Kyle Logan Email & Phone Number

New York, Ny, Us

I was hand-picked to lead the information security, business continuity, financial risk, and security architecture third party risk teams following a corporate restructuring. I managed around 100 direct reports consisting of full-time employees and third-party consultants while overseeing a budget of about $5 million. These teams manage approximately 6,000 third party risk / vendor risk assessments annually. I present findings and suggest direction to key stakeholders and C-suite executives during governance forums.TEAM MANAGEMENTTo manage the increased workload, I implemented line managers by promoting from within to provide an avenue for growth for internal team members interested in overseeing daily operations for the 4 teams.I also oversaw the RFP process for the selection of a managed service provider (MSP).KEY RESPONSIBILITIES• Closed all critical risk gaps 70% by building a remediation team to address remediation gaps in vendor assessments. • Oversaw technology build for a semi-automated system in Archer to manage request processing. Ensured successful migration from spreadsheets to software.• Developed and implemented an onsite program to identify and remediate gaps with our most critical vendors to ensure the firm could maintain operations. • Aligned firm with changes in regulatory compliance and industry standards by managing annual questionnaire and updating vendor risk policy and procedures.• Presented KRIs and risk status at Third Party Risk Governance meetings• Managed the annual updating of third party risk questionnaires based on industry and regulatory best practices• Wrote third party policies and procedures• Monitored third party vendor security posture using continuous assurance services such as Security Scorecard. • Responded to regulatory requests designed to enhance the third party risk program• Implemented enhancements based on second and third line challenges• Managed and developed staff for promotion and growth

New York, Ny, Us

I was selected by my manager to oversee and lead 3 risk management programs (information technology policy controls testing, application controls assessments, and third party risk management) involving around 80 direct reports and about a $5 million budget.These teams were part of the first line of defense for the firm’s technology, information security, and cyber security policies. Throughout this position, I managed nearly 2,000 technology vendors and supervised the execution of more than 3,000 information security risk assessments annually.TEAM MANAGEMENTI was asked to lead the Information Technology Controls Testings program because there was a junior manager who had very little exposure to presenting for key stakeholders. Throughout my oversight of this program, I mentored this team member and provided focused coaching with the goal of handing the program back to her when she was ready.KEY RESPONSIBILITIES• Managed the information security assessments of the firm’s third parties / vendors• Managed the third party risk compliance of the firm’s technology third parties / vendors • Led the roll out of an updated Archer GRC platform used for tracking, assessing, and managing third party / vendor information and security risks• Managed the development and implementation of a questionnaire for 3,000 application owners and reduced technology risk by working cross-functionally with policy control firms to create schematic remediation plans to address risk gaps• Managed the annual controls testing of the firm’s technology, information security, and cybersecurity policies. Oversaw test plan development, testing, and reporting

New York, Ny, Us

As a Senior Technology Risk Officer, I oversaw technology risk for Morgan Stanley Bank. I ran the annual Risk Controlled Self-Assessment Process (RCSA) designed to check for risks and controls to evaluate how the firm was managing its technology risk. This was conducted across 4 domains (build, operate, protect, and govern).In addition to this, I managed the technology risk due diligence associated with the New Product Approval (NPA) process. This ensured that products had secure application development prior to launch and that they would not present a risk to the firm.I consolidated and presented findings to key stakeholders and C-suite executives at governance forums offering input as needed.Despite a reduction in team resources, I was able to maintain the same level of effectiveness for the department.

New York, Ny, Us

I managed a team of risk managers responsible for assessing the technology risk associated with bringing a portfolio of new, multimillion-dollar products onto Morgan Stanley Bank to ensure regulatory compliance.I designed a system for remediation plan monitoring and executive management reporting and oversaw an assessment framework for evaluating technology risks in critical areas.

New York, Ny, Us

I was promoted based on building a global 25-member enterprise IT team from scratch in my previous position. As part of a 3-year corporate build plan, I managed a series of projects in connection with the global security management and administrative functions. Throughout the projects, I worked cross-functionally on software policy development and strategic operational improvement.

New York, Ny, Us

I was hand-picked by a managing director to start an enterprise IT group. This was in response to difficulties in retrieving data in connection with legal and regulatory inquiries.To provide structure to this process, I designed, implemented, and executed a multi-year strategy that involved building out a team to mitigate risk.Additionally, I created a global governance committee comprised of cross-disciplinary IT and business unit leaders designed to ensure the financial support and success of the program.Within 3 years, I built a 25-member global team of analysts, project managers, and forensic agents to process 5,000 annual requests for data related to litigation, compliance, security, employee investigations, and incident response matters. We were able to dramatically reduce the amount of time it took to find data from 1–2 months to 2–3 days. This was a very important project in my professional development because I learned how to manage and grow a team and was eventually promoted from the successful delivery.

New York, Ny, Us