs and Finance teams.
Contingent Workforce Management Benchmark ReportCXC Global A/NZ
The Contingent Workforce Management Benchmark Report was originally presented by Jenni Nelson, Principal Consultant at HCMS for the ATC's Flexible Workforce Conference in Sydney, Australia.
Vendor Selection Matrix - Capacity Management - Top 15 Vendors in 2016TeamQuest Corporation
Independent analyst report on the top 15 vendors in capacity management software and SaaS. More than 1300 IT buyers of capacity management software were surveyed and more than 20,000 data points collected and evaluated. Vendors are ranked in terms of:
*Vision & Go-To-Market
*Innovation & Partner Ecosystem
*Company Viability & Execution Capabilities
*Differentiation & USP
*Breadth & Depth of Solution Offering
*Market Share & Growth
*Customer Satisfaction & Mindshare
*Price vs Value
TeamQuest was ranked #2 overall and has the highest scores for customer satisfaction and price vs value in the industry.
IJRET : International Journal of Research in Engineering and Technology is an international peer reviewed, online journal published by eSAT Publishing House for the enhancement of research in various disciplines of Engineering and Technology. The aim and scope of the journal is to provide an academic medium and an important reference for the advancement and dissemination of research results that support high-level learning, teaching and research in the fields of Engineering and Technology. We bring together Scientists, Academician, Field Engineers, Scholars and Students of related fields of Engineering and Technology
Conduct Risk. Assessing risk and identifying cultural drivers for clear defin...Compliance Consultant
Conduct Risk is sweeping the financial services world and catching many risk manager out as there is still a lack of understanding.
Our Compliance Manual is available at http://bit.ly/ComplianceManualTemplate
Risk management need to determine the corporate risk philosophy and appetite. To assess or understand the risk philosophy, try to comprehend the organisation's culture, values and environment. The way business operations are conducted on a daily basis and the organisation’s strategy are typically good indicators where you can find the company risk philosophy. Assess whether business has an aggressive, innovative, typical or conservative attitude towards risks for achieving business goals.
Risk appetite is simply the amount of risk which the organisation is willing to take to undertake business activities and achieve the business objectives, where Conduct Risk is concerned this has to include good customer outcomes. A simple question to ask the board of members could be “What amount of reported mismanagement or public uproar would make you uncomfortable if it appeared in the business newspapers?”
Consolidate the various risk exposures from the risk department's identified risks and present them to the board. Finally, assess whether the company’s internal perception and rhetoric on risk philosophy and appetite are consistent with the board and other stakeholder's viewpoints. Realign the two where required to prepare the annual strategy.
Build Your Framework.
Do you have the right tools to measure your financial performance? Do you know what elements are necessary to guide your business? Based on last year's rave reviews, Autotask's own Chief Financial Officer, Vince Zumbo, will return to lay out the fundamentals of planning and monitoring your financials for success. Vince will be aided by Autotask Product Manager Joe Rourke who will demonstrate how you can apply what you've learned by leveraging Autotask to support your business' optimal financial health. This session is full of tips, templates and insights that are used by financial professionals today and can be used by organizations of all sizes.
[Presenters: Vince Zumbo & Patrick Burns, Autotask]
Multi-objective IT Project Selection Model for Improving SME Strategy Deploym...IJECEIAES
Due to the limited financial resources of small and Medium-sized enterprises (SMEs), the proven approaches for selecting IT project portfolio for large enterprises may fail to perform in SMEs; SME top management want to make sure that the corporate strategy is carried out effectively by IT project portfolio before investing in such projects. In order to provide automated support to the selection of IT projects, it seems inevitable that a multiobjective approach is required in order to balance possible competing and conflicting objectives. Under such an approach, individual projects would be evaluated not just on their own performance but on the basis of their contribution to balance the overall portfolio. In this paper, we extend and explore the concept of IT project selection to improve SME strategy deployment. In particular, we present a model that assesses an individual project in terms of its contribution to the overall strategic objectives of the portfolio. A simulation using the model illustrates how SME can rapidly achieve maximal business goals by deploying the multi-objective algorithm when selecting IT projects.
Trends in Outsourcing & Offshoring in the Financial Services Industry 2008-20...newtonsa1
Financial Services companies continue to face headwinds in the global marketplace. Whilst outsourcing activity has not returned to the levels it enjoyed pre-Credit Crunch we are starting to see signs of strengthening demand across North America, EMEA and Asia-Pacific. The third edition of Elix-IRR’s report on Trends in Outsourcing and Offshoring in the Financial Services Industry examines developments in the market since 2011 and the key deal activity which has taken place. We once again assess the health of outsourcing in Financial Services by geography and by domain as well as applying particular scrutiny to the ever-increasing pressure of global regulation and the role of service management in ensuring that outsourcing contributes to the achievement of strategic goals. And because of our longstanding commitment to Africa we return to the continent with fresh insights to the health of the market there, particularly supplier activity in the region.
Deloitte CFO and finance discussion documentMarc Joiner
How can a CFO think about how they spend their time, where they focus efforts, and how their Finance team can deliver value to the organization? This document can act as a framework for CFOs and Finance teams.
Contingent Workforce Management Benchmark ReportCXC Global A/NZ
The Contingent Workforce Management Benchmark Report was originally presented by Jenni Nelson, Principal Consultant at HCMS for the ATC's Flexible Workforce Conference in Sydney, Australia.
Vendor Selection Matrix - Capacity Management - Top 15 Vendors in 2016TeamQuest Corporation
Independent analyst report on the top 15 vendors in capacity management software and SaaS. More than 1300 IT buyers of capacity management software were surveyed and more than 20,000 data points collected and evaluated. Vendors are ranked in terms of:
*Vision & Go-To-Market
*Innovation & Partner Ecosystem
*Company Viability & Execution Capabilities
*Differentiation & USP
*Breadth & Depth of Solution Offering
*Market Share & Growth
*Customer Satisfaction & Mindshare
*Price vs Value
TeamQuest was ranked #2 overall and has the highest scores for customer satisfaction and price vs value in the industry.
IJRET : International Journal of Research in Engineering and Technology is an international peer reviewed, online journal published by eSAT Publishing House for the enhancement of research in various disciplines of Engineering and Technology. The aim and scope of the journal is to provide an academic medium and an important reference for the advancement and dissemination of research results that support high-level learning, teaching and research in the fields of Engineering and Technology. We bring together Scientists, Academician, Field Engineers, Scholars and Students of related fields of Engineering and Technology
Conduct Risk. Assessing risk and identifying cultural drivers for clear defin...Compliance Consultant
Conduct Risk is sweeping the financial services world and catching many risk manager out as there is still a lack of understanding.
Our Compliance Manual is available at http://bit.ly/ComplianceManualTemplate
Risk management need to determine the corporate risk philosophy and appetite. To assess or understand the risk philosophy, try to comprehend the organisation's culture, values and environment. The way business operations are conducted on a daily basis and the organisation’s strategy are typically good indicators where you can find the company risk philosophy. Assess whether business has an aggressive, innovative, typical or conservative attitude towards risks for achieving business goals.
Risk appetite is simply the amount of risk which the organisation is willing to take to undertake business activities and achieve the business objectives, where Conduct Risk is concerned this has to include good customer outcomes. A simple question to ask the board of members could be “What amount of reported mismanagement or public uproar would make you uncomfortable if it appeared in the business newspapers?”
Consolidate the various risk exposures from the risk department's identified risks and present them to the board. Finally, assess whether the company’s internal perception and rhetoric on risk philosophy and appetite are consistent with the board and other stakeholder's viewpoints. Realign the two where required to prepare the annual strategy.
Build Your Framework.
Do you have the right tools to measure your financial performance? Do you know what elements are necessary to guide your business? Based on last year's rave reviews, Autotask's own Chief Financial Officer, Vince Zumbo, will return to lay out the fundamentals of planning and monitoring your financials for success. Vince will be aided by Autotask Product Manager Joe Rourke who will demonstrate how you can apply what you've learned by leveraging Autotask to support your business' optimal financial health. This session is full of tips, templates and insights that are used by financial professionals today and can be used by organizations of all sizes.
[Presenters: Vince Zumbo & Patrick Burns, Autotask]
Multi-objective IT Project Selection Model for Improving SME Strategy Deploym...IJECEIAES
Due to the limited financial resources of small and Medium-sized enterprises (SMEs), the proven approaches for selecting IT project portfolio for large enterprises may fail to perform in SMEs; SME top management want to make sure that the corporate strategy is carried out effectively by IT project portfolio before investing in such projects. In order to provide automated support to the selection of IT projects, it seems inevitable that a multiobjective approach is required in order to balance possible competing and conflicting objectives. Under such an approach, individual projects would be evaluated not just on their own performance but on the basis of their contribution to balance the overall portfolio. In this paper, we extend and explore the concept of IT project selection to improve SME strategy deployment. In particular, we present a model that assesses an individual project in terms of its contribution to the overall strategic objectives of the portfolio. A simulation using the model illustrates how SME can rapidly achieve maximal business goals by deploying the multi-objective algorithm when selecting IT projects.
Revolutionizing the Digital Transformation Office - Leveraging OnePlan’s AI a...OnePlan Solutions
In today’s rapidly evolving business landscape, digital transformation is not just an option; it’s a necessity for staying competitive. However, managing a Digital Transformation Office (DTO) presents unique challenges, from aligning strategic goals to efficiently allocating resources. OnePlan’s Strategic Portfolio Management Platform, powered by advanced AI, offers a comprehensive solution to these challenges, enabling managers to excel in their roles and drive successful digital transformation. Join us in this enlightening webinar to discover how OnePlan can revolutionize your management approach.
Key Takeaways:
Strategic Alignment and Decision Making: Learn how OnePlan’s platform facilitates the alignment of digital transformation initiatives with business objectives, ensuring that every project contributes to the overarching strategy.
Resource Optimization and Forecasting: Discover the tools and methodologies OnePlan offers for optimal resource allocation and forecasting, maximizing efficiency, and minimizing waste.
Risk Management and Adaptability: Understand how OnePlan’s AI capabilities can help your DTO navigate uncertainties and adapt to changes swiftly and effectively.
Enhancing Collaboration and Transparency: Explore how OnePlan promotes a culture of collaboration and transparency across departments, crucial for the success of digital transformation efforts.
Driving Innovation and Competitive Advantage: See how integrating OnePlan’s Strategic Portfolio Management Platform and AI into your management practices can not only streamline operations but also foster innovation and create a sustainable competitive advantage.
This webinar is for managers, leaders, and anyone involved in driving digital transformation within their organizations. Whether you’re just starting your digital transformation journey or looking to enhance your current strategies, OnePlan’s platform offers the tools, insights, and support needed to achieve success in the digital era.
Challenges and opportunities for the CFO function in a highly regulated global environment
The CFO must recognise the value of data submitted to the board of directors. Often the CFO is stuck using spreadsheets as a reporting solution rather than a technique for effective communications.
• Strategic Issues -how does the CFO fit in and interact with the Strategic Pillars of the organisation?
• Stakeholder management - employees, shareholders, regulators, customers -both existing and potential
• Change- and Vendor management - processes, people and policies
5 Steps to Effectively Handle Digital Transformation and Business Disruption:...SVRTechnologies
Digital technology continues to change the business world dramatically. This article provides business and IT leaders’ helpful tools to drive and manage digital transformation effectively.
Digitization affects almost everything in today's organizations, which makes capturing its benefits uniquely complex. However
1. Getting the engine in place to digitize at scale is uniquely complex as digital touches so many parts of an organization requiring unprecedented coordination of
People,
Processes, and
Technologies.
2. A strategy to increase revenue which generates the most value requires
A clear vision and plan for how to capture that value, and
Technologies and tools to digitize interactions with customers.
New capabilities and teams to manage and coordinate the delivery of those journeys across the organization.
3. With the average corporate life span falling for more than half a century(Standard & Poor’s data show it was 61 years in 1958, 25 years in 1980, and just 18 years in 2011) digitization is placing unprecedented pressure on organizations to evolve. That means digitally driven business model is crucial to survival.
A digital strategy entails various components, including identifying digital goals, understanding the target audience, selecting relevant digital channels, allocating resources, integrating digital initiatives with the overall business strategy, and measuring performance.
Hello Friends,
This slide will help you to under stand the job roles and responsibilities of project manager at Infosys, skills, and competencies required. and marketing manager roles and responsibilities at hul, what knowledge experience required.
3. Executive Summary
• Home mortgage lending continues to be profitable against an increase in competition and shrinking margins. Many private
equity firms and individual investors that have remained on the sidelines during the mortgage crisis are now re-entering the
market. Innovation is critical as many of these entities are looking to “disrupt” the market with new partnerships and
technologies.
• Regulatory agencies such as the Department of Justice, Office of the Comptroller of the Currency and the Consumer Financial
Protection Bureau will continue to enact policies that increase the regulatory burden on mortgage originators and mortgage
servicers. The technology per unit cost for mortgage origination and mortgage servicing has increased as much as 4X since pre-
crisis levels due mainly to an increase in costs to remain compliant with new regulations.
• Mortgage originators should take action in the near-term to ensure that the proper foundation is in place in advance of
increased regulatory oversight. These actions should focus on strategic planning, policies, procedures, training, effective risk
and control management and the quality of data that is used to make decisions that impact customers. This should be applied
to in-house IT as well as third-party providers.
• Mortgage originators need to better understand and be positioned for the new digital savvy borrower. These borrowers favor
convenience, simplicity and on-demand end-to-end personalized service. They favor digital touch points and the brick and
mortar branch model is not as important to meet the requirements of this borrower demographic segment.
• However, borrowers (specifically purchase vs. repurchase) view the mortgage process as complex. They continue to show a
strong preference to human touch points throughout the process and are more likely to favor the brick and mortar branch
model.
• A large number of borrowers are expected to re-enter the market over the next several years as they overcome their credit
issue related to a mortgage default during the mortgage crisis peak of 2010-2013 (i.e., foreclosure, deed-in-lieu, short sale,
etc.).
• A well designed and managed strategic technology plan and a well developed technology organization will provide significant
“business value” in terms of company growth, profitability, risk mitigation, customer experience and employee experience.
3
4. Technology Considerations
• Strategic Technology Plan and Roadmap – What is the present business model and where does the business plan to be in the
next 3-5 years? A scalable strategic technology plan and roadmap should be developed with business leader input and have a
governance model to keep the plan aligned, on schedule and on budget. Transparency, traceability and sustainability are key
concepts in managing the roadmap.
• Profitability – Total Cost of Ownership (TCO) is a valuable concept but is presently being re-engineered as “Total Cost of
Service” (TCS). Regardless of the financial perspective, technology should be managed as an investment. Integrated with the
budget process, supported by a fact based business case with a 3-5 year net present value and governed against baseline. To
the greatest extent possible, costs should be variable based on volume (i.e., number of funded loans).
• Risks & Controls – Cyber security, litigation and regulation has placed an additional operating burden on companies in order to
avoid reputation and financial risk. The rise in data breach events is likely to continue. An in-house IT operation should have
similar controls in place as would be required of a third-party vendor (i.e., SSAE-16 Type II Audit and controls).
• Customer Experience – Keeping in mind the increase in competition and regulatory oversight, IT should implement solutions in
a manner that consistently considers the customer experience. The traditional human touch points remain critical in addition
to emerging digital touch points. This view should be embedded into the business case for technology refresh and continue
through to deployment. A solid change management practice should be implemented.
• Employee Experience – Not only does this consideration impact employee morale but it will feeds into the overall customer
experience. In addition to honoring the core values of the company, technology should be designed to enhance the interaction
of the employee with the core application. Business involvement, proper workflows, ease of use via smooth integration and
minimizing application defects are a few ways to improve the employee experience.
Each of these areas can be matured in a timeframe and manner that is commensurate
with the business and financial plans of the company
4
5. Technology Management Best Practices
5
Profitability
•Multi-Year Strategic Technology Plan and Roadmap
•Technology Investment Governance Program
•Scalable Solutions With Variable Cost Structures
•Ranking Against Peer Group Metrics
Risks/Controls
•Best-in-Class Information Security Program
•Risk Management Framework
•Business Resiliency Program
•Adherence to SSAE-16 Type II Audit Controls
Customer Experience (internal and external)
•Architecture and Technology Stack That is Scalable, Nimble and Mobile
•Agile/DevOps Methodologies/Tools to Increase Speed to Market
•Metrics-Base Production Support Model
•Enterprise Change Management Program
Employee Experience
•Performance Management With SMART Goals
•Talent Management and Training to Develop High Potential Performers
•Demand Management to Promote Work/Life Balance
•Technology Solutions That Improve Daily Work Life of Staff
All four areas must be considered in developing a sound strategic
technology plan and driving tactical delivery
6. John Scattergood
Chief Information Officer | Financial Services
Execution driven strategic thinker and thought leader with twenty-five years of experience focused on the intersection of technology and
financial services. Demonstrated experience in the delivery of multi-year technology strategies that support dynamic companies.
Background as a financial services technology professional provides a unique perspectives on industry challenges and trends
Equally adept at technology vision, strategy, delivery and support of enterprise-wide technology. Combine technology knowledge and
business acumen to support strong company revenue growth. Promote best practices to enhance profitability, risk management,
customer interaction and employee experience.
Broad career experience in investment bank, private equity, and de novo operations. Executive roles have produce a unique combination
of Information Technology, Human Resources, Global Strategic Sourcing and Corporate Services. An industry reputation for business
alignment, transformation, enterprise-wide technology and organizational development.
Built or renovated six mortgage technology platforms and organizations with internal rates of return greater than 40%. Directed the
acquisition and technology integration of three mortgage companies. Technology best practices focus on profitability, risks and controls,
customer experience and employee experience.
Track record in assisting companies on implementing multi-year strategic technology plans with measurable results;
• Support company growth, increasing revenue and decreasing costs.
• Deliver leading edge sustainable solutions to solve business challenges
• Develop technology organizations with the culture, skills and tools for effective tactical delivery
• Address legal and regulatory concerns to avoid litigation, penalties and sanctions
• Adhere to the highest level of ethics required of a financial services executive
A graduate of University of Minnesota with a Bachelor of Arts degree in Economics. He presently resides in Dallas, Texas with his wife
Kimberley and has two sons Blake and Nick.
Execution driven strategic thinker and thought leader with twenty-five years of experience focused on the intersection of technology and
financial services. Demonstrated experience in the delivery of multi-year technology strategies that support dynamic companies.
Background as a financial services technology professional provides a unique perspectives on industry challenges and trends
Equally adept at technology vision, strategy, delivery and support of enterprise-wide technology. Combine technology knowledge and
business acumen to support strong company revenue growth. Promote best practices to enhance profitability, risk management,
customer interaction and employee experience.
Broad career experience in investment bank, private equity, and de novo operations. Executive roles have produce a unique combination
of Information Technology, Human Resources, Global Strategic Sourcing and Corporate Services. An industry reputation for business
alignment, transformation, enterprise-wide technology and organizational development.
Built or renovated six mortgage technology platforms and organizations with internal rates of return greater than 40%. Directed the
acquisition and technology integration of three mortgage companies. Technology best practices focus on profitability, risks and controls,
customer experience and employee experience.
Track record in assisting companies on implementing multi-year strategic technology plans with measurable results;
• Support company growth, increasing revenue and decreasing costs.
• Deliver leading edge sustainable solutions to solve business challenges
• Develop technology organizations with the culture, skills and tools for effective tactical delivery
• Address legal and regulatory concerns to avoid litigation, penalties and sanctions
• Adhere to the highest level of ethics required of a financial services executive
A graduate of University of Minnesota with a Bachelor of Arts degree in Economics. He presently resides in Dallas, Texas with his wife
Kimberley and has two sons Blake and Nick.
6
7. John Scattergood
Chief Information Officer | Financial Services
Execution driven strategic thinker and thought leader with twenty-five years of experience focused on the intersection of technology and
financial services. Demonstrated experience in the delivery of multi-year technology strategies that support dynamic companies.
Background as a financial services technology professional provides a unique perspectives on industry challenges and trends
Equally adept at technology vision, strategy, delivery and support of enterprise-wide technology. Combine technology knowledge and
business acumen to support strong company revenue growth. Promote best practices to enhance profitability, risk management,
customer interaction and employee experience.
Broad career experience in investment bank, private equity, and de novo operations. Executive roles have produce a unique combination
of Information Technology, Human Resources, Global Strategic Sourcing and Corporate Services. An industry reputation for business
alignment, transformation, enterprise-wide technology and organizational development.
Built or renovated six mortgage technology platforms and organizations with internal rates of return greater than 40%. Directed the
acquisition and technology integration of three mortgage companies. Technology best practices focus on profitability, risks and controls,
customer experience and employee experience.
Track record in assisting companies on implementing multi-year strategic technology plans with measurable results;
• Support company growth, increasing revenue and decreasing costs.
• Deliver leading edge sustainable solutions to solve business challenges
• Develop technology organizations with the culture, skills and tools for effective tactical delivery
• Address legal and regulatory concerns to avoid litigation, penalties and sanctions
• Adhere to the highest level of ethics required of a financial services executive
A graduate of University of Minnesota with a Bachelor of Arts degree in Economics. He presently resides in Dallas, Texas with his wife
Kimberley and has two sons Blake and Nick.
Execution driven strategic thinker and thought leader with twenty-five years of experience focused on the intersection of technology and
financial services. Demonstrated experience in the delivery of multi-year technology strategies that support dynamic companies.
Background as a financial services technology professional provides a unique perspectives on industry challenges and trends
Equally adept at technology vision, strategy, delivery and support of enterprise-wide technology. Combine technology knowledge and
business acumen to support strong company revenue growth. Promote best practices to enhance profitability, risk management,
customer interaction and employee experience.
Broad career experience in investment bank, private equity, and de novo operations. Executive roles have produce a unique combination
of Information Technology, Human Resources, Global Strategic Sourcing and Corporate Services. An industry reputation for business
alignment, transformation, enterprise-wide technology and organizational development.
Built or renovated six mortgage technology platforms and organizations with internal rates of return greater than 40%. Directed the
acquisition and technology integration of three mortgage companies. Technology best practices focus on profitability, risks and controls,
customer experience and employee experience.
Track record in assisting companies on implementing multi-year strategic technology plans with measurable results;
• Support company growth, increasing revenue and decreasing costs.
• Deliver leading edge sustainable solutions to solve business challenges
• Develop technology organizations with the culture, skills and tools for effective tactical delivery
• Address legal and regulatory concerns to avoid litigation, penalties and sanctions
• Adhere to the highest level of ethics required of a financial services executive
A graduate of University of Minnesota with a Bachelor of Arts degree in Economics. He presently resides in Dallas, Texas with his wife
Kimberley and has two sons Blake and Nick.
6