Harry Barnes

Public Company; 10,001+ employees; CS; Banking industry

May 2006 – June 2010 (4 years 2 months)

Plan and execute strategic programs aligned with Prime Services and Operations. Serve as the central global coordinator for large scale mission critical projects. Drive testing and deployment of projects to ensure operational needs are represented throughout the project life cycle.

- Provided strong leadership and effective interdepartmental communication to effectively meet or exceed all project timelines and budgetary goals.

- Served as a liaison between operations and IT to identify and drive implementation of solutions and resolve issues surrounding the complex deployment of international platforms.

-Consistently implemented programs that resulted in substantial cost savings while improving and modernizing technology infrastructure to better serve customer needs.

Key projects include:

MaxPrime - Established a new state-of-the-art financing product for Prime Services that provided Credit Suisse with a competitive advantage within the global marketplace and replaces several costly and deficient legacy financing products thereby eliminating significant costs.

Cash and Security Aggregator (CASA) - Led program to develop and enhance key architecture component which now provides real time client stock positions and cash balances for Prime Services clients. Positioned component to serve as the foundation for new products within Prime Services.

Strategic Program Office – Served as PMO for the operations group responsible for managing and reporting for an $88 million project budget. Collaborated with Program Leads to develop the 2010 budget and create the project reporting infrastructure. Generated project standards and monitored compliance to achieve stated goals.

Public Company; 10,001+ employees; JPM; Financial Services industry

January 2004 – May 2006 (2 years 5 months)

Directed a team of 6 project managers to create and deploy mission critical banking solutions. Designed an information architecture plan consistent with retail & middle market financial services (RMMFS) and regional banking group (RGB) strategies. Integrated JP Morgan Chase’s business functionality with Bank One’s underlying core technology post-merger. Defined best strategies for development and identified optimal tools to access and utilize information. Managed change process and established new business rules to guide SBFS clients through transition. Provided vital information access to business analysts via a web-based report development tool.

- Rapidly merged SBFS marketing operational processes into Bank One processes; allowed SBFS to quickly deploy a common set of targeted offerings to heritage Chase and Bank One customers well ahead of system conversions.

- Successfully integrated SBFS’s business rules, measures, and indicators with Bank One’s data warehouse in only 5 months after merger; new business tool allowed company to easily track, profile, and measure performance of newly combined organization.

- Led a complete business intelligence portal project that leveraged Business Objects; enabled corporate managers to readily monitor key performance indicators.

- Implemented an SBFS data warehouse that quickly measured system performance and monitored customer behaviors; collaborated with others to incorporate customer targeting criteria for marketing leads.

- Enhanced a sales compensation management tool to provide sales managers with information on field sales performance vs. plan and quickly calculate accurate compensation for branch sales staff.

Privately Held; 201-500 employees; Information Technology and Services industry

March 2003 – January 2004 (11 months)

Manager within the Business Intelligence group. Primary client was JPMorgan Chase before hired directly.

Public Company; 10,001+ employees; GS; Investment Banking industry

August 1999 – October 2002 (3 years 3 months)

Provided hands-on project management and served as a key member of the technology strategy team specializing in framework architecture. Defined business process, application, and technology requirements for multiple applications across all business units. Facilitated communications and negotiated with team members to build alignment between business and technology groups. Understood core business processes and identified technologies to support and enhance operations. Focused primarily on the development of tools for knowledge management, workflow, document & content management, search, and web-based collaboration.

- Managed multiple projects and initiatives throughout the entire project life cycle; held full responsibility for project staffing, design/architecture, modeling, budgeting, and execution.

- Led a complex initiative to generate a web-based document publishing system that allowed individual business line bankers to publish best practice information online; project resulted in an increase in knowledge sharing throughout the division and a reduction in time required to find and contribute content.

- Spearheaded the development and enhancement of a secure communication portal; project reduced cycle time for M&A deals by allowing parties to collaborate on documents safely online while adhering to strict legal privacy requirements.

Public Company; 10,001+ employees; ACN; Management Consulting industry

July 1994 – July 1999 (5 years 1 month)

Consulted directly with clients as a senior technical architect to design and implement new technologies. Shared best practices and systems architecture knowledge with line consultants to improve project outcomes. Performed technology audits to ensure clients took advantage of best methodologies and tools to meet business objectives.

Client: Marsh & McLennan Companies, New York, NY (1997-1999)
Served in a consulting capacity as Senior Systems Architect & Team Lead for this global provider of advice and solutions in risk, strategy and human capital. Managed a staff of 10 developers and architects through the complete process of project conception, requirements gathering, prototyping, deployment, testing, and implementation of e-commerce site.

- Generated full budget and work plan for development and implementation of the technical infrastructure.

- Designed a comprehensive website to provide external insurance carriers access to the internal systems of insurance brokers and collaborate on risk quotes for Marsh’s clients; system significantly shortened risk quotation times and allowed Marsh to better track relationships with their insurance partners.

- Partnered with business sponsors and technical groups to identify business functionality and processes for the site and determine best technologies to expand Marsh’s current capabilities.


Client: Astra Merck, Wayne, PA (1997)
Provided consulting as a Lead Systems Architect & Team Lead to a $1.8B pharmaceutical manufacturer who is best known for bringing the top selling prescription drug Prilosec to market. Led a team of 5 technical architects to upgrade to an existing imaging system within a document management application.

- Generated project plans and ensured that strict timelines and budgetary goals were successfully met.

- Completed a full life cycle project that supported the FDA New Drug Application (NDA) process; reduced document submission times substantially to maximize corporate ROI.

Public Company; 5001-10,000 employees; JNJ; Medical Devices industry

September 1992 – March 1994 (1 year 7 months)

Public Company; 1001-5000 employees; CSRV; Internet industry

September 1991 – September 1992 (1 year 1 month)

Public Company; 10,001+ employees; CI; Health, Wellness and Fitness industry

September 1990 – February 1991 (6 months)