Ellen W. Email & Phone Number

- Manage projects for clients in various industries to ensure timely delivery, including providing regular status updates to stakeholders, tracking project financials, and coordinating vendor assessments and RFPs for new tools/software- Projects/Workstreams include: Data Warehouse migration from vendor to in-house platform, IT Security Governance roadmap implementation, Fraud monitoring tool RFP, Roll out of Google Vertex AI Workbench Managed Notebooks instance to users including cost savings assessment of moving model training and production environments from on-prem to GCP, Data workstream for Content Management System platform migration (including Payment & Subscription and Identity Management systems)

- Owned the RPUL business relationship by being business’ point of contact for technology, handling end-to-end project intake and execution, production support, and escalations for the RPUL portfolio- Managed 4 teams within RPUL technology department including mainframe development and application support teams, a Business Analyst team and a mid-tier and Cloud development team, all supporting core credit card banking applications- Delivered on pricing and strategic projects for RPUL portfolio, from 6 months to 1 year delivery, involving 3 to 10 different technology teams- Developed a post-platform modernization operating and support model

- Kicked off the process and coordinated with technical teams to reach RFP stage for selecting vendor partner and replacement product for core legacy system- Worked with finance and infrastructure teams to determine total cost of ownership for running legacy systems, navigating through complex financial model- Built up high-performing Modernization labs (mainframe to Azure Cloud) and internal talent by enabling mainframe developers to become Java developers (8-10), bringing in experienced talent from within the organization, either through promotion or contractor conversion, to guide/lead the teams (4-5); easily scaling up from 2 to 5 modernization labs across the department- Setup and promoted standards and best practices across the labs by working closely with team architects and technical leads- Through collaboration with various internal and vendor teams, led the first-at-bank implementation for connecting from Cloud API to Mainframe DB2 via latest security protocol TLS 1.2, paving the way for subsequent similar implementations for other projects and teams- Managed stakeholder relationships and acted as point of escalation for project teams, business partners, support, development teams and external vendors- Led project work effort estimation for team, working with SMEs to understand business requirements and assess changes required to department’s applications - Provided input into business cases and risk assessments for technology modernization projects in order to secure funding for upcoming fiscal year

- Successfully led the Small Companies Rapid Lab (SCRL) to implement customer and product onboarding flows for Small Companies customers as the bank embarked on its agile journey- Removed roadblocks for scrum team and setup culture of team collaboration when working with infrastructure and dependent application teams outside of scrum team, allowing development work to progress smoothly for both the Pega and dotcom components of the application workflow- Managed project funding to ensure the project stayed within annual budget of $5M+- Facilitated daily stand-ups and sprint ceremonies and promoted use of JIRA and Confluence- Provided training of bank processes and systems to scrum team consisting entirely of new hires- Worked with infrastructure, network and security teams to build and deploy new servers- As a versatile team player, filled in gaps as needed, playing role of Business Analyst, IST Tester, or application SME, without impacting assigned projects and responsibilities as a Project Leader/Technical Navigator

- Delivered complex projects as technical delivery lead, liaising with multiple application, testing, release management and infrastructure teams, at times leading projects involving 20+ technical teams- Assigned projects and day-to-day tasks to a team of 40 including both full-time employees and contractors