Key driver within the Data Automation team of process optimization, scaling business and use of smart technology through AI and other strategic approaches. Combine technology savvy with operational experience to enable the direction of the team and align efforts with overall goals and objectives of the department and company as a whole.

Adopting AI is currently crucial for every industry leading company. Giving the business an edge via leveraging on Azure and GCP based ML, DevOps, CI/CD tools and developing voice/chat assistants and a variety of models gives the necessary edge.

The opportunity is to lead the core Data unit of the bank. This is the single Data HUB covering DWH development, administration and supporting the entire portfolio of BI tools plus providing all Regulatory, Risk, Operative, Managerial reporting. In addition driving forward the most crucial areas: Data Governance and Artificial Intelligence.

A crucial area within the bank’s Digital unit. It's purpose is to constantly improve SW delivery processes using Agile, DevOps practices and the best in line cloud, container based architecture to enhance development. Evolving into the new culture, models and methodology will surely bring major improvement.

As part of the E2E Rooms initiative a new and exciting opportunity was presented to lead one of the first Agile teams in the organization developing RPA solutions. Thus assisting the Transformation of the Bank’s into a more lean and flexible digital organization. Steering this dedicated value stream helped to achieve higher customer satisfaction and service quality.

Being closer to the business gives a great overview of how initiatives result in value for employees and customers. In order to take further steps towards the future both new technology and methodologies are constantly being researched, learned and put to use. One can focus not only on operational but also on development areas and streamline delivery and execution. Using automation and removing waste from processes provides the ability for support and development to be flexible, fast and high in quality.

While managing the Incident process of a broad and diverse range of projects/customers one first and foremost has end-to-end accountability for the process' standards and strategic direction. To be able to follow that direction it is critical to establish, communicate and maintain the Incident process with all stakeholders while acting as a liaison between customer, service delivery and 3rd Parties. The goal is to establish an effective and efficient process. For that it is also necessary to maintain a steady interlock between all Service Management Processes and drive delivery towards customer satisfaction and business value. Reviewing and analyzing Service Levels and KPI helps initiate improvement initiatives and ensures all the various process components are executed through the many different organisations that are involved. A supporting strategy is getting involved in project phases of implementation and early life support of ITSM processes to ensure proper move to operations.

Being the central process and technical knowledge escalation point for the Service Desk radically broadens the scope of responsibility and influence. Not only does one take on the task to manage the most crucial of situations in order to provide the best service, but one also develops the freshly on boarded agents, nourishes their knowledge and skills, and creates a team ready to take on any and all challenges.

Entering the corporate IT world at the lowest level is actually a great opportunity to observe what it's like on the "front lines" and gather experience straight up front. Constant contact with customers and end-users develops social and communication skills which are valuable all throughout one's career.