George Huffman Email and Phone Number

PMO Director with enterprise program delivery responsibility, including planning, performance, execution, SDLC, Audit & Regulatory oversight, training, communications, and governance for 2500+ project, program and BA managers delivering $1.7 billion annual project portfolio. In conjunction with other project PMO & Project delivery changes, function achieved $70m portfolio savings within 3 years of implementation. Current focus is to act as transition lead for embedding and training 6000 Wave 1 legacy Program staff into new enterprise SAFe change delivery model.• Led reimplementation of Project Delivery Lifecycle to address recurring Audit, Regulatory and client delivery issues. Preceding redesign, notable challenges included 50% negative audit findings, multiple MRAs and project-delivery related fines. Since redesign, there have been no serious audit, regulatory, delivery issues or fines across the 50 annual audits and reviews, while overall portfolio delivery costs have reduced.• Established enterprise project training and communications functions for Project, BA, and Agile functions, regularly serving 1100 monthly training attendees, 9000 training site visits and 1000 active Project Management and Business Analysis Community of Practice meeting attendees. • Introduced centralized, enterprise automated tools for Project Risk, Control, and Delivery review, resulting in early notification and escalation of potential delivery and governance issues, resulting in 80% increase in on-time and on-budget project deliveries.• Developed a Technology Initiation, Architecture, and Release toll-gating process, ensuring project adherence to technology architecture and release management prerequisites covering 1400 project per year• Leading initiative to establish traceability for the end-to-end project and BAU change delivery toolchain, approvals, and artifacts, saving a potential $10m per year upon completion.• Operating on lead team for enterprise SAFe Agile Rollout.

Senior PMO and Program Management Consultant for multiple companies, including the following:2018-2019- Program Management Consultant Lead for Barclay's BankProgram Lead for $70m, 30-month Scaled Agile program to modernize Barclays credit card platform from a 3-tier to a domain-based architecture, positioning the bank for future growth though streamlining operations, increasing reliability, automating processes, retiring outdated technology, and resolving regulatory and compliance issues. 2014-2015 - Senior PMO and Change Management Consultant for Bridgewater Associates. Responsible for oversight of cross-divisional and Security departmental initiatives, including turn-around and implementation of departmental technology programs for largest hedge fund in the world. 2013-2014 - Financial Risk Management IT PMO Head Consultant for Morgan Stanley.Reimplemented Financial Risk IT project management, communications and vendor management functions and was program lead for the division's strategic projects and R&D activities. 2008 - Strategic Architecture Services Lead Program Manager for PfizerProgram and PMO Manager consultant for Pfizer Pharmaceutical's Enterprise Master Data Management Implementation for North America, Asia and Europe.

Implemented and oversaw company’s IT and Enterprise PMO with a blended Agile, Lean and SAFe operating model, including functioning as program lead for major an enterprise-wide strategic transformation with a focus on increasing the company’s ROATCE from 7% to 10% in preparation for company sale. Directed high-impact initiatives, including divestitures, acquisitions, and expense reduction programs.Direct program lead work in support of company’s divestiture, acquisition, and outsourcing initiatives • $4.1 billion acquisition of Indymac bank which increased company assets under management by 60%• $100 million program to integrate the $4.1 billion acquisition of One West Bank into CIT.• $20 million divestiture program in support of $10 billion sale of company’s Aerospace division.• Sale and divestiture of company’s Reverse Mortgage Business, Canadian Operations, Chinese Operations• Outsourcing of company’s mortgage servicing operations• Program of work to reduce company’s $1.1 billion expense base by $175 million (14%) over 3 years.Sponsorship and Executive Committee membership for the following:• $85 million CCAR, SIFI and Regulatory program to comply with post-acquisition increased Prudential Standards.• $150 million annual company BAU project portfolio covering all corporate areas with major spend focused on IT, Facilities, Finance, and front-line business units.• Finance Modernization program, including redesign of General Ledger, Accounting Operations, Treasury, Financial Planning & Analysis, Reporting and Banking functions and supporting systems.

Implemented and led PMO to manage $280 million annual project portfolio. Reporting to CIO and CFO, led all processes from annual financial planning through execution, customer engagement rollout and benefits analysis. Also functioned as program manager for standardization of engineering development processes and lead for enterprise-wide Finance and Engineering programs, including reimplementation of company general ledger, Capitalization, project accounting and consolidations processes and systems.

Senior manager with overall responsibility for working across project. product and process teams, management, CEO and Board of Directors to develop and deliver company’s $340 million annual Capital Expense Plan during a challenging financial period that included layoff of 60% of company employees. Enterprise PMO, with 130 process and project managers, oversaw all company projects and cross-divisional processes. Among accountabilities was development and ongoing management of project, portfolio, process and product annual planning / capital allocation, portfolio execution, vendor management, funding, ongoing process management and improvement, capitalization, staffing and external audit and regulator relationships.

Director reporting into Strategic Planning and Company Operating Committee with responsibility to ensure delivery of $150m annual portfolio covering all strategic projects, day-to-day projects and change activities. Functioned as Co-Sponsor and Program Lead for cross divisional projects and projects over with over $1 million per year in spend.

• Program Lead, Financial Systems Architect and Financial System Demutualization Lead for interdivisional initiatives between finance, technology, and business operations organizations to develop and implement an integrated, end-to-end Financial Systems Architecture.