Nicolai Landschultz Email & Phone Number

Kings Langley, England, United Kingdom

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Direct responsibility and sponsorship for ensuring that Citi’s global Request Fulfilment Management (RFM) process was redeveloped, implemented and fit for purpose. Acting as change agent to effect, design, and continually improve process and associated measures. Global leadership and influencing to ensure cooperation and effect change across disparate.

• Accountability for the overall client satisfaction with the video and collaboration products and service, including identifying and communicating the offerings, value and the overall accountability for the financial.
• Microsoft SharePoint (100,000 users)
• Microsoft Office Communicator (60,000 users)
• Cisco TelePresence (5 room global presence)
• Cisco IP video telephony
• Tandberg desktop and room based IP systems; Change agent role, establishment of the product management function and driving change through the organisation in the way products and services are delivered and with the.

Senior Architect for EMEA within the newly established Citi Architecture Technology & Engineering function (CATE). Acted as a point of confluence between the various technology organisations in Citi ensuring CATE is aligned with business sector priorities. Established communication between CATE, business technology architecture groups and other.

• Directly responsible for the overall relationship globally with the Investment Banking business unit. Deputy to the Head of the Client Management and Business Office function. Promoted to Senior Vice President.No line.
• Improved the credibility of the infrastructure technology function within the Global Banking business through frequent engagements at a senior level (CAOs, CFOs and senior heads of the various business units).
• Provided transparency of the IT charges to the business and helped drive down unnecessary spend.
• Gained Trusted Advisor status within the business and became the de facto go-to person for IT related matters.
• Successfully setting and managing client expectations. An expression of success was demonstrated through the decrease in client escalations.

• Ownership and accountability for the creation and management of a BPO (Business Process Optimisation) function in EMEA. Responsible for improving and streamlining processes, reducing cost and improving quality.
• Creation and Senior Management acceptance of Business plan, establishing the BPO function as a credible and self-sustainable unit.
• Achieved saves through the EMEA technology groups in excess of $1.6MM.
• Assisted with optimisation of processes and improved efficiencies throughout EMEA.
• Carried out infrastructure and organisational reviews to highlight potential issues with regards to quality of service delivery.

• Posted to Luxembourg to salvage existing client facing project followed by interim management of the Country Head role and recruitment of permanent replacement. Achievements:
• Management of technology projects, including scoping, CAPEX signoff and project management.
• Proposed and managed strategic shift in management and ownership of IT assets including the resulting change to the financial management models.
• Tidied up the financial model and processes including setting up structure for monthly accruals.
• Negotiation of vendor contracts.

• Head of Network Operations team with management responsibilities of a team of 30 working 24x7 shifts. Achievements:
• Manage the Network Operations role in the move into the campus in Canary Wharf.
• Set up a formal group structure, with supervisors, shift workers, 24x7 workers.
• Merger and integration of two organisationally distinct network operations teams. This was done with a full retention of all existing staff by improved team working, uniting the two unique cultures.
• In-source of contract resource and conversion of all contractors to permanent positions.
• Leadership of internal audit of Network Operations.

I was managing the Telecommunications team. The remit included the following responsibilities:• Management of the Networks team supporting Voice and Data activities, gateways to settlement systems, fax and telex gateways, firewalls etc. • Management of the Notes/IIS team. This team supports the Lotus Notes back-end and web farms.• Supplier management.

In this role I had the overall responsibility for provision of end-to-end service to all users worldwide. My objectives included:• Global Relationship Management of Consultancy Practice Heads, local HR and Financial Control functions based in more than 20 countries.• Management of the Service Delivery team(s) of 40+ staff in 10 countries from US to New.

Based in Australia I was responsible for management and provision of internal IT services throughout the Asia Pacific offices (10 offices in 6 countries).This assignment ended with the successful recruitment of a permanent replacement. Other achievements during this period included:• Integrating the Asia Pacific IT staff, creating a single coherent team..

I was working as project manager with global responsibility for the company’s migration to Windows 95 and Exchange Server. As part of this project I also managed a number of sub-projects of which the most important included:• Budget management and reporting.• Negotiation and implementation of a worldwide Microsoft Select contract.• Deployment of Exchange.

During this period, I managed PA’s worldwide WAN. The largest single objective during this role was managing the project to converge the globally disparate infrastructure onto a single managed platform. This project included:• Taking ownership of previously locally owned solutions.• Level Zero budgeting.• Managing the ITT process.• Seeking board approval.

Based in Copenhagen, I was working as Systems Manager responsible for IT in the Scandinavian countries.During this period we achieved a number of technological milestones of which the key projects are listed below:• Implementation of a Scandinavian wide client/server financial system. • Implementation of global client/server management information system.•.