Platform delivery backlog caused by refactoring and lack of ‘fit for purpose’ delivery system. Senior IT management targeted the global Flow Credit trade capture platform for the build out of Credit Correlation product handling. The platform was immensely complex (10,000 object classes) and tightly coupled. Refactoring took 6 months during which time the FO business amassed a significant backlog of dev requests for Correlation product on boarding. Dev team were replaced by a new team. Post refactoring the delivery entered limbo with no delivery process in place.

Appointed as a trusted advisor with a background for problem solving, F2B product lifecycle knowledge and a strong System/process focus. Mandated to ‘restart’ delivery with new global dev team (Singapore, London), aggressive FO stakeholders and a host of IT stakeholders (downstream data consumers, software engineering, hosting, DBAs).

Devised a delivery strategy (back of envelope) and implemented a W-Agile SDLC framework.

Removed obstacles from Dev team and refined delivery cycle to ensure clarity of activities (code management/branching) around Dev complete, N/Jtest, UAT and release.

Took on ‘part time’ change agent/catalyst role as a business analyst to 9 developers. Translating complex business requirements into GUI/wireframes and sequence diagrams. Fostered openness across the team and focus on quick conference calls to drive clarity/joined effort.

Empowered Dev team – providing full support, with a focus on ROM estimates for backlog items, decision/prioritisation linked to release strategy.

Empowered Stakeholders with selection of critical backlog reviews and transparency around work effort/complexity feedback from Devs

Created formal structured of roles and responsibilities, highlighting critical technical remits across geographies.

Created a technical assessment group (TAG) to foster greater alignment across global Dev team to forge cohesive forward looking approach and collaboration.

Took on platform owner role. Responsibility extended to resolving Production issues (personally oversaw and took decision to remove connection pooling code to address IBM Websphere middleware production issue halting trade processing).

Successfully implemented a high performing delivery system (blueprint). Reducing backlog by 50% in 3 months, successfully delivering all 78 original deliverables within 7 months. Dev team expanded to New York at behest of COO, primary sponsor. Led a high performing, highly motivated Dev team with an unwavering focus on customer experience.

• Agile PM Practioner
• analyst
• Business Capability Modelling
• business process
• Change Communications and Engagement
• business and it operational processes
• creative problem-solving
• Gap Analysis
• customer experience
• Data Optimisation
• microsoft project
• platform
• prototype
• Data Analysis
• Software Development

• Accelerated Solution Delivery
• Organisational Agility & Effectiveness
• Process Effectiveness & Automation