Principal Architect at HSBC @ Icon Solutions (UK) Ltd
Head of EMEA Wealth Management at Bank of America @ Bank of America
Philip Law is currently the departmental head of the Wealth Management Technology for UK and Channel Islands. He has over 18 years of experience and has worked in the front, middle and back office for 12 years. Philip has worked in the banking environment as both an employee and as a consultant. He has worked on high
Philip Law is currently the departmental head of the Wealth Management Technology for UK and Channel Islands. He has over 18 years of experience and has worked in the front, middle and back office for 12 years. Philip has worked in the banking environment as both an employee and as a consultant. He has worked on high profile delivery and change management programmes across EMEA and LATAM. He comes from a technical background and is enthused by coming up with new business, change management and technical solutions to satisfy the customer.
Principal Architect @ Principal Architect at Icon Solutions From September 2014 to Present (1 year 2 months) London, United KingdomHead of UK Platforms for Wealth Management at Bank of America @ • Accountable for$ 21 MM annual spend with multi-year programs
• Accountable for all aspects of delivery from inception to delivery into production (concept to cash)
• Accountable for production support and ensuring that SLA internally and externally are adhered to
• Put in place a platform improvement program to reduce bottom line costs and reduce risk profile
• Team lead of approx 45 total staff (20 permanent staff, 12 contractors and resource pool 10-20 vendor resources). Team located in London, Geneva, Mumbai and Chennai
• Manage all aspects of vendor management from contract renegotiation, adherence to SLAs and vendor feedback
• Internally re-aligned software development lifecycle processes with other technology teams and operations to ensure a consistent approach resulting in a higher quality standards and fewer defects entering into production and less rework
• Enforced the adherence of architectural standards to ensure that deliverables onto the platform aligned to the strategic vision to reduce platform cost and risk
• Put in place forum between Operations and Technology to ensure that business change was correctly communicated and co-ordinated to minimise cross programme re-work
• Turned around an underperforming team through working on root cause of morale issues
• Collaborated with other technology teams and Operations to create a strategy document and future state target architecture
• Work with architecture to ensure on going simplification and modernisation of the platform
• Protagonist across Technology and Operations for issue resolution and process improvement and pushing forward the EMEA regionalisation programme of single process with local specialisation From March 2011 to Present (4 years 8 months) LondonProject / Programme Manager @ • Programme managed new portfolio risk platform from concept to production for front office Deutsche Bank Prime Brokerage for OTC and ETD: including client migration, on-boarding of new clients, legacy system decommissioning, project managing Deutsche Bank project managers and teams, business process and technology alignment.
• Project managed the conversion of the prototype to a fully production ready system using Agile methodology.
• Project managed the development team of the Deutsche Bank Prime Brokerage portfolio credit risk platform using Agile. The project had been attempted by Deutsche Bank three times before and had failed on each attempt. Liaised with eleven different business groups and brokered a solution capable supporting the business needs. Worked with COO and IT directors, Sales and Traders to drive out acceptable solution.
• Led the technology alignment and business vision strategy for global mobile payment provider. Worked with COO, CEO and Marketing director to drive out acceptable solution.
• Led the development of a “future state” systems architecture for a rapidly growing mobile payments provider. The client had an exciting new vision for its business model and its business growth. This needed to be underpinned by an extensible and flexible architecture capable of supporting new products, new services and rapid growth in customer and transaction volumes. The project included an assessment of those aspects of the current infrastructure to be carried forward and which elements need to be developed or acquired. The assignment recommended a systems architecture to be the basis for business growth. Worked with the CTO to drive out an acceptable solution
• From September 2008 to March 2011 (2 years 7 months) Project / Programme Manager @ • Point of contact between IT Equities and business for change covering Front Office, Operations, Global1, Legal, Tax, Finance, Sub Ledger, Audit and Transaction Reporting Project size typically 3-6 months but some projects over 12 months.
• The types of changes covered new project requests for example a high touch trade exception handling system, new functionality requests, process improvement, capacity enhancement from infrastructure issues (curative and preventative), regulatory changes (Basel 2), market mandatory changes to ensure UBS was competitive in the Market (MIFID) and new products into the system including for example convertible bonds and warrants.
• The scope of changes covers the Securities and Settlement engine (SSE) and satellite systems. SSE is a cross product settlement engine for both Equities and Equity Derivatives for APAC and EMEA.
• Products covered through the full life cycle of the trade in the settlement engine include cash equities (shares), warrants, and convertible bonds.
• Change requests would be prioritised at forums and bundled for eight week release cycles using a combination of Essential Unified Process (Similar to RUP) and Agile methodology.
• Scrum meetings held each morning would review daily progress against plan and highlight any issues. Project progress would be fed to project managers of other streams and the business on a daily level on an informal basis (chat/telephone) and a formal basis at the end of each week (global email/central intranet page). Updates would go to all stakeholders and be reviewed by Managing Directors of each area.
• New project and software enhancements were developed on an Iterative basis from Inception through to Transition. New items were critically evaluated and best matched to team members to ensure the most productivity from the team. The development would team would support the change into a warranty period after it had been handed over to production support.
• From October 2006 to May 2008 (1 year 8 months) IT Project Manager @ • Larger investors can authenticate, examine their portfolios, alter portfolios mix and receive personalised promotional content via the websites.
• Role encompassed gathering requirements from both Retail and Institutional areas, estimating work effort, providing cost and schedule estimates. Agreed projects would be prioritised and managed through the entire life cycle.
• Smaller projects managed included managing BlackRock regulatory requirements changes for European Savings directive and working with fund accountants to bring our premier products (hedge funds) into our area.
• The team comprised of nine analyst-developers covering both on going development and support of the BlackRock websites and fact sheets. Three of the team were recruited in India and were the offshore aspect of my team residing in Mumbai. I project managed the process of handing over support to the off shore part of my team.
• The role covered fund fact sheets for our sales team. The fact sheets show highly detailed information regarding BlackRock fund performance and were used by our global sales offices as promotional material. Any inaccuracies would be financially very damaging to BlackRock and could result in litigious action by the FSA.
• Vendor management for two companies that provided third party products to BlackRock. I had to ensure that they delivered the service that they have agreed to and ensure that they fulfil their contractual obligations. One of the companies created fact sheet publications while the other company developed and supports a portfolio-monitoring tool for our Retail customers. From September 2004 to October 2006 (2 years 2 months) Project manager @ • Technical team lead hybrid position covering a mixture of project management and software development.
• Dozens of small applications created for different areas of the bank but projects of note include creation of the HSBC Intranet.
• My team consisted of twelve analyst- developers.
• Projects were created in a combination of VB 6, ASP, SQL Server, COM, Java and Lotus Notes.
• The audience for the applications was front, middle or back office. From 2002 to 2004 (2 years)
BSc, Chemistry @ The University of Sheffield From 1991 to 1994 Philip Law is skilled in: Agile Methodologies, Scrum, Agile Project Management, Software Project..., Architecture, Business Analysis, Business Process, Change Management, Enterprise Architecture, IT Strategy, Investment Banking, Java, Leadership, Management, Process Improvement, Program Management, Project Delivery, Requirements Analysis, SDLC, Software Development, Strategy, User Acceptance Testing, Vendor Management
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