Shehzad Ahmed

Working on the ring-fencing bank programme (Structure Reform Programme), I am responsible for moving the Liquidity Products and Systems to the 2 new Financial Entities (Barclays International & Barclays UK).

Group ALCM (Change The Bank) are responsible for producing regulatory reports for submission to the FCA to ensure HSBC complies with regulatory requirements.
My purpose: working alongside Finance Change Delivery, responsible for delivering a Liquidity Reporting programme globally to all HSBC entities.

•Working with the Finance Change Delivery programme lead to define an annual roadmap for programme delivery including individual release plans
•Defined the Business Case and management of annual budget of £5m.
•Working closely with senior internal stakeholders to prioritise projects in response to changing regulatory requirements. Attending key Steering Committees to report progress and define change.
•Leading / directing multi-disciplinary teams in the delivery of end-to-end Liquidity projects.
•Delivering functionality enhancements and producing OCP, LCR, Interest Rate Risk (IRR), AMM and NSFR reports.
•Managing systems development using Agile/Waterfall methodologies. Chair of Daily SCRUM meetings and managing ‘Sprints'.
•Managing and maintaining key relationships with third party partners to ensure prompt delivery.
•Defining and implementing a global rollout portfolio in accordance to local regulatory procedures.
•Full end-to-end management of the entire programme lifecycle from Inception through to ongoing Programme Support.
•Creation of Workbench & MS Project plans for Releases and creation of Programme Roadmap as well as maintaining Risks & Issues logs.

Key Achievements:
•Defining and delivering an ongoing Change Programme to ensure HSBC complies with its Liquidity regulatory requirements. Moving to an Agile delivery model has meant the programme is currently on track to deliver reduced operating costs of £15m by end 2017.

Senior Project Manager/Programme responsible for managing Projects/Programme to implement a Global Liquidity Reporting System to produce reports for HSBC that are sent to the national regulator.

My position in the organisation was that of a Senior Manager.

3-year programme to migrate cross Asset Class Global Investment Banking infrastructure to the new consolidated datacentres.
My purpose: Senior PM and Deputy Programme Manager to design and cutover all Market Data & External Services, Equities and Futures infrastructure. Define and implement the Migration and Communication strategies.

•Project Managed the Asset Class migrations end-to-end; from Initiation through to Closure.
•Defined an inter-dependency migration roadmap and approach for a customer pilot to ‘dry-run' migrations to gain confidence in strategy prior to go-live.
•Working closely with global support teams to define requirements, document proposed designs and configuration and implement the Migration Methodology.
•Accountable for the identification, assessment and management of project issues and risks.
•Creation and management of end-to-end Project Plan; ongoing Risk & Issue Management; ensured escalation where necessary.
•Defined and implemented the Programme Communications Strategy.
•Attendance of key stakeholder and senior management meetings Programme Manager.
•Defined and undertook the role of Migration Manager including developing Run-books and detailed migration plans.

Key Achievements:
•Delivered a complex and robust migration programme successfully without any service downtime, thereby consolidating HSBCs global footprint. This contributed to HSBCs cost-saving commitment to shareholders (£35m annually).

My purpose: Working as part of a Delivery team within Information Management to deliver a variety of infrastructure and development projects.


Project: Track Access Billing System (TABS) | Project Manager.
•Implementation of a Billing System to charge Train Operating Companies (TOCs) for track usage using Waterfall development methodology.
•Oracle 10g solution tailored to fit in with the organisation's strategy.
•Defined requirements with Business at the Initiation stage and took the project through to closure.
•Procurement of IBM p-Series infrastructure to house the chosen solution and provide DR.
•Project budget of £3.2m; project delivered over 18 months.
•High profile project, which entailed regular liaison across all Network Rail business departments.
•Essential Risk & Issue management to address potential project roadblocks.
•Detailed project planning including milestones and corrective action plans in response to issues.

Project: Real-Time Public Performance Measure Application | Project Manager.

•Working with the Director of Operations, project to develop a Web Application for NR's intranet to provide train performance and punctuality, updated real-time.
•Project procured and installed Websphere Application Servers, designed and created a company-wide Enterprise Messaging Hub and an Oracle database to house date.
•Working alongside the Business to define requirements (functional and non-functional).
•Managed project team of 40 resources (including 3rd party suppliers) with a budget of £2.1m.
•Various company and industry awards received for positive deployment of system.
•Essential stakeholder management due to the high profile nature of the project.
•Scope management required to manage changing project requirements and their priorities.

Project: Mastercard Europay Systems Integration
Delivered project to ensure Lloyds TSB's systems were compatible for Mastercard to converge their Europay Systems.
•Project budget of £1m - performed Estimating at Initiation stage and undertook regular forecasting throughout Study and Delivery phases.
•Matrix management of project resources, which included BASE24 developers, testers, infrastructure solutions consultants, implementation resources and Service Introduction Manager.
•Regular progress meetings and liaison with Mastercard project team in Belgium.
•Delivery of project ensured Lloyds TSB were spared monthly penalties from Mastercard of €12, 000.

Project: Fraud Detection Falcon Credit Software upgrade
Upgrade Falcon Credit to version 4.5.1 for Lloyds TSB's Fraud Strategy and Operations Business Unit to resolve an outstanding High Risk Audit Issue. This provided the Bank with a cost saving of £20m+.

Project: Cards Data Warehouse Implementation
Implemented Disaster Recovery for a Data Warehouse solution built on an IBM p-Series mainframe.

Project: Project Management Improvement Steering Group (PISG).

Leading a group of Project Managers to implement a Project Management framework and standards across Infrastructure Programs.