Mark Bolton

I was a digital content and adoption lead, a key leader in the design, development, and adoption of a transformational enterprise-wide digital delivery platform that embeds organizational IP content and links to a vast library of internal digital support collateral. Critical responsibility is providing ‘account management’ coverage of a number of major business units on their journey to use and adopt the new platform. The program extends over two years, covers two digital platforms, 11,000 users throughout the US, and 45,000 items of digital collateral

Delivered a number of critical enhancements and new business services across three critical streams of activity on the award-winning Matrix eCommerce platform. Technologies include Adobe Flex and Java with all code and testing being developed in an agile scrum environment of rapid two-weekly code/test/deploy cycles.

Led a team in Global Custody business saving Citi $1.2M in FTE spend and recovering $6M in client fees. I built hybrid on-shore/off-shore BPO teams in Custody and Prime services managing the entire transition to BPO including in my team:
 Supporting stakeholders throughout the entire BPO transition including redesign and deployment of the changed business model (processes, organization and systems footprint)
 Location strategy development
 Business process analysis and documentation at L1 to L5
 ISO standard procedures documentation down to the key-stroke level
 World-class training of off-shore resources via video and screen share
 Support model and coverage hours for IT and business functions (including escalation and workflow)
 MIS – MTPs, effort, cost/benefit, business cases
 RPA – Automation Anywhere, BluePrism, proprietary tools
I closed and planned a second phase to deliver a transformation program, hired and engaged the resources, and mobilized the project to dramatically increase automation (RPA), save 10 FTE, improve client service levels, and improve senior management reporting. CAPs and high priority projects were developed into an integrated delivery program ensuring regulatory compliance.

Working through IBM Consulting, I co-led the functional testing program of a major fixed income trading system. Products included vanilla European government bonds, gilts, and European corporate bonds. Role included business analysis with traders and trade support to develop test scripts including tests and expected results. Regular status reporting to the overall implementation program manager and the project steering committee detailing test results, fails, retests, and bug fix progress.

Led a $15 million initiative to split the UK operations into three entities (ring-fenced, non-ring-fenced, and underlying service company) to ensure compliance with the UK's "too-big-to-fail" legislation - similar to implementing Glass-Steagal. I led 50 resources in Canada, Europe, and Asia to deliver three major work-streams. Zero tolerance for late delivery meant a strict focus on ‘do-ability' risks. I was responsible for the entire multi-billion dollar Global Trade Finance business transition to the non-ring-fenced bank using a logical separation approach in the systems landscape from client-facing (including web portals) all the way back to core banking, finance and risk management systems. While in the role I also took on the management and rebuilding of the PMO which had been operating in severe crisis mode with attrition and morale problems. Through daily meetings and team rebuilding exercise, I turned around the team to a performance grade from an "F" to a "B."

Developed AML customer due diligence (CDD) target operating model (policy, process, organization, technology) for global, commercial, retail, and private banking to detect and deter money-laundering (crime, terrorism), sanctions evasion (OFAC), and tax evasion (FATCA and CRS) within the wider compliance framework. Deployed a global standards AML CDD target operating model into Canada, US, Mexico, Brazil, Argentina, Chile, and Uruguay with 150+ staff and $100 million budget over three years (Global Standards Program).

Delivered the bank's response to EMIR and directed the design team to deliver a viable response that met regulatory timelines. Created the global EMIR program in three months with 150 staff in four global locations structured across six core work-streams.

Led the counter-party credit risk program delivering a re-engineered CCAR regulatory reporting process for wholesale banking and improved stress-testing scenarios. Starting with a team of four on a short high-level business analysis engagement I closed on a team of 12 for a further 6-month engagement to mobilize the program, complete business analysis, tactical and strategic design, and ensure robust governance. The program re-engineered and re-tooled both business and supporting technology to enable daily STP of CCAR federal reserve 14 A/Q reporting using the latest (currently advanced CVA) risk models in both front-office and throughout risk. Extensive exposure to OCC and fed delivered MRAs and coordination of responses across credit risk.