Nasir Khan BSc(Hons) MBA PMP FIC CMC GWCPM GWCPgM
PERSONAL
Address: 6 Admiralty Way, Teddington, Greater London, TW11 0NL
...
DEK International GmbH: Global Overlay Structure (2004-2007)
Global cash concentration structure involving domestic and cr...
IBM UK LTD, GLOBAL SERVICES (Jan 96-May 97)
IT Specialist - Programme & Project Management
Project Office. Programme Manag...
EDUCATION
1993-1994 IMPERIAL COLLEGE BUSINESS SCHOOL, UNIVERSITY OF LONDON
MBA (Master of Business Administration), DIC (D...
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Nasir MBACV9

Published on: Mar 3, 2016
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Transcripts - Nasir MBACV9

  • 1. Nasir Khan BSc(Hons) MBA PMP FIC CMC GWCPM GWCPgM PERSONAL Address: 6 Admiralty Way, Teddington, Greater London, TW11 0NL Phone: 07855 348735 (Mobile) Nationality: British Email: nkhan08@hotmail.co.uk LinkedIn: www.linkedin.com/in/nkhan08 SUMMARY Programme/Senior Project Manager, Business Change Consultant • Solid blue chip background with tier 1 employers, strong academics including MBA, and global professional industry qualifications in project management and management consulting. • Vice President for JPMorgan within Treasury Services - management of complex global programmes of change with key senior stakeholders and resources across a functional matrix. Prior experience and knowledge of Capital Markets products (including derivatives and fixed income), plus Retail and Corporate Banking - able to work across multiple asset classes and banking lines of business. • Executive Management Consultant for KPMG Consulting within Financial Sector - client-facing engagement experience leading complex programmes/projects and PMO in advisory, implementation and delivery capacity. Also developed/delivered project management methodology and training at JPMorgan, KPMG and IBM. KEY SKILLS • Certified Project Management Professional (PMP) of Project Management Institute (PMI). Advanced and Masters Certificate in Project Management, also Masters Certificate in Programme Management (George Washington University). • Fellow and Certified Management Consultant (CMC) of the Institute of Consulting – first certified consultant since KPMG became certified practice. Working towards Chartered Manager status with the Chartered Institute of Management. • MBA qualified from a top UK business school with finance specialisation, dissertation in strategy and marketing. Computer Science degree with experience plus certification in systems analysis and design. • Core skills include Programme/project portfolio management, business process-re-engineering, business change (business case, strategic roadmaps and target operating model from AS-IS to TO-BE for people, process and technology). Particular interests include Project Cost and Risk Management, Business Strategy and also Marketing. PROFESSIONAL EXPERIENCE Sabbatical – 2008 to Present Career break primarily to travel, personal projects and raise a family, plus unplanned paternal parental health care issues. Professional qualifications maintained through professional training and development. • Travel: Extensive travel across SE Asia, Australia and New Zealand. • Property Development: major property renovation, development and management of three rental properties. • Care Role: Full time parent with first child. However, unplanned extension due to concurrent paternal health issues. • Professional Development: re-certifications with professional bodies in project management and consulting - four examinable courses taken leading to Masters Certificate in Programme Management (GWCPgM). JPMORGAN CHASE BANK, TREASURY SERVICES (Mar 01–Jan 08) Vice President: Programme/Portfolio Manager - Complex Implementation Global/Pan-Regional Programme/Project Portfolio Manager of multiple complex treasury cash management implementations (including liquidity structures and multicurrency payment factories) and electronic banking solutions to corporate or financial institutions. Client delivery of large complex global business-led programmes with strong key stakeholder management across regions/lines of business and managing virtual cross-functional matrix teams (including client and sometimes external vendors). Workstreams included Sales, Product, Operations and Customer Service in EMEA, with main IT development in US. Client portfolio revenue exceeded USD 6 million per annum (each project ranging between USD 0.25–4.5 million), with internal projects capability also generating significant projected income of USD 1.5 million. Budgets owned by various lines of business, each providing virtual resources. Client delivery (85%) and internal business consulting (15%) – Delivered three major internal development/re-engineering projects to increase capability - partner bank alliance project with ING resulted in industry award for JPMorgan. Developed project management methodology rolled out in EMEA initially, but subsequently adopted globally. Selection of key major client projects include (stating individual role): TOTAL SA: USD Liquidity & SWIFTNet Migration Programme (2006-2008) Global USD clearing business awarded across 60 Total entities in US, EMEA and Asia. Complex multi-tiered cash concentration liquidity structure. Migration from client SWIFT message based solution to (lower cost) file-based solution transmitted across SWIFT and processed through JPMorgan mass payment system (cross-border urgent with cross-currency capability and Asia domestic non-urgent payments). Working with third-party vendor (Accenture). Responsibility: Global Programme Manager and EMEA Project Manager (US and Asia Project Managers direct reports). AstraZeneca Plc: European Business Services Programme (2006-2008) Mass payment file-based solution established for European Shared Service Centre facility spanning 16 countries and over 30 AZ subsidiaries. Payment types included cross-border urgent and domestic non-urgent payments (including payroll) and sweeping, as well as electronic generation of direct debit collections and paper-based (cheque) payments. Reporting requirements included SWIFT. Programme Manager for portfolio of AZ projects to provide integration with SAP delivery of local payment platform, liquidity structures for cash concentration. Denmark project delivered in record time and directly resulted in being awarded mandate for Norway. Responsibility: EMEA Programme Manager. BIC Group SA: European Payment & Receivables Factory (2006-2008) Europe-wide cash concentration structure to central Treasury. File-based electronic banking solution for cross border urgent and domestic non-urgent payments from JPM branch locations and multibanks. Responsibility: EMEA Project Manager. Hypo Alpe-Adria-Bank International AG: SWIFT & Frame Relay (2005-2007) SWIFT message payment and reporting for 10 HAAB entities with 42 accounts located in London, New York and Frankfurt; SWIFT to cheque capability; internet-based billing and customer queries. New communication link to produce saving in message costs. Responsibility: EMEA Project Manager. Page 1 of 4
  • 2. DEK International GmbH: Global Overlay Structure (2004-2007) Global cash concentration structure involving domestic and cross-border multi-entity sweeping in three currencies. Cross- border urgent payment/reporting and multibanking via internet-based product; mass payments in 10 countries across North America, Europe and Asia. Success of rollout resulted in further Phase 2 mandate for non-urgent payments for Malaysia and Taiwan. Responsibility: EMEA & Asia Project Manager. Arch Chemicals Inc: UK Paysource (2004) Implementation of non-urgent mass payment system to deliver UK BACS vendor payments and drafts; urgent SWIFT payments using internet-based product. Sweeping between disbursement and collection account for each currency. Migration and re-testing of secure file transfer connection from UK to US located parent. Completed in record timeline to meet client deadlines and constraints. Responsibility: EMEA Project Manager. JPMorgan-ING Bank Alliance: Central & Eastern Europe (CEE) (2003-2005) Design and integration of implementation processes, interfaces and procedures with ING, to support joint alliance capability across Central & Eastern European for urgent payment and cash sweeping functionality. Model used as Nordic Partner Bank model for further 7 countries and two other existing countries. Only possible due to earlier phase with complete re- engineering of multibank implementation process in 2002. Responsibility: EMEA Project Manager/Consultant. Hewlett Packard/Compaq: Hub Banking Multibank (2002-2006) Implementation of an electronic banking platform to provide multibank payments and reporting of over 1000 currency accounts belonging to HP Compaq entities globally at third party banks, using a primary mass payment system plus a modular PC-based cash management system for contingency purposes. Aim to provide oversight to enable consolidation. Responsibility: EMEA Project Manager. Ford Europe Ltd: Global Electronic Funds Transfer Programme (2001-2002) Global implementation enabling payments to suppliers in any domestic currency globally across 34 countries, on behalf of any of 21 different Ford entities using urgent and mass payments. The solution involved building systems to route transactions from a mixed payment file to low and high value clearing systems through the lowest cost routing in each respective country. Responsibility: EMEA & Asia Project Manager. KPMG CONSULTING, FINANCIAL SERVICES (Jun 97-Apr 00) Executive Management Consultant Programme/Project management leading complex programmes/projects and PMO in advisory (reviews of processes and tools/templates), implementation and delivery capacity; business process re-engineering, business analysis and information technology (including e-Commerce certification). Client focussed with some business development. LloydsTSB: Cards Business Transformation Programme (2000) Definition of issue, risk, change and configuration management procedures for programme. Set-up of proprietary software tools to implement these control procedures and electronic repository within the Programme Management Office (PMO). Morgan Stanley Dean Witter: Y2K European Regional Command, Control & Communications (C3) Centre (1999) Responsible for communication and reporting across product, business and region. Monitored, tracked and reported issues/status to Global C3; contributed to design of core control processes, structures and templates. Key co-ordination role during major incident and subsequent crisis management, which successfully stress-tested command structure processes. ING Barings: Global Programme Management Review (1999) Produced presentations for proposal and client initiation workshops for delivery by senior partner. Conducted subsequent global review, analysis and design of programme documentation (feasibility, initiation, definition, post implementation review, progress reporting), plus governance and control processes. Deutsche Bank: 1. Global Equity Derivatives EMU Project (1998) Overall testing methodology and conversion weekend requirements via facilitated workshops. Produced project master plan and executive summary. 2. OTC Derivative Operations EMU Programme (1998) Business requirement specifications, project plans and provided programme management across 12 global business projects reporting to European Director. Defined overall testing methodology and conversion weekend requirements, facilitated workshops and delivered training presentations. 3. Commercial Banking EMU IT Programme (1997) Project management, definition workshop facilitation and business analysis. Managed exceptions (issues, risks and changes); tracked progress against milestones; facilitated and documented business requirement workshops; provided increased EMU awareness; writing of technical documents. Citibank N.A: 1. Corporate Bank EMU Programme (1998) Formulated and developed flexible firm-wide plans for the conversion weekend across 12 business areas; facilitated identification of business critical tasks; provided consolidated high-level master plan and run-book; provided support for progress monitoring and reporting; contributed to the development of contingency plans; document retrieval database. 2. Global Derivatives EMU Programme (1998) Definition of initiation and requirements documentation of 10 global projects. KPMG (Internal): EMU Programme (1997-98) Produced paper on the impact of EMU across all financial sectors. Also managed a team to produce monthly newsletter highlighting key developments, distributed to clients directly and via the internet. Page 2 of 4
  • 3. IBM UK LTD, GLOBAL SERVICES (Jan 96-May 97) IT Specialist - Programme & Project Management Project Office. Programme Management Methodology. Albany Life: Project Office (1997) Provided all project planning, tracking, exception and management reporting in a project office role. IBM Banking & Financial Services: EMU Programme Management Methodology (1996-97) Defined deliverables and definition documentation for Economic Monetary Union (EMU). Conducted research into project methodology and comparison with Year 2000. NATWEST BANK, RETAIL MARKETING, SMALL BUSINESS SERVICES (Jul 94-Oct 94) MBA Consultant: Project - Strategy and Marketing Conducted strategic marketing project, which involved reviewing and formulating the marketing mix for commercial lending products. Produced 20,000-word project dissertation report, executive summary, and presentation to senior management and Head of Marketing. NATWEST BANK, IT SYSTEMS DELIVERY, BRANCH BANKING (Mar 92-Sep 93) Systems Analyst - Information Technology Specification, design, system testing and implementation phases of systems life cycle. Developed and designed branch banking IT systems changes on IBM mainframe platform using formal structured systems development methods and project management. Key development was project to handle electronic payment of unpaid credits. Skills required included analysis and design of logical processes, problem solving, communication (technical and non-technical), project planning and scheduling. British Computer Society qualification in Systems Analysis & Design. PROFESSIONAL CERTIFICATION GWCPgM • Masters Certificate in Programme Management [George Washington University, 2010] GWCPM • Masters Certificate in Project Management [George Washington University, 2003] FIC CMC • Fellow & Certified Management Consultant [Institute of Consulting (IC), 2006, 2000] PMP • Certified Project Management Professional [Project Management Institute (PMI), 1999] PROFESSIONAL TRAINING Project Management High-Impact Communications • Masters Certificate in Programme Management [George Washington University, 2010] Taking Charge of Organisational Change Leading Project Managers Critical Thinking & Problem Solving • Advanced Masters Certificate in Project Management [George Washington University, 2005] Managing Global Projects Requirements Management Establishing the Project Management Office Managing Complex Projects Aligning Project Management with Corporate Strategy Programme Management Rapid Assessment & Recovery of Struggling Projects • Masters Certificate in Project Management [George Washington University, 2003] Quality Financial Management Negotiation Skills Contract Management Project Leadership Management & Communications Risk Management Scheduling & Cost Control Project Methodology • Project Management Body of Knowledge (PMBOK) [PMI] • Project Risk Analysis and Management (PRAM) [APM] • Programme/Project Management Methodology (PMM) [KPMG] • Managing the Implementation of the Total Project (MITP) [IBM] • PRINCE [NatWest] • Microsoft Project Business Process • Business Performance Improvement (BPI) [KPMG] Treasury • International Cash & Treasury Management [EuroFinance] E-Commerce • Internet 101 E-Commerce Certification [KPMG, Cisco, DigitalThink] Systems Analysis • NCC Certificate in Systems Analysis & Design [ISEB] Page 3 of 4
  • 4. EDUCATION 1993-1994 IMPERIAL COLLEGE BUSINESS SCHOOL, UNIVERSITY OF LONDON MBA (Master of Business Administration), DIC (Diploma of Imperial College) Core (10 courses), Specialisation (8 courses), Options (3 courses) and Finance Specialisation Project Dissertation: ‘Marketing of Commercial Lending Products to the Small Business Sector’ 1987-1991 ROYAL HOLLOWAY COLLEGE, UNIVERSITY OF LONDON BSc(Hons) Computer Science (2ii) Modular courses taken in Computer Science, Mathematics and Business Projects in Software Engineering and Financial Management 1978-1984 NORTHOLT HIGH SCHOOL, NORTHOLT, MIDDX A Level: Mathematics (A), Physics (B), Chemistry (B) A/O Level: Pure Mathematics & Theoretical Mechanics (A) (One year early) O Level: 8 O Levels (Mathematics and English taken early) Certificates of Academic Merit and History Prize OTHER TRAINING Quality Internal ISO9002 Auditor [JPMorgan] HandS Health & Safety Advisor Certificate [KPMG] First Aid First Aid at Work Certificate [British Red Cross] RECOMMENDATION Personal recommendation and client feedback available. Page 4 of 4

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