Business Solutions Architect at Nordea Capital Markets for trading general ledger and systems integration. Multiple front end office systems feeding in to a single transactional trading general ledger. Responsible for deployment of Nordic equities accounting engine including corporate actions.

• Testing and documentation of message mapping from 3rd party accounts payable system to BACS electronic funds transfer system in the UK.• Prepare summary documentation for developers on Basel (CapAd), FSA ILAS (Liquidity) & IFRS9 (Hedge Accounting) requirements for financial control• Provision of bank financial accounting and Midas Plus systems consultancy services• Co-ordinator/liaison on error resolution issues between users of Midas Plus Municipal Finance software development and programmers• Preparing proposals for the adoption of Midas Plus Syndication Loans and Correspondence Manager modules• Researching Basel III, FSA Liquidity and IFRS9 hedge accounting requirements

• Supervised employees and product development for the treasury, finance, operations and compliance departments of international banking customers.• Developed, tested and implemented new business development plan, which included calling on & presenting to customers and prospects while enhancing the company’s image in the international banking community.• Researched, proposed, specified and supervised the development of new systems for monitoring, reporting and accounting for the requirements of IAS39, FASB 133, Basel II capital adequacy and US withholding tax of American citizens’ overseas investments.• Consulted at a large Swiss bank on standardising the roll-out of the Midas banking system (Midas) to multiple European branches. This included the normalisation of the chart of accounts, the general ledger postings engine (account keys set-up), transaction identifiers (deal types/sub types) and the profit/cost centre structure

• Consulted at UBS bank on standardising the configuration and the rapid rollout of the Midas banking system to multiple European branches.

• Co-lead project manager (together with the regional directors of operations and IT) on the design and implementation of the regional data processing centre from the five individual overseas branches into Singapore. Supervised and coordinated 100+ implementation staff.• Developed methodologies and procedures that enabled each branch to convert from its local base currency to the regional base currency (USD) and yet still permitted local regulatory and management reporting in local bas currency as per local statutory requirements. This entailed base currency conversion on-site and then transaction migration to the regional system.• Developed and implemented regional management (EIS) and head office (Hyperion financial reports) reporting systems that covered daily, weekly and monthly product & departmental profitability, asset and liability management (WRA by department), value at risk limit monitoring and annual budgeting and planning.• Designed, set up and maintained all the regions’ standing and non standing databases including customer name and address files, product revaluation rates, SWIFT customers & associates standard settlement instructions, branch, regional and global counter-party limits.• Having regionalised the data processing function into Singapore I was able to consolidate and streamline the finance function across the region. Total staff reduction of 33% with cost savings of 25%.

• Managed 12 staff and all functions of the finance and risk monitoring departments. By ad-hoc listening to traders’ telephone dealings a case of “ borrowing points” was detected and acted upon thus minimising the bank’s loss.• Also responsible for marketing of US dollar clearing services to non-US banks for head office.• Assisted in the design and stress testing of computer models that analysed the “what-if” scenarios of asset packages’ credit worthiness. The bank was able to package the loans, obtain an AAA rating and sell the bonds internationally.• Supervised and managed the controlled closure of the branch in early 1991. More than 50 members of staff were placed with other banking institutions in Tokyo within three months. Banking assets were sold to competitors and physical assets sold at best price. Binding contracts were negotiated to a satisfactory conclusion. Manual banking records maintained for the last three months. Obligations released and branch ceased operations on 30 June 1991

• Dealt in interest rate and currency interest rate swaps, asset packages, government & corporate fixed rate bonds, floating rate notes and interest rate & bond futures.• Responsible for the daily mark-to-market of the derivative trading portfolio, the production of the daily profit & loss statement and monitoring & reporting the value-at-risk position of the portfolio.