Jobs performed recently for major international CIB in Europe, USA and LatAm:

For a Tier 1 leading European Bank having activities in Europe, USA and LatAm. 

Global Markets F2B IT strategic plan working for GM COMEX, COO and CIO:

• Aligning business strategy with IT, identifying changes to increase STP, enhance flexibility and clients services
• Defining IT vision, IT architecture patterns, IT landscape consolidation and simplifications (involving Murex, Calypso, Front Arena, Sophis, ION, …, Custom apps),
• Defining the Transformation Roadmap, budget and business case,
• Identifying gaps and solutions such as to enhance clients’ services and STP ratio

For a Tier 2 leading European Bank having activities in Europe, USA and ASIA. 

Global Markets IT Strategic plan working for a COMEX member and its CIO/COO team:

• Aligning IT vision with Business intent, especially product innovation and flexibity to have a better time to market,

• Defining architecture and software evaluation: analysis of Murex, Calypso, Orchestrade compared to custom components,

• Defining open architecture to integrate best of breed solutions

• Defining budget and business case to optimize TCO (total cost of ownership)

For a Tier 1 leading European Bank having activities in Europe, USA and LatAm. 

Private Debt Mobilization IT strategic plan including Global Debt Finance, Global Transaction Banking and Global Markets:

• Aligning interest and commitments from several COMEX Leaders: PDM, GDF, GTB, CFO, Treasury, COO and CIO

• Analyzing current state towards regulatory compliance and defining mandatory processes and applications changes to achieve compliance End to End along Clients’ interactions, Trade Capture, Risk approval, MO/BO, Risk, Balance Sheet Mgt, Capital Optimization

• Finding new solutions to perform different mobilization and resell Risk Participation agreement to reduce risks and achieve better impact on Capital optimization and P&L, examples non exhaustive list: securitization on Loans and Receivables leveraging fintech solution, TRS on Loans leveraging Murex, ...

• Identifying new solutions to enhance Clients’ services and Distribution with marketplaces: ILEX, DebtFinance

• Defining Balance Sheet Mgt architecture and services to enable better control and distribution of assets and enhance Liquidity

• Defining budget, business case and transformation roadmap for each workstream, aligning initiatives of workstreams with dependencies towards Foundation, Core Business and Innovation building blocks

• Working with COMEX members to obtain approvals and commitment

• Setting up Program transformation governance, leadership teams, value based program management and milestones, PMO functions and tools, being the Program Director until hiring of a dedicated one.

For a Tier 1 leading European Bank having activities in Europe, USA and LatAm. 

Leverage Finance PMI and transformation plan working for Head of LevFin business, global and local COO/CIO:

• Operating model Front-Middle-Back-Finance and Risk

• Contributing to Business approvals process,

• Defining Risk and governance setup

• Identifying Workaround and target solutions, budget and roadmap

• Scenario based analysis and identifying ways to speed up hiring of key experts in the market, including outsourcing to BPO companies such as UnitedLex

For a Tier 1 leading European Bank having activities in Europe, USA and LatAm. 

Global Markets US PMI and transformation plan working for COMEX members and its COO/CIO team:

• Identifying new business opportunities and gaps in current IT architecture and Operating model

• Defining target architecture and workaround solutions, including outsourcing to BPO services such as Broadridge

• Budget and roadmap

Global Markets F2B IT strategic plan working for GM COMEX and CIO:

• Aligning business strategy with IT Front to Back office solutions for FICC business
• Defining IT vision, IT architecture patterns for matching competitive differentiation on pricing, analytics, real-time portfolio management and EOD P&L and Risk
• Understanding current IT landscape, gaps and critical limitations (including sustainability), opportunities for improvement, past rational decisions and pitfalls, operational risks,
• Looking for alternatives for consolidation and simplifications such as Murex, Calypso or custom development
• Defining the Transformation Roadmap, budget and business case of each scenarios (as-is, software, custom development)
• Working with GM Business, RISK, OPS and IT Leaders to identify selection criteria, including ability to execute, capabilities to develop and sustain, time to market, budget and RoI, impact on Cost Income ratio, peers benchmark to find a path matching leaders expectations while being rationale and clear on limited capabilities