吉塔 is 可用 租用
雇佣 吉塔吉塔Acharya
验证专家 in 项目管理
项目经理
位置
纽约，纽约，美国
至今成员总数
2019年2月25日
吉塔是一位资深的高级项目经理和技术交付负责人，他在敏捷和瀑布开发方法方面都有丰富的经验. She specializes in delivering technologies and transforming business processes in financial services. 吉塔利用强大的沟通和解决问题的能力，成功地管理了交付商业价值的复杂和大型技术项目.
项目的亮点
纽约人寿|科技现代化
监督项目技术策略，旨在取代支持纽约人寿业务的遗留系统.
摩根士丹利|结构化票据流程改进
带领一个项目建立了良好的控制, front-to-back environment for processing Structured Notes at 摩根士丹利(Morgan Stanley).
摩根士丹利|融资与资本配置
管理一个技术平台的交付，该平台改善了摩根士丹利金融领域的资本配置流程.
工作经验
敏捷项目经理
2019 - 2020
Syndigo
- 管理两个项目，将产品数据和用户帐户从遗留内容管理平台迁移到统一云平台上最先进的内容体验中心.
- Created and maintained detailed work scheduled and milestones in Smartsheet.
- Managed the 发展 and 测试 tasks via Jira sprints as well as Kanban.
- Identified project 问题 and risks and developed resolutions/mitigation plans.
- 管理干系人——沟通项目进度, 问题, and risks across all levels of the organization including senior management.
- Hosted scrum ceremonies and coached product owners in agile methodologies and the scrum framework.
技术交付主管
2018 - 2018
纽约人寿
- 作为鹰战略所有与业务线相关的技术需求的主要联系人.
- Managed and mentored delivery teams to adopt and improve performance in the scaled agile framework (SaFe).
- 制定战略方向, 提供思想领导, and engaged technology and business experts to ensure delivery business value.
- 培养和管理供应商关系.
- 提出了以技术为导向的观点, 建议, and gave high-level estimates for strategic projects to senior business leaders.
主执行者
2015 - 2016
北部高地
- Managed projects to remediate self-identified audit 问题 within credit risk management at Bank of America. These projects included technology improvements as well as business process transformation.
- Oversaw technology projects to greatly improve regulatory functions (CCAR, FRTB) at Bank of America.
- 监督工作流程系统的交付，以简化美国银行商业贷款客户抵押品的尽职调查过程.
项目经理
2014 - 2014
摩根大通
- 根据巴塞尔协议II的要求，提供详细的实施计划，以弥补批发信贷风险报告和数据汇总过程中的弱点.
产品支持
2013 - 2013
AlphaCare
- 配置和定制的关怀指南针, a newly acquired technology platform to manage clients and service providers of this managed care startup.
- 根据包括呼叫中心在内的所有职能领域，设计和开发新的工作流程和自动化流程, 保健提供者, 要求管理员, 高级管理层.
- 使用SQL开发自定义报表.
项目经理
2010 - 2013
摩根士丹利(Morgan Stanley)
- Managed the implementation of a strategic platform for finance called Structured Notes. The goal was to provide a complete and accurate balance sheet and reports to the business.
- Developed and managed a program to establish a well-controlled, front-to-back environment for processing Structured Notes transactions.
- 参与全球跨功能领域和技术的众多业务线，设计和交付技术解决方案，并建立业务流程控制和结构，以满足结构化票据产品的监管要求.
- 监督结构化票据交易的中央数据库的开发，以及所有业务线(如股票)的所有相关对冲和融资交易, 固定收益, 大宗商品, 衍生品, 和外汇.
- 创建开发时间表.
- 监督开发和测试团队.
- Identified risks, developed mitigation plans, and managed stakeholders.
项目经理
2008 - 2009
Newedge(法国兴业银行)
- 领导跨职能团队成功交付端到端技术解决方案，其中包括第三阶段(后台交易处理和会计系统), 日内瓦(投资组合管理系统), 和Intelimatch(一个对账工具).
- 管理供应商关系.
- 创建开发进度表，并监督技术团队将供应商系统与现有平台集成.
- Worked with business resources to identify and implement improved customer reporting.
- Worked with 供应商 and business resources to create and conduct 培训 workshops.
测试铅
2006 - 2007
房地美(Freddie Mac)
- 领导团队验证名为Summit的新交易处理/会计平台的功能.
- Developed test plans and tools for capturing, tracking, and reporting test results and metrics.
- 在Microsoft Access/SQL中构建自动化工具，以验证来自遗留系统的所有数据转换，并测试黑岩系统前端与数据仓库和G/L之间的接口.
- Trained the client 测试 team (8-10 members) in the Summit functionality.
项目经理
2006 - 2006
花旗集团(Citigroup)
- Led a team of IBM consultants to develop IT solutions to support the CDO business and related asset classes.
- 与业务领域和高级技术资源合作，开发技术策略和高级系统架构.
- Supervised the 发展 team to deliver a reporting platform.
PMO铅
2005 - 2005
摩根大通
- 为实施名为Murex的信用衍生品平台的全球倡议的第二阶段制定详细的交付计划.
- Coordinated with project managers across six work streams to develop detailed project plans, 程序级计划, 项目级成本, 以及治理结构.
高级经理
1999 - 2004
普华永道| IBM
- 领导一个顾问团队推出一个平台，以支持一家折扣经纪公司的零售销售人员.
- Developed and proposed solutions to re-engineer an account opening system at a retail brokerage firm.
- 在一家全球银行的固定收益和回购业务范围内建立并实施流程改进解决方案.
- 领导一个项目，在一家商业贷款银行的财政部门实施Summit(衍生品交易系统)，以支持MBS, 腹肌, 掉期交易, 期货交易.
- 领导业务分析师团队，为一家大型抵押机构收集新贷款服务平台的需求.
解决方案专家
1997 - 1999
潘兴科技集团(DLJ分部)
- 确定并推荐可行的技术解决方案，以潜在地增强/取代公司的战略关键订单管理系统.
- Gathered and documented business requirements from business and technology stakeholders.
- 进行市场和供应商分析.
- Performed a cost-benefit analysis for in-house 发展 vs. 采购供应商平台.
- 向高级管理层提供关于替换遗留订单管理系统的详细建议.
- 管理一个开发团队，为机构客户的共同基金交易提供实时界面.
副总裁|系统经理
1987 - 1997
美林(Merrill Lynch)
- Managed multiple IT teams sized (10-15) that were responsible for the 发展, 维护, 并支持贸易订单管理, 机构客户帐户分配, and related systems used by institutional and retail equities and equity options businesses.
- Led the 发展 of state-of-the-art technologies such as touch screens (UI), Unix, 赛贝斯公司, 而c++提供了一个实时的, 具有交换接口的分布式平台, 清算机构, 供应商, 以及外部客户.
- 将客户机-服务器技术上的订单管理平台与大型机上的遗留事务处理功能集成在一起，以提供直通处理.
项目历史
纽约人寿|科技现代化
监督项目技术策略，旨在取代支持纽约人寿业务的遗留系统.
• Managed stakeholder relations, specifically with business leadership.
•制定战略和战术解决方案，以最终淘汰遗留系统和自动化流程，如客户入职和报告.
• Mentored scrum teams as well as teams working in the waterfall model in planning, 解决问题, 进展报告, 测试, 和协作.
•管理与供应商的关系，并与他们密切合作，以确保交付的质量和及时性.
•制定战略和战术解决方案，以最终淘汰遗留系统和自动化流程，如客户入职和报告.
• Mentored scrum teams as well as teams working in the waterfall model in planning, 解决问题, 进展报告, 测试, 和协作.
•管理与供应商的关系，并与他们密切合作，以确保交付的质量和及时性.
摩根士丹利|结构化票据流程改进
带领一个项目建立了良好的控制, front-to-back environment for processing Structured Notes at 摩根士丹利(Morgan Stanley).
• Developed and managed a program to establish a well-controlled, 前端到后端环境，以减轻SOX重大缺陷，并纠正自我识别的审计问题.
• Engaged numerous business lines globally across functional areas including global product controllers, 估价覆核小组, 操作, 财政战略, 和IT来设计精确P的解决方案&L报告.
• Developed a plan to deliver strategic and tactical solutions.
• Supervised an implementation with the goal of central governance, 控制功能的最优组织结构, 政策和程序的一致应用, 改进了估值模型.
•管理结构化票据交易的中央数据库的交付，以及所有业务线(如股票)的所有相关对冲和融资交易, 固定收益, 大宗商品, 衍生品, 和外汇.
• Engaged numerous business lines globally across functional areas including global product controllers, 估价覆核小组, 操作, 财政战略, 和IT来设计精确P的解决方案&L报告.
• Developed a plan to deliver strategic and tactical solutions.
• Supervised an implementation with the goal of central governance, 控制功能的最优组织结构, 政策和程序的一致应用, 改进了估值模型.
•管理结构化票据交易的中央数据库的交付，以及所有业务线(如股票)的所有相关对冲和融资交易, 固定收益, 大宗商品, 衍生品, 和外汇.
后台办公系统的实施
领导两个供应商系统的实施，以改善贸易处理和会计以及客户报告.
• Led a cross-functional team to successfully deliver an end-to-end technology solution, which included phase 3 (a back office trades processing and accounting system), 日内瓦(投资组合管理系统), 和Intelimatch(一个对账工具)
•增加容量以支持更大的交易量.
• Enabled straight-through processing for equities and listed 衍生品.
• Implemented capabilities to provide value-added services to a growing client base.
•增加容量以支持更大的交易量.
• Enabled straight-through processing for equities and listed 衍生品.
• Implemented capabilities to provide value-added services to a growing client base.
摩根士丹利|融资与资本配置
管理一个技术平台的交付，该平台改善了摩根士丹利金融领域的资本配置流程.
•执行所有项目管理职能:计划, 资源分配, 风险和问题管理, 进展报告, 利益相关者沟通, 发展, 测试, 培训, 和部署.
• Supervised activities across functional areas such as finance, 操作, and technology.
• Established change control processes to manage scope and timeline.
• Defined the review and approval steps for each phase of the 发展 life cycle.
• Developed the process for post-implementation and BAU support.
• Supervised activities across functional areas such as finance, 操作, and technology.
• Established change control processes to manage scope and timeline.
• Defined the review and approval steps for each phase of the 发展 life cycle.
• Developed the process for post-implementation and BAU support.
Syndigo | Legacy Product Migration to a Content Experience Hub
Managed cross-functional teams to migrated products and users from legacy platforms to a unified platform.
角色(敏捷PM)是管理和指导工作范围, 包括发展, 测试, 和验收. 我需要将所有产品和用户从两个遗留平台迁移到内容体验中心——一个统一的云平台.
教育
1997 - 1999
工商管理硕士学位
The Wharton School at the University of Pennsylvania - Philadelphia, PA, USA
认证
2018年1月至2021年1月
项目管理专业人员(PMP)
项目管理协会(PMI)
2017年12月至今
专业Scrum Master I (PSM I)
Scrum.org
1984年5月至今
计算机程序设计证书
巴鲁克学院
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