Matthew Pullen Email & Phone Number

London, Gb

Supporting BMO Leadership in defining, communicating and tracking the Technology andOperations strategy for Capital Markets.Developed comprehensive strategy for Capital Markets Technology & Operations (T&O) that aligns with Capital Markets business strategy and Group Technology & Operations strategies, working closely with Capital Markets CIO, COO and individual departmental CIOs as well as other key stakeholders across Capital Markets T&O and third-party consulting firms.Developed and documented individual divisional strategies for capital markets T&O including Investment and Corporate Banking, Global Trading Solutions, Global Operations, Architecture and Business Management (including project management, risk management, compliance teams)Established Objectives and Key Results (OKRs) and associated performance management framework to enable progress tracking and measure alignment of initiatives (both new and ongoing) to the strategy, using objective success measures defined in collaboration with business and T&O stakeholders. Defined and implemented semi- automated OKR tracking and reporting for each of Capital Markets T&O divisions to align with the associated strategies.Defined ongoing systematic governance framework and repeatable process to monitor, refine and amend the strategy on a sustainable basis.Supported COO and Global Head of Operations in development and documentation of business case to secure additional funding in support of T+1 settlement rule changes by the SEC. Request refined and optimised pre- existing plans with new requirements to ensure compliance with greater efficiency across over $100M of investment.

London, Gb

Bank-wide programme targeted to deliver c. $200 million 2021 exit rate benefits by removing c. 2,500 legacy technology roles, and by increasing adoption and maturity of Agile practices across HSBC through technology reorganisation and business integration, adoption of agile practices, standardised tooling and increased automation which delivered a $181m cost reduction on 2021.Designed and led a restructure of the programme working closely with business aligned Transformation Leads to build the core programme team and a federated execution model. Established a cross-business and cross-functional design team, establishing buy-in with federated business teams who had previously been disengaged; group collaborated with over 100 SMEs to co-create design blueprint and playbook to define the standard taxonomy and implementation guide-rails.Established lean oversight for Executive Committee-level programme reporting and by establishing common set of programme Objectives and Key Results that align with industry and HSBC best-practice to track outcome realisation against committed targets.Held series of sessions with Technology COO and senior business leaders (Business CxO-level) to describe the key characteristics of the model and the changes needed within the business to maximise the benefits from adopting the new ways of working (i.e., value stream creation, behavioural change, greater partnership and collaboration) resulting in greater business engagement with the federated implementation teams.Established a Lean Agile Centre of Excellence (LACE) to support the federated implementation teams on their planning, design and implementation journey through a joint venture with HSBC’s Engineering Practice and by leveraging and expanding existing coaching networks.

Gogarburn, Gb

Responsible for the construction, governance and continuous oversight of a c. £1 Billion annual investment portfolio of transformation initiatives delivering the bank’s strategic transformation agenda.Built c. 25 FTE Portfolio Office team to govern the execution of RBS’s transformation strategy, to establish bank-wide change standards and to support capability development within the banks c. 8,000 federated change resources.Lead annual investment planning and budgeting, in 2018 led the definition and adoption of Agile investment planning practices and lean/agile business cases to drive a more streamlined and efficient strategic planning process.Established Group-wide Investment Planning & Management Centre of Excellence to adopt Agile techniques within cross-business Scrum teams to drive the continuous improvement of portfolio management practices, leveraging the capabilities of c. 100 portfolio management staff across the bank. Lead monthly portfolio oversight and reporting activities across the investment portfolio, partnering with federated portfolio teams to provide monthly reporting to Group Investment Committee, Group Delivery Committee and the Board Risk Committee.Led design and embedding of bank-wide change operating model including the end-to-end change governance structure, a standardised portfolio, programme and project management methodology and implementation of an Enterprise Portfolio Management Software package to support the methodology and demonstrate required controls. Developed and implemented bank-wide standard profession and competency model, associated career path and professional development, and a resource management hub to improve staff mobility and balance the supply and demand for resources across change initiatives; redeployed over 400 staff since 2016, saving c. £20 million in fees and redundancy expenses.

Frankfurt Am Main, Hessen, De

Developed comprehensive strategy for GTO following appointment of new Co-Heads in 2013; worked closely with Co-Heads, divisional leaders and third party consulting firms and coordinated and synthesised inputs into a cohesive strategy that was signed off by the Deutsche Bank board and successfully presented to regulators.Led planning and business case development for GTO contribution to Deutsche Bank’s "Strategy 2015+" including P&L and headcount impact over 3 years to reduce €700M of operating costs.Designed and implemented systematic approach to strategy development and associated performance management approach to govern execution. US Fed recognised as best in class.Established Competitive Intelligence and benchmarking function to provide insight into Deutsche Bank’s technology and operations capabilities relative to competitors.Contributed to the design of a single integrated Global Technology organisation, consolidating three distinct technology teams across Deutsche Bank.Directed cross functional team to transform the planning process, institutionalising formal benefits management to communicate investment value to senior stakeholders.Built green-field central Programme Office that developed and implemented a standard Bank-wide programme and project management methodology and associated toolset and governance framework. Author of various board-level strategic communications to the bank’s Supervisory Board, Group Executive Committee, Group Operating Committee, and industry regulators (e.g., BaFin, US Fed, FSA); contribute relevant technology content to Group press releases.Led Deutsche Bank’s engagement with the 2012/13 and 2013/14 London FinTech Innovation Lab programme, mentoring early-stage companies that have developed innovative technology for the financial services industry.Represented Global Technology in UK Business Operating Committee and Global Technology Operating Committee.

Us

Business strategy and board presentation for enterprise division of large information services provider, addressing business strategy for the data feeds and distribution businesses, the risk management and portfolio accounting businesses.Operating model diagnostic for mid-market portfolio management software vendor, resulting in presentation of recommendations to Private Equity board and company owners.Due diligence for Private Equity client on a $300M targeted acquisition of a major retail fixed income trading platform.Led financial and operational planning to secure €200M countercyclical strategic investment for Global Markets CIO of major global universal bank; operating model design, Programme Office, program and financial governance processes. Interim programme manager for the initiative, leading client through the transformation, and managing joint client/McKinsey PMO.Designed new global resource and operating model and associated infrastructure outsourcing strategy for a large global wholesale bank identifying significant run rate savings of over $60M.Directed strategic change program for CAO of large global universal bank, developing the overall vision and strategy for a combined $4.5 B budget technology, operations, and corporate services organisation.Developed 3-year IT plan and aligned $1B portfolio with business strategy for large global wholesale bank based on competitive analysis of capabilities across 32 different sales and trading business lines.Renegotiated vendor outsourcing contracts for large global wholesale bank resulting in annual run rate savings of $20M and capture of $10M of that target within six weeks.Significant contributor to McKinsey’s proprietary research in creating competitive advantage through technology, and on the future of electronic trading for European broker-dealers.Led 2005/6 Wholesale Banking CIO survey to provide individual wholesale banks with insights on their technology performance relative to peers.

London, Gb

Planned, budgeted and project managed the development, installation and support of several middle office IT systems resulting in streamlined processes and significant organisational change.Directed parallel reviews of production IT systems, including primary fixed income trading system; balanced resources across competing projects in a matrix project structure.Improved reporting process for market data allocations enabling a rationalisation cost reduction exercise resulting in annual savings of £2 million.Managed and supervised as many as 30 direct reports; responsible for recruitment, objective setting, performance appraisals, interviewing and mentoring.

Youngest ever senior consultant at Informix UK. Various client engagements across multiple industry segments with later focus on financial services.

Progressive roles from application development to system design/architecture and project management.

Graduate Trainee; Systems developer in Data Management group.

Master Of Business Administration (Mba), Business Administration And Management, General

Master Of Science (Msc), Information Technology

Bachelor Of Arts (Honours), Economics