Independent Financial Technology Consultant - Next available from 26th May
London, United Kingdom
- Current
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- Consultant at Aegon Asset Management
- Owner at Financial Technology Consultancy (Sole Proprietorship)
- Past
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- Client Reporting Project Manager at Pyrford International plc
- SOX Consultant at Prudential Group
- Project Manager at Axa IM
- Project Manager at HSBC
- Project Manager at BGI
- Project Manager at Morley Fund Management
- Consultant at Schroders
- Project Manager at Deutsche Asset Management
- Programme Manager at Invesco
- Project Manager at GAM
- Consultant at Friends Ivory Sime
- Project Manager at Citigroup
- Project Manager at Henderson Investors
- Director Operations at Prudential Asia
- Director Information at ChildLine
- Consultant at Barings Investment Management
- Consultant at Legal & General Investment Management
- Consultant at Security Pacific Hoare Govett
- Consultant at Allied Dunbar
- Recommended
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5 people have recommended Carl - Connections
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- Industry
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- Websites
Carl Moss’s Summary
An experienced Project Manager, for over 20 years I have been helping financial organisations select, implement and optimise their systems. I have experience of managing multiple concurrent projects through all stages of the systems development life cycle using various structured methodologies. Strongly business-focused, I have a good track record of productive liaison between stakeholders and IT teams, as well as effective 3rd party vendor contract negotiation and management. Recently focused on Client Reporting, IT Controls, Governance and Compliance (Sarbanes-Oxley), eBusiness/Web applications, CRM and Performance Attribution. I am a team player and enjoy mentoring client staff.
Carl Moss’s Specialties:
System selection and implementation exercises, fast-trackable using my own structured quantative methodology.
Carl Moss’s Experience
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Consultant
Aegon Asset Management
(Public Company; 201-500 employees; Financial Services industry)
March 2008 — Present (3 months)
Retained by AAM to conduct market research into WCMS (Web Content Management Solutions) options. Now undertaking an internal review of AAM’s client reporting processes and capabilities, due to report upon in early May.
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Owner
Financial Technology Consultancy (Sole Proprietorship)
(Sole Proprietorship; Financial Services industry)
August 1979 — Present (28 years 10 months)
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Client Reporting Project Manager
Pyrford International plc
(Public Company; 11-50 employees; Investment Management industry)
February 2007 — February 2008 (1 year 1 month)
Retained by Pyrford to select and implement a Client Reporting solution, Carl has leveraged his experience of previous system selection exercises. From an initial review of the reporting solutions market, he conducted an RFI-driven evaluation of twelve vendors. Vermilion’s VRS solution was selected and implementation is on target to complete during January. Pyrford, part of the Bank of Montreal group, is a provider of international asset management services for pension funds, charities, endowments, foundations and high net worth individuals. The company has been operating from its central London base since 1987 and manages over US$3b for 42 clients from the US, Canada, UK and Europe.
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SOX Consultant
Prudential Group
(Public Company; 10,001 or more employees; Financial Services industry)
October 2006 — February 2007 (5 months)
Helped Prudential GHO (Group Head Office) define and document their SOX IT General Control framework prior to audit. Worked on the identification and documentation of IT Application Automated Controls then conducted tests on behalf of GHO management, subsequently liaising with KPMG during their design and effectiveness testing.
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Project Manager
Axa IM
(Public Company; 10,001 or more employees; Investment Management industry)
November 2005 — October 2006 (1 year)
Managed the AXA Investment Managers Sarbanes-Oxley (SOX) IT workstream. Using a COBIT framework, ensured that all the IT General Control and End User Computing process control gaps were closed prior to audit by PWC. This involved agreeing the control framework with Axa process owners, followed by the identification of control gaps and the development of remediation strategies. Monitored and supported the business in the delivery of the changes necessary to close these gaps prior to certification. See testimonial on www.carlmoss.com
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Project Manager
HSBC
(Public Company; 10,001 or more employees; Banking industry)
July 2004 — October 2005 (1 year 4 months)
Project-managed an integrated Client Reporting development for HSBC Private Bank. It delivered high-quality consolidated banking and investment reports. The bank established a strategic global reporting platform in Geneva using Actuate. A new Java/Websphere application was developed in London to extract data from several legacy systems for transfer into Geneva’s DB2/Actuate platform. Following HSBC’s Risk Based Project Management methodology, managed the full system development life-cycle, from project initiation, through feasibility, requirements analysis and definition, build management and testing strategy. See testimonial on www.carlmoss.com.
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Project Manager
BGI
(Public Company; 1001-5000 employees; Investment Management industry)
February 2003 — June 2004 (1 year 5 months)
Project-managed the re-platforming and merger of several diverse BGI websites, consolidating all of the group’s fund products under a re-launched www.bgifunds.com. Proxied UAT on behalf of over-extended users. 2003: Managed the European end of a global Sage SalesLogix CRM implementation – jointly undertaken with BGI San Francisco. Initial roll-out was to the retail fund products Business Development team, followed by the Institutional Fund Sales and Relationship Managers. Worked with 3rd party Sage VAR, Touchstone, who customised SLX and helped develop and deliver training modules to ensure smooth take-up. Worked with business users to help them through the UAT process to enable successful implementation ahead of time and under budget.
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Project Manager
Morley Fund Management
(Public Company; 201-500 employees; Investment Management industry)
April 2002 — December 2002 (9 months)
Conducted a strategic review of performance and risk analysis technology requirements for Morley Fund Management, with a particular focus on fixed-income. Subsequently conducted a market-wide system selection exercise for fixed-income performance attribution – systems short-listed included: Alphai MAX; SAMS Socrates; Sungard Xamin; VPD Performance Solution; FMC SylvanFI; FTI BondEdge and Wilshire Axiom. Subsequently, joined the Front Office Applications Team to manage a series of performance & risk-related projects including the implementation of APTPro and Northfield risk analysis systems as well as enhancements to the following: Style Research; Barra Cosmos & Aegis; CAPS/IMS; Sylvan; Rimes. See testimonial on www.carlmoss.com.
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Consultant
Schroders
(Public Company; 201-500 employees; Investment Management industry)
September 2001 — April 2002 (8 months)
Newly-reformed Schroders Private Bank needed to migrate from the Schroder group's institutional technology systems to find a suitable platform to support and grow their Wealth Management initiatives. Participated in the system selection exercise, with a key focus on the areas of client reporting, management fees and performance measurement & attribution. In December 2001, Temenos Globus was selected as the bank's new fund accounting technology platform. Worked with Temenos to develop and enhance the Globus core performance measurement and attribution functionality. For client communications, distilled Schroder's requirements and developed a "Straight Through Reporting" concept that will be implemented as a "single stream" approach utilising XML extracted from Globus.
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Project Manager
Deutsche Asset Management
(Public Company; 10,001 or more employees; Investment Management industry)
April 2001 — August 2001 (5 months)
As Global Project Manager, co-ordinated the transition of the development programme for DeAM’s web-enabled GDH (global data hub) from New York to London. This included implementation of data imports from Portia, GlobeMan, ShawData, Siebel CRM and other core business systems and export interfaces to a number of downstream applications needing data from all DeAM regional centres, such as Xamin Performance and Global Business Risk Reporting.
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Programme Manager
Invesco
(Public Company; 10,001 or more employees; Investment Management industry)
May 1999 — March 2001 (1 year 11 months)
Programme-managed Project SOLAR, INVESCO's internet-based multi-lingual global intermediary and client account enquiry facility. This service, based upon interfaces built from MFTL’s GFAS and BoNY's Rufus systems and developed using DPR’s com-object-driven middleware product, FSOL, enables access to PEP, ISA, OEIC and unit trust/mutual fund holding and transaction details for IFAs/intermediaries and upwards of 2 million retail investors.. Prior to this, project-managed the development (in Houston and London) and implementation of a global database-driven web architecture to support the roll-out of multiple new INVESCO websites around the globe, some multi-lingual (see examples at invescoperpetual.co.uk invescooffshore.com and invesco.com.hk).
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Project Manager
GAM
(Privately Held; 201-500 employees; Investment Management industry)
May 1998 — April 1999 (1 year)
Managed the implementation of Financial Model’s (FMC) Sylvan Performance Analysis package. As a key part of the implementation process, specified and managed the development of the necessary interfaces from GAM's in-house fund accounting system, DST's Uptix, and the in-house Oracle CDB 'corporate data warehouse'. Also conducted a feasibility study to determine GAM's capability for becoming AIMR and GIPS compliant.
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Consultant
Friends Ivory Sime
(Public Company; 1001-5000 employees; Investment Management industry)
February 1998 — April 1998 (3 months)
Friends Ivory & Sime contracted for help to establish a project plan and structure which they could subsequently manage themselves. The purpose of the assignment was to review and re-implement the existing investment administration system, HiPortfolio. With the need to move to Year 2000 and EMU compliant versions of the system, the opportunity was taken to re-model the data structures employed and to introduce additional functional modules and operating procedures to provide better support for the newly merged business.
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Project Manager
Citigroup
(Public Company; 10,001 or more employees; Banking industry)
May 1997 — February 1998 (10 months)
Managed the UAT and implementation of a new release of the INVESTOR OTC/Listed Derivatives Processing System. Liaised between CGAM's Head of Derivatives and the IT department to ensure completion of a programme of derivative-related enhancements to CGAM’s GLIMPSE Client Reporting and Cash/Liquidity Management System.
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Project Manager
Henderson Investors
(Public Company; 201-500 employees; Investment Management industry)
December 1994 — May 1997 (2 years 6 months)
Fund Performance Measurement and Attribution: Produced detailed Requirements Specification; conducted RFI/P process involving: decalog/idée, IBM/NatWest's PAS, WM's SPECTRUM and FMC's SYLVAN products. Client selected WM. CRM/Contact Management: Prototyped a Maximizer solution to support Henderson’s 3rd Party Outsourcing business (later spun off as Cogent). Offshore Funds: helped develop and implement the WASP system to replace Itex's CUTAS – a multi-lingual, multi-company unit-holder dealing and registration system for servicing retail fund distributors. This was run from Henderson's offshore centres in Luxembourg and Dublin. Internet: negotiated the acquisition of henderson.com and co.uk and other group-related domain names from various third parties; evaluated, via an RFP/I process, several website development companies; CGT: assisted with the development of and managed the (first) implementation of FSL's CGix Capital Gains Tax system.
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Director Operations
Prudential Asia
(Privately Held; 11-50 employees; Financial Services industry)
February 1992 — December 1993 (1 year 11 months)
Prudential Asia Fund management, a regional equity investment house, managed US public and ERISA pension funds throughout the Asia-Pacific markets. As Operations Director, reorganised and automated PAFM’s systems and procedures enabling them to sustain a 400% increase in funds under management to US$1 billion. Managed a team of 10 back/mid office staff responsible for all aspects of operations, including: compliance, trade settlement, fund accounting, performance attribution, client reporting and marketing support including the formulation of responses to ITT/RFPs from prospective clients.
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Director Information
ChildLine
(Non-Profit; 51-200 employees; Fund-Raising industry)
October 1988 — December 1990 (2 years 3 months)
Joined the charity ChildLine for a one-year "sabbatical" (which extended to two, almost without noticing) as Information Director, reporting to Executive Director Valerie Howarth and Chair, Esther Rantzen. Managing a team of 8, with particular responsibility for telephony (being a major user of BT LinkLine services) and computing. Managed the Novell LAN, installed a S38 mainframe donated by IBM, and the development and implementation of a SYNON-based record-keeping, retrieval and statistical application to support 100,000+ case histories of children counselled; participation generally in policy making and management of the agency. Formulated and obtained trustees' approval of a technology strategy to support the organisation's plans for expansion through the 90's. Participated in fund-raising efforts, obtaining discounts and donations of equipment, software products, services and vehicles valued in excess of £150,000.
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Consultant
Barings Investment Management
(Financial Services industry)
1987 — 1988 (1 year)
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Consultant
Legal & General Investment Management
(Public Company; 501-1000 employees; Investment Management industry)
1987 — 1988 (1 year)
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Consultant
Security Pacific Hoare Govett
(Financial Services industry)
1986 — 1987 (1 year)
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Consultant
Allied Dunbar
(Financial Services industry)
1982 — 1984 (2 years)
