Jan Pilbauer Email & Phone Number

Ottawa, On, Ca

Abu Dhabi, Uae, Ae

Johannesburg, Gauteng, Za

Johannesburg, Gauteng, Za

As BankservAfrica's Chief Payments & Innovation Officer I am responsible for setting our business strategy, lead business development and strategic partnerships in South Africa and broader African region, and I also oversee our existing payments business as well as BankservAfrica’s role in the national payment system modernisation.

Wakefield, Ma, Us

As a member of the Advisory Committee of the World Wide Web Consortium (W3C) - the main international standards organization for the World Wide Web - I participated in the creation of new standards for WWW and had the pleasure of working with Sir Tim Berners-Lee as the founder of the organization. My focus, as a representative of Payments Canada, was to help with the area of web payments where the organization was expanding its focus.

Ottawa, On, Ca

As Executive Director of Modernization and CIO, I set the strategy and vision for the future of payments in Canada, and am currently directing a multi-year, multi-project initiative to modernize payment processing activity. Payments Canada's investment in this modernization venture to transform core payment systems, standard and rules is $250 million CAD, while the industry cost is forecasted to be over $2 billion CAD.Having transformed the Canadian Payments ecosystem vision into an executable industry roadmap and high–level plan, we consulted with more than 100 organizations, gaining consensus on our strategic direction, as well as securing the financial support required to move forward ($250 million CAD raised to date).Uniting government officials, regulators and industry leaders, I negotiated collective agreement on modernization’s five technical pillars and the collective path forward. Steering internal and industry stakeholder committees as executive sponsor, I am also the acting change and relationship management lead for 120 member financial institutions.To facilitate governance and oversight of such a large initiative, the Industry Project Management Office was developed, with a selected consulting firm, to coordinate execution across the industry (representing more than 2000 people industry-wide). Establishing Payments Canada’s Toronto office has strengthened client relationships with financial institutions and continues to bolster stakeholder engagement.Understanding that such a 5-year program cannot run in a silo, we coordinate research projects in parallel with our modernization activities to ensure our vision continues to align with future industry needs. One such project I introduced has been a block-chain research experiment (Project Jasper) to better inform our future technology and architecture choices.

Ottawa, On, Ca

Following my arrival at Payments Canada, I was charged with remodeling and stabilizing operations in support of the forthcoming Modernization initiative, while maintaining service availability of the critical financial infrastructure (value flow of over $3 million per second). Anticipating the needs of the Modernization project, I created the Resiliency & Security Strategy (a 3-year initiative), setting strategy for the core business line of payments and technology. Restructuring operational governance, we established compliance routines and controls, modernized mainframes and migrated and upgraded two critical data centres to improve service availabilityIncreasing staffing levels, with the added capacity and skillset to support and receive new technology, I have stabilized operations and allowed the introduction of new practices to improve service reliability and system uptime, advancing our SLA response time from 99.7% to 99.9%. Implementing a new pricing model and establishing the price per transaction, we successfully altered the business mindset to embrace lean, agile operating measures, while encouraging aggressive and innovative development. In keeping with our modernization activities, CPA was transformed from a paper-driven organization to a digital workplace: my team revamped customer support, implemented cloud technology, introduced digital expense management and altered the workspace to support remote staff, greatly improving employee satisfaction.

The Central Bank Counterfeit Deterrence Group (CBCDG) is an association of central banks working under the auspices of the Bank for International Settlements, with a mission to investigate emerging threats to the security of banknotes and to propose solutions for implementation by money issuing authorities.As Director, I oversaw a geographically disperse team comprised of 10 permanent staff members and over 40 contractors / consultants, while servicing central banks in 45 countries. I spearheaded the development and stakeholder acceptance of a 5-year strategy plan to re-energize the organization and formalize operating standards. I also led the creation of a centralized management reporting structure (financial reports & dashboards) and developed and managed an annual budget (approximately $20 million) to support strategic and tactical initiatives, projects and on-going support activities.Continuously reducing overall operating expenses lowered contribution fee requirements for all members and improved project delivery; beginning with my first year with CBCDG (2012), all major projects were delivered within the approved budget. Investigating emerging threats to the security of banknotes and proposing solutions for money–issuing authorities, I leveraged the power of participating governments to persuade leading market companies to voluntarily deploy deterrence solutions to fight counterfeit activities and decrease international crime.

Prague, Czech Republic, Cz

Managing a key Bank's department and a multi-million-dollar budget, overseeing network of branches, I directed the end-to-end life-cycle of the Czech currency (banknotes & coins), including research & development, design, production, numismatics (commemorative coin issuance), inventory management and counterfeiting deterrence, as well as ensuring a sufficient supply of currency to the general public.Overseeing the delivery of safe, sound and efficient payment operations, including the National Interbank payment system, short-term bond system, and CNB’s range of services, I was charged by the Board of Directors with stabilizing the department. Restructuring the division leadership enabled my team to introduce new services, revert investments and stabilize operations. Maintaining Legislative oversight and regulation of the Czech Republic’s payment systems, I prepared and realized cash and non-cash legislation (Acts & Decrees) and participated in several National and European governance committees. I deployed EU regulations and legislative standards, drove implementation of the EU’s new currency recirculation framework and developed national policies for payment and clearing systems between banks, foreign bank branches and credit unions.Negotiating new maintenance and support agreements for G&D BPS banknote processing machines realized a significant cost reduction of 20%. I also led the development and introduction of proprietary machine sensors to validate the genuineness of banknotes in circulation.

Ottawa, Ontario, Ca

Captaining a department of approximately 95 employees, and with an annual budget of $10 million, I devised and executed the IT Transformation Program, developing a new IT strategic plan, target enterprise architecture, and IT governance framework. Managing all business solution applications, including data management services, mid-tier administration, data warehousing, and business intelligence tools, my team supported critical business systems within tight SLAs, including the High-Availability Banking System and the Auction System for domestic and foreign portfolios.Rationalizing over 200 supported business applications, categorizing each application by criticality and strategic importance and introducing service level agreements, business recovery routines and support agreements effectively reduced our overall operating expenses by 30%.As co-chair of various project governance committees, I directed project prioritization and funding requests, monitored cost, schedule adherence, deployment and risks.

Prague, Czech Republic, Cz

Promoted to Deputy CIO, I still maintained full oversight of the Information Technology and Information Systems Operation divisions. An active participant in various stakeholder and governance committees, including the European System of the Central Banks IT Committee (ITC) and acting Deputy Chairman of Czech National Bank’s IT Governance Steering Committee, I was also a directing member of the Crisis Management group, reacting and responding to business incidents and enacting the Business Continuity plans when needed.With Czech National Bank’s global reach and influence, I was afforded the opportunity to provide technical assistance and business consulting expertise to foreign national banking organizations, including National Bank of Kazakhstan, National Bank of Albania and National Bank of Slovakia.Introducing a robust activity-based-costing model provided me with a comprehensive view into our true costs and allowed me to measure the productivity and efficiency of our various IT services. Assessing the lower performing services identified cost reductions opportunities that were swiftly mitigated. Implementing a BlackBerry infrastructure and virtualized desktop environment for remote access enabled the introduction of mobile access via tablets, allowing employees further flexibility in their work environs and improving overall job satisfaction.

Prague, Czech Republic, Cz

As Division Director, with oversight of IT Infrastructure and Information Systems operations across 7 branches, (employing 42 highly-skilled IT professionals), one of my first goals was introducing and actualizing ITIL framework and processes. Implementing sound incident and event management routines, effective project and change management methodologies, and cost-effective infrastructural management and oversight, significantly improved delivery and support of key business services. Merging three separate organizations into the Czech National Bank (CNB), we consolidated data centres, adapted information systems, streamlined applications and restructured operations, effectively reducing the operating budget and improving business line-of-sight.Installing a secondary data-centre location substantially mitigated business disruption risks; developing business continuity and disaster recovery frameworks and introducing on-going failover testing of critical IT systems ensured CNB’s stabilityAs development lead for a new e-banking platform, I spearheaded a complete re-engineering of the Interbank Payment system (from mainframe to Linux servers), enabling CNB’s clients to remain fully competitive in their industries.

Prague, Czech Republic, Cz

Advising the Governor on Information Systems (IS) and Information Technology (IT) portfolios and programs, I reviewed and analyzed IT and IS program profitability, project suitability, and budgeting activities against Czech National Bank’s long-term goals and mission. Findings and recommendations to improve portfolio performance and eliminate unnecessary and misaligned expenses were presented to the Governor and the executive leadership team. A lead for various Information and Communications Technology projects, I also assisted with the restructuring activities required to address advisory recommendations, including terminating projects and reallocating resources to new initiatives.

Master Of Science, Engineering, Information Management

Bachelor Of Science, Applied Informatics

Informatics