Christopher Maroney Email & Phone Number

London, Gb

- Broadridge - As a consultant working for Broadridge with their client UBS Wealth Management, I was responsible for aiding in the implementation and adoption of a new Wealth Management technology platform (WMAP), as well as readying the effort to market the solution to other clients.- Gilded - managed Capco and Accenture resources to build out Gilded infrastructure and implement tooling for project management to support Agile development. Managed testing and release of newly developed web and mobile device application for retail gold trading to United States and India retail customers.- Mizuho Bank - led program definition and initiation phases for effort to move functions (Operations, HR, IT Corporate, Audit, Compliance) to a shared services entity. Defined Shared Services program’s scope, budget, plan, and risks for Mizuho management to review in the Corporate project prioritization pipeline.- Teneo - led Program Management Office from start to finish overseeing initiative structure and execution of workstreams (Legal, Finance/Tax, HR, Change Management, Marketing and IT) to enable the acquisition and integration of Deloitte’s UK Restructuring business into Teneo. I also monitored/audited integration initiative’s plan, budget, progress and developed synthesis to present to executive stakeholders while providing assessments and action plans to work through blockers that might impact contractual required timelines. Additionally, I managed resources globally (US, UK, Romania) in order to define business process and technology solutions for post-acquisition ensuring that Day 1 business ran without incident.

- Helped manage on Product team several of Bridgewater Associates’ (BW) founder-led proprietary AI-based automated management decision-making applications. These tools are in use within BW and have been repackaged as market offerings to other firms.- Oversaw multi-year technology and business-aligned roadmaps across Legal, Tax, Finance, Operations and Corporate Management meeting company-wide goals. Examples of roadmaps and results include: - Delivery of development/enhancements of proprietary AI applications. - Workday & Shared Services applications. - Enterprise-wide content management systems. - Learning management systems. - Business process workflow automation.- Led creation and execution of business and technology risk assessments across firm resulting in remediation efforts that move all applications at high risk/high impact to low risk/low impact.- Established and oversaw initiatives to transition people, technology, and processes from client to Genpact as part of a multiple departmental “lift and shift” engagement, enabling Genpact to take over running these areas for the client.- Drove solution through dependencies that had become blockers for go-live, resulting in Genpact meeting client contractual deadlines for new digital shared services offering.- Allocated resources and continuously reassessed projects and product support to optimize utilization to support engineering development pipeline and development resources, including intake, prioritization, implementation and delivery. Ensured client needs were articulated and expectations were met.- Spearheaded a cost savings Cloud environment decommission program by engaging client to understand impact and prepare for contingencies. This program eliminated client’s total footprint within this Cloud provider saving hundreds of thousands of dollars a year.

AIG is a multinational finance and insurance corporation. AIG Financial Products specialized in interest rate and currency swaps and, more broadly, the capital markets.- Led collection of international initiatives including: business process re-engineering, scoping out and delivery of proprietary asset and credit derivative valuation systems resulting in helping to secure AIG's credit rating through transparency and providing information into decisions between AIG, the Fed, and counterparties on what financial assets to hold or sell as part of business wind down. – decisions that were critical during and after the late 2000s financial crisis- Supervised program to enable Modeling, Treasury, Market and Credit Risk, Accounting, and Front Office teams to design and build dashboards for company's investments. These dashboards were used for regulatory reporting, treasury processes, and trading decisions. This eliminated 80% of the manual reporting and data analysis that was required throughout the year- Used SQL to produce Oracle Discoverer Dashboards and reports for Middle Office and logistical functions.

Zurich, Ch

Drove multi year efforts to ensure technical architecture and business/operational processes were streamlined, cost efficient and sufficiently controlled risk to meet rapidly developing derivatives business.

New York, New York, Us

Brought on board to modernize antiquated systems and process. Conceptualized financial benefits by spearheading the marketing of in-house developed systems to other publishing houses. Coordinated 50+ resources successfully managing project lifecycle from initial systems planning and technology acquisition through installation, training, and operations. Reengineered legacy system upgrade to multidimensional database, OLAP tools and reporting engines providing business intelligence to Marketing Department.

Dublin 2, Ie

Spearheaded a team of seven developing new oracle modules maintaining production systems after launch. Used standardized methodologies completing business process improvement, reengineering, and change management for a new call center operation at a fortune 1000 water utility company. Worked on oracle-related projects leading design efforts, overseeing development, and facilitating user acceptance test.

Bachelor'S Degree, Political Science

Project Management

Economics And Business Government Relations