• 14+ years as a versatile Technology and Change Manager for Tier 1 Investment Bank, implementing US/EU Regulatory requirements (under Fed Consent Orders, PRA FRTB, SEC T+1, MiFID), Business Change initiatives, delivering tech transformation, trade process changes (within Fixed Income RMBS/CMBS/CLO/ABS areas)/ data migration projects, skilled at harnessing Enterprise expertise and leading global matrix-structured teams (using Agile/Waterfall/ hybrid methodologies)• Broad stakeholder management experience, working closely with the Sponsor to promote productive involvement of stakeholders, understand the desired outcomes and monitor/report delivery of business value• Proven ability to plan/execute/deliver multiple work-streamed global projects simultaneously, employing the appropriate level of a Project Lifecycle Cycle (PLC) Procedures for each phase• 9+ years of managing HW/SW/Infra transformation projects across 80+ (Fixed Income) apps (all with high priority drivers such as EOL/EOS/Reg/CVEs), requiring wide knowledge of OS standards, domain architecture/tech concepts• 9+ years of Program and Project managing a RMBS Business Data Transformation project (5 workstreams), executing change whilst under Regulatory (Fed Consent Order)/Litigation oversight, requiring enterprise-wide coordination and robust end-to-end project management • Skilled at building high performance global teams (led/developed 6 multi-disciplinary tech directs), and functionally managed 10+ offshore Dev resources using Agile/JIRA boards, adhering to required SDLC steps

As a PMO for the Joint Reconciliations Utility (IT) function, Chris supported the Programme Manager in finalizing the 2010 forecast and supported the day to day activities and closure of 2009 projects. His role then expanded to include responsibility for providing sole PMO support to the global team engaged in strategic CTB IT projects. Specifically, this included Assisted Programme Manager and function leads in capturing and reporting on programme (RAID); Assisted project managers to develop mitigation strategies; Was function's key contact for weekly/ monthly Groups Corporate Systems risk reviews; Management of function-wide invoice payment authorization (OPTIMA), allocation of costs, accruals, reconciliations, and variance resolution/ reporting; Preparing/ presenting information on project portfolio status on ad hoc basis (fire-drills); Responsibility for proposing, communicating, championing and ensuring adherence to function-wide PMO processes. Chaired bi-monthly function-wide special topics meetings; Structured, developed and deployed PMO controls for the function in line with the Bank's financial and Resource Management processes; Adminstared SharePoint; Ensured function was 100% complaint on bank wide initiatives; Managed document management and naming conventions; Collation of weekly PSR reports and regular meeting packs for Management, Steering Committee level, ensuring content providers had clear deliverables and visibility of timescales to meet deadlines;

After 4+ years continual service at Timberland, Chris opted to take a year-long sabbatical to project-manage his own Victorian townhouse renovation in London, achieving the following objectives Acquired new project management skills esp. in the areas of planning, supplier management and milestone trackingBuilt on his existing financial experience to develop and manage project financial plans and monitor cash flowEnsured expected quality levels were understood and met by using detailed supplier Scopes of WorkEngaged and managed 3rd party suppliers/subcontractors on a daily basis, including negotiating contract agreements, issuing invoices and co-ordinating activities to ensure timescales were metGained new application knowledge e.g. MS Project 2003Improved presentation skills by presenting at Grand Designs Live 2009 and on several radio showsResearched and applied new eco-renovation skills; he continues to successfully network with experts in this sectorChris completed Phase 1 of his project 4 weeks ahead of schedule and £10k under budget. He and his partner were featured throughout the BBC2 series "It's Not Easy Being Green" (Spring 2009), and in publications including The Times; the house is now regarded as an exemplar of eco-retrofit, as acknowledged by the Government and industry leaders such as the SEA.

Chris owned the financial evaluation of Timberland's EU supply chain, drove the BI data capture process, collated/ manipulated/ interpreted and published weekly reports to senior management/ key stakeholders, ensuring deadlines were met. Produced, published and presented weekly and monthly reports of detailed category evaluation analysis of the EU market (approx $200m pa) across 3 business channels for submission into the EMEA Open-to-BuyValidated weekly value changes at detail level, gathering timely root cause commentary from various BU'sPublication of monthly multi-category European Sales and Operation Planning (S&OP) deck, co-ordination with the S&OP team to ensure timely inputs, and support of strategic objectives through evaluations of data presentedSupported Global Performance Analysts, via publication of 10+ quarterly EU vendor performance reportsDeveloped and produced ad hoc reports from COGNOS cubes and IWR's as required by senior management Expert MS Excel user (vlookups, pivots, formula's), developing complex macros to reduce data analysis timescalesDevelopment, test and implementation of Excel macros across BU's to reduce time spent on collating data, and the deployment of data manipulation processes to simplify scheduled tasksOne of Chris' key achievements in 2005 was to implement weekly rather than monthly reporting of category channel valuation. Delivered benefits were improved control of internal spends/ greater responsiveness to market trends, increased confidence and integrity in the data, whilst reducing overall analysis time by 3 days per month.

As an Order Management Specialist, Chris' role was to manage the internal procurement and delivery schedule of 800+ DMS small switch units worth $23m into the British Telecom and Cable & Wireless networks. In the final 2 years of his engagement, Chris took on additional responsibilities as a key leader in the delivery of SAP training to over 60 European-based users. During his time at Nortel, Chris was recognised as a Nortel Top 10% Performer in 2002 and received two Nortel Special Commendations for efficient delivery.

Chris was responsible for the recruitment of temporary staff for a number of banking institutions.