Senior Project Manager

11/2011 – 6/2013

- Organizational integration project due to a merger: detailed definition and implementation of the handover of all daily business activities to the respective target units incl. staff transfer and layoffs (role: business project manager and responsible line manager; demonstrated hands-on mentality, leading by example during tough period of change )
- Technical integration onto another bank’s platform (role: co-IT project leader) project staffed with more than 100 IT specialists globally, project budget of more than CHF 200m for a 2 years implementation phase; duties: e.g. project budget analysis, definition of project organizational setup incl. roles and responsibilities, risk and cost controlling, issue tracking & solving, change management, stakeholder management, incl. 3rd party supplier handling, testing), IT service management (with internal and external service providers) was based on ITIL

1/2011 – 10/2011

- Definition of the new Asia strategy: financial and organizational assessment of existing setup (analysis of cost and benefits (quantitative and qualitative) of existing on-site locations) and delivery of business options (incl. further off-shoring to 3rd party providers of support functions) for a successful future setup (role: project manager, staffed with 4 colleagues of the CFO division, budget of CHF 0.5m)
- Definition and implementation of the re-structuring of the business setup: reduction of regional front divisions from 4 to 2, setup of new division Market & Wealth Management as additional layer between sales and product management, sell of the Trust entity to a 3rd party (role: co-program manager for the overall initiative and business & IT project manager for the sell of the Trust entity, overall budget of CHF15m, staffed with 8 dedicated project managers)
- M&A activities: conduction of due diligences of potential targets in- and outside of Switzerland (role: COO representative and co-business project manager, always in close interaction with 3rd party experts as KPMG, PWC, etc.)

5/2008 – 12/2010

- Setup and lead of the new created department ‘Project & New Business’: implementation & training of a new project management methodology (Prince 2 “customized” version) valid for the whole company and a New Business process (incl. templates, training, policies), hiring and coaching of young talents and integrating of existing senior staff
- Feasibility study (incl. provider evaluation) and implementation of a green field approach to setup a Private Banking onshore location in the UK in order to provide the key pillar of the European Strategy (incl. application for FSA license, local staff hiring, definition of processes, templates, policies and setup & testing of a new IT platform on Globus/Temenos) – role: business and co-IT project manager, project budget of CHF18m, staffed with over 30 employees, based on the classic waterfall project model)
- Implementation of various New Business initiatives: Global Custody solutions for UHNWIs and other third party banks, setup of white label funds for EAM clients (role: overall coordinator & promoter as well as toll gate keeper in cooperation with all relevant functional support areas)
- Lean Management /Six Sigma: Analysis, evaluation and adaptation of operational end-to-end processes (e.g. marketing, payments, client complaints), role: coach of LEAN implementation managers (based on McKinsey training methodology)