Dave Weiss Email and Phone Number

Sr. Product Manager, Capital Markets- Addressing Customer Relationship Mgmt (CRM) technology needs for one of Capital Markets’ core LOBs, including vendor mgmt.- Developing roadmap and requirements for critical Records Management capabilities, in alignment with internal customer, Regulatory and Audit needs.

Product Manager for the Authentication and Servicing Messaging Capabilities for the client-facing Commercial Bank client servicing platforms- Accountable for developing the Authentication as a Service (AaaS) strategy and roadmap, building this with focuses on the front end, customer-driven experience needs, business and security-driven new or enhanced MFA functionalities, as well as the considerations for our back-end components and technical infrastructure improvements.- Includes developing the Product Requirement at the Strategic/Capability level and leading the work breakdown into the 6-18 month roadmap for PI and Sprint-level work. This with clear and measurable OKRs and leading teams through execution phases- In addition to Authentication scope, I built the roadmap and am driving execution of a platform migration for our customer notifications/messaging system to the Enterprise platform. Owning both the Product and Project Management responsibilities as Product Lead as well as Program Manager.- Balanced leading exploration on alternative authentication methods with keeping the team’s progress moving for tactical work-in-progress during two major platform migrations.- Partnered with Design team to build new/improve current customer experiences for Login and Enrollment

- Recruited to improve Enterprise HR's agile maturity as an RTE/Coach, including providing direction into standing up a Portfolio structure and mentoring peer Scrum Masters.- Initial focus was on the key technical scrum team, to assess current state and develop an improvement strategy.- The detailed "Safe Harbour Reinvent" strategy not only provided the below results but also identified an eye-opening IT Resource misalignment vs strategy, delivered a dependency map detailing an overwhelming number of internal customers and the need for Agile re-education.- Within ~6-months team team matured to where we had an effective work Initiative/Epic structure and overhauled our Backlog to provide clarity on key priorities- Partnered with Leadership to mature teams into an Agile Release Train and adopt PI Planning- Revised Intake process to better leverage technology and increase customer engagement. Survey results were 100% positive that this was an improvement over the previous method. This process became the model for multiple areas of HR

Release Train Engineer/Scrum Master – STS Delivery (WWW, DSD and DMS)- Assumed Digital Messaging Release Train Engineer role when RTE left unexpectedly, in addition to three-team workload. Grew the train into a 15-team ART spanning five geographies.- Process improvements include piloting and implementing Scrumban methodology and partnering with Product Team to implement an Intake and Prioritization Model- Previous to Messaging group role, was requested to join Digital Security Delivery as a result of successes in WWW and DSD’s need for focused ownership of a significant system migration of a recent acquisition (~12 MM users) to our security platform. This was very challenging as planning was initially incomplete and multiple scope changes were necessary. Delivered the program while also closing significant Agile tool and delivery gaps.

- Project Management and Sr Business Systems Analyst responsibilities for complex projects spanning multiple platforms- Initially requested to own Release Management for the WWW Replatforming program, initiative in addressing other Program needs led to de facto Program Manager role.

- Owned Business and/or System requirements and options analysis and some Project Manager responsibilities; including alignment to major new Govt regulatory effort (CARD Act)- Managed a small team and owned Small Business IT Risks & Waivers Mgmt

- Full life cycle Project Management for multiple, concurrent projects. Hired to support one team, proven success earned responsibility for three on/offshore team’s projects.- Projects included integrating existing systems with a new PeopleSoft HR system, restructuring an Intranet based Corporate Information Portal

- Implemented a vendor-provided search system on a secured Internet platform. - Delivered two concurrent, interrelated projects critical to a decommissioning program

- Developed systems access security policies to align with Federal guidance, delivered GUI usability audit

Project Manager, Underwriting and Fraud Operations- Assumed responsibility for an ongoing, multi-workstream project in a highly regulated program.- Restored project progress back to schedule, improved a damaged relationship with the program’s PMOSr. Business Systems Analyst – Platform Stability Lead, Underwriting and Fraud Operations- Owned relationships with Production Support, Capacity Management and multiple Operations teams to ensure systems Platform Stability. -Established new/modified existing procedures including Operating and Service Level Agreements and initiated and delivered standardization of system profiles.Sr. Business Systems Analyst - Telephony - Contact Center Technology Team- Delivered Business/Systems requirements for Telephony initiatives, focused on IVR and call routing- Initiated and drove improvements totaling $5M+ in revenue gains/cost savings.- Process creation/improvement efforts generated significant efficiency gains and/or cost reduction- Managed team of five associates.