Katelyn Shelly Email & Phone Number

Honolulu, Hi, Us

Serving as a member of a four-person advisory panel by contributing expert insights and guidance on organizational change, strategic transformation, program and project management, employee activation, and training and development.

Honolulu, Hawaii, Us

Director of the PMO department (18-35 ppl), whose mission is to provide best-in-class program and project management to the enterprise through strong partnerships, robust communication, organization and discipline, and extensive risk management.• Analyzed CARES Act compliance requirements and restrictions associated with the various grant and loan facilities available to HA, influencing decisions on loan applications and drawdown; developed operational processes to manage compliance reporting. • Developed and executed a strategy to evolve the PMO’s service offering in response to the impact of COVID-19.• Delivered a new departmental structure, defined a formal career path to develop talent, redesigned the executive dashboard reporting, centralized project governance, and renewed the PMO’s mission, vision, and values to increase efficiency, improve controls, strengthen partnerships, clarify roles and responsibilities, and optimize PMO resource utilization and executive attention.

Honolulu, Hawaii, Us

Head of commercial project management team; established standard processes, control mechanisms, and executive reporting while providing project oversight to drive business growth and positive ROI contributions.• Led a team of seasoned project managers to deliver a consistent, high-quality experience while optimizing talent utilization.• Provided oversight of initiatives from ideation through execution; identified and managed cross-project dependencies and risks, ensuring adherence to compliance and audit requirements, including SOX.• Designed an executive reporting package with drill-through capability from the exec summary and high-level dashboards thru to project scorecards to improve perception and equip leaders with the tools to understand and manage the change agenda.• Redesigned PMO project delivery process & templates to be intuitive, scalable, and flexible to improve quality and consistency.• Stabilized and delivered a failing enterprise initiative through effective communication, strategic partnerships, and increased accountability, resulting in more accurate accounting, detailed analytics, and increased ancillary product distribution.• Served as President of the Wahine in Aviation employee resource group (elected position, 2018-19) to grow its community presence.

New York, Ny, Us

Director for the Resolution & Recovery Plan submissions (“living wills”) to the Federal Reserve & FDIC, which are required of all large, financial institutions to demonstrate its capability for orderly resolution in the event of material financial distress. • Managed teams and deliverables related to Fed-defined, systemically critical operations (20% of JPM’s annual submission). • Actively managed the risk portfolio to ensure critical, Fed-committed deadlines were met with quality and due diligence. • Authored and coordinated responses to regulator and internal audit inquiries.• Set the JPM standard for the executive governance and examination of the Critical Operation’s annual submissions through firm leadership; precise communication; consistent, quality execution; and by fostering open-sharing amongst peers.• Engineered business processes that increased accuracy and efficiency and that adapted to meet evolving compliance needs for the annual regulatory submission by indoctrinating a culture of discipline into the culture of Critical Operations managers.

New York, Ny, Us

Chief of Staff/head of global Portfolio Management team; setup a new department to provide strategic planning, project governance, and thought leadership in support of the newly created derivatives processing center. • Established the annual plan process to align demand against available capacity and to estimate effort; designed a scientific measure of benefit to compare disparate requests and prioritize work across competing businesses.• Created a governance & reporting framework to assess progress and to lead discussions with business on “cost of change”.• Established the PMO and provided oversight for the portfolio of Agile-delivered projects by identifying and managing risks, issues, and dependencies across the portfolios; led product and project managers on best-in-class processes.

New York, Ny, Us

Head of U.S. Global Project Delivery team; responsible for thought leadership, oversight of regulatory compliance, and the execution of complex, cross-product projects impacting the Custody, Fund Services, Collateral, and Clearing businesses. • Established JPM as a thought leader; introduced and authored Regulatory & Operational Intelligence, a quarterly, segment-specific publication, which delivered the JPM value proposition and defined industry-leading, operational solutions offered in response to regulatory change. Published 5-7 topics per quarter to 2,000+ client contacts globally in each client segment.• Managed crisis-readiness efforts (e.g. Debt Ceiling response management, Eurozone crisis readiness) and regulatory and risk-driven projects (e.g. Treasury-In-Capital reporting updates to Federal Reserve, audit deficiency responses to the OCC and Fed Reserve); performed control reviews, established quality standards, designed processes, and remediated client documentation.• Managed the global regulatory change PMO, which tracked regulations through the legislative process and provided oversight and/or direct management of the resulting project efforts to ensure timely compliance. • Coached and managed a team of project managers for delivery against the enterprise-wide, regulatory, and risk related agenda.

New York, New York, Us

Head of global PMO; responsible for strategic planning, design, implementation, and oversight of all Oracle systems. • Defined strategy and provided oversight for all Oracle implementation projects globally and for the production support staff. Managed departmental P&L for Oracle PMO and support staff ($2M annually); negotiated Oracle license and maintenance contract renewals for over $1M in savings.• Project Manager and architect for a custom Equity Compensation & Partnership System within Oracle. Delivered immediate efficiency and data integrity improvements by consolidating multiple data sources, automating equity & loan payout processes, and systemizing the accounting entries.• Project Manager for the global implementation of Oracle iProcurement & Purchasing through the full procure-to-pay process and for the global implementation of Oracle Project Management and Time & Labor systems, both of which enhanced controls and delivered accurate, automated, and auditable accounting.

New York, New York, Us

FP&A analyst for back-office departments; responsible for strategic planning, budgeting, and business profitability modeling.• Designed the global, back-office allocation model and reduced processing time by 50% while increasing control; introduced reporting with line item and allocation detail for 100+ back-office cost centers; led quarterly reviews with business heads. • Created a back-office budgeting process that strategically aligned resources with business initiatives; presented quarterly to CEO.

Us

• Produced and analyzed actual, budgeted, and pro-forma profitability for 250+ global businesses. Analyzed business structures and designed alternate hierarchies for the reporting of joint ventures, foreign/domestic income splits, and product structuring.

Frankfurt Am Main, Hessen, De

Conceived and built an off-balance sheet valuation & reporting platform in MS Access, resulting in 75% reduced processing time and increased accuracy. Performed Americas’ monthly submission of off-balance sheet financial results to Head Office.

Frankfurt Am Main, Hessen, De

• Developed an allocation model in MS Access using financial data from various MIS to produce product profitability reports.

Us

• Marketing Ops: Forecasted client behavior trends to identify & implement retention strategies; retained $4.4 million in assets and $300k in annualized revenue.• Consumer Affairs Office, President’s Division: Acted as point of escalation for client issues addressed to company officers.• Customer Service Call Center, Trading Division: Replied to 100k+ client correspondence. Composed and designed the Trading Inquiry forms and drill-through hierarchy in the firm’s CRM self-help tool based on documented client interactions