Engaged in a multi-year, global programme to change order management system from Charles River to Bloomberg AIM. Primarily responsible for ensuring that front office stakeholders have position certainty for cash at the start of each trading day. Supporting 4 regional portfolio management and trading hubs each with their own regional middle and back office functions.- Responsible for global operating model definition.- Front office requirements definition.- Engagement with regional middle offices to define their requirements for data delivery to AIM.- Engagement with regional middle offices to ensure they can support the global operating model with minimal impact and operational risk.- Requirements definition of a new integration layer.- Product owner of the new integration layer.

Primarily responsible for managing a team of 8 comprising of three business analysts and a team of five VBA and SQL developers. Supporting all business analysis and process improvement requests from the global investment services and fund accounting teams (UK, Luxembourg, Dublin, HK and Tokyo) or other Fidelity departments with a dependency on fund administration. Engagement in the annual technology budget setting process.Chair of multiple steering committees.Member of Investment Committee.Also responsible for performing the business analysis role in high priority or confidential projects.Key achievements in this role:• Developed and implemented a process to ensure that the business think through their proposals properly and can stand behind them having given serious consideration to benefits.• Created an environment for senior stakeholders to develop a more objective view of their own priorities and an opportunity to benefit from synergies or avoid conflicts with other team initiatives.• Established an open and objective prioritisation process which ensured work is prioritised and progressed according to the greatest forecast benefits for the business overall.• Implemented a process which encouraged more effective business engagement from the start of projects and reduced delivery timelines due to late identification of new requirements.• Improved a process to ensure new instrument requests are managed more efficiently with all impacted stakeholders engaged in a timely manner and more accurate delivery timelines provided to sponsors.• Performed a hybrid Project Manager/Business Analyst role to manage the implementation of an extended securities lending programme.• Programme manager to deliver solutions or recommendations to address multiple data issues identified by Investment Management stakeholders

My responsibilities included: Problem statement definition, requirements gathering and documentation, capturing benefits, process improvement and solution design, testing support.Key achievements in this role:• Recommended a change to a legacy income process which resulted in 1 FTE saving, eliminated the potential for FX loss, reduced Custodian charges and improved internal processing.• Identified an opportunity and re-negotiated an SLA to revise process start times which eliminated the requirement to use live price feeds for the noon sign off. This resulted in a cost saving of >$500,000 per year.• Prepared RFI and RFP documents and managed vendor selection process to replace pricing vendor.• Recommended process improvements which resulted in the generation of accurate withholding tax and reclaim transactions in Invest 1 with a significant reduction in manual corrections by the reconciliation team.• Implemented a process improvement to support accurate fund valuations for Japanese funds on Christmas day. Required end to end process analysis and strong influencing skills to get buy in from UK based resource to support a pricing process on Christmas Day.• Supported the successful transition from an in-house trading system to Charles River. Responsible for eliciting and documenting functional and non-functional business requirements for the Fund Administration department.

Responsible for the day to day back office operations. During this time I played an active role in reducing our failed trade rates by making improvements to FIL processes and a stronger management and oversight of counterparty confirmation performance. I also oversaw an increase of daily processing volumes from approximately 200 hundred to over 3000 transactions per day. This was achieved without significant increases in headcount through optimising human and technology resources.

Retail banking 1982 to 1987 - Office junior to cashierHSBC Securities services 1987 to 1997 - Multiple roles in HSBC custodial business. UK trade settlements, Income processing, box management, cash reconciliations, safe custody, trade processing.