Heading the Requirements Centre of Excellence (CoE) within the CTO organisation in Citi. Our goal is to continuously drive improvements and quality within the Business Analyst community in CTO to create requirements documentation of better and quality and a more consistent structure. We also strive to review and improve processes and assist the BA community in a proactive and meaningful way.

Stabilized the legacy environment which had significant design and processing issues, defined the strategic design to address the business problem and gathered consensus from all stakeholders on the approach and timeline to achieve this goal. Successfully delivered the global strategic application to support the firm’s obligation for Disclosure of Interest (DOI) in over 100 countries, which was tracked as one of a dozen Citi Critical Initiatives because of it’s significance to the firm. - Assembled and led a team of 50 resources in an onshore/offshore model.- Managed an annual budget of $6.5 million - Negotiated and collaborated with over 50 system owners globally to identify and source equity position data to support DOI reporting globally.- Established processes and procedures that ensured the successful delivery of functionality by our offshore development team - focused on Requirements and integrating an Application Lifecycle Management (ALM) process - Significantly improved the quality of the requirements documentation that existed in this domain and demonstrated to the business by successful early delivery, the benefits of this approach.

Led the successful delivery of a single strategic platform to support funds transfers for the firm which was used by Treasury, Global Operations, Finance, Equities and Fixed Income businesses. Consolidated all funds transfers and successfully migrated multiple businesses onto this strategic platform which allowed the firm to retire 8 legacy funds transfers systems. Managed the planning and execution of multiple projects that allowed us to onboard complex functionality while maintaining the stability and reliability in Production required for such a critical application.- Assumed management of the overall initiative and led a team of 40 resources in an onshore/offshore model that successfully delivered on the multi-year plan to allow GCMS to be the single platform for Funds Transfers for the firm.- Managed a budget of $5 million on an annual basis and ensured that the team delivered against the yearly roadmap that was reviewed and agreed with senior management.- Strategized with key business partners to ensure our delivery schedule did not adversely impact existing processing and prioritizing functionality to best meet the business most critical needs. - Put in place a culture of continuous improvement where processes and quality was continuously reviewed and improved as part of the regular process.• The application was built on a Oracle database with the application logic primarily written in Java and Unix script along with real time messaging using MQ. • Provided the capability to generate fund transfers via SWIFT using MT103 and MT202 messages and certain proprietary payment networks in Japan (BOJ & ANSER networks). In addition the application processed MT900 & MT910 messages along MT940 end of day balances.

Played key role in establishing the Requirements team that were tasked with analyzing and documenting the requirements for the GCMS application. Established standards of quality for the documentation of requirements that ensured all parties had a clear understanding and agreement on what was to be developed and delivered to meet the business needs. - Lead the analysis on the legacy systems and collaborated with the Program Manager & business stakeholders and defined the strategy to deliver the functionality required to retire the 8 legacy systems over an agreed multiyear approach.- Managed the team of business analysts who were tasked with documenting the functionality required to build the single Cash Management platform.- Established standards of quality for the documentation of requirements that ensured all parties had a clear understanding and agreement on what was to be developed and delivered to meet the business needs.- Introduced a number of process improvements that continuously improved the overall quality of requirements being generated by our team. These included, but are not limited too, a standardized Change Control process, a Review/Feedback process for document review, regular peer review of documentation and ensuring technology reviews prior to sign off and re-use of requirements.