VP, Process Strategy and Implementation @ Citigroup
Business Information Security Officer / Director of Governance - CitiHome Equity Division @ Citi
Bachelor's degree (BS) @
University of Massachusetts, Amherst
Peter Escobar has over 24 years of IT experience, encompassing hardware solutions, software solutions and international security. Peter is a visionary and strategic leader bringing together IT software development, process improvement engineering, and vendor management experience, for both onshore and international efforts. Peter has international experience in Europe and Asia, including specific expertise in managing technology and
Peter Escobar has over 24 years of IT experience, encompassing hardware solutions, software solutions and international security. Peter is a visionary and strategic leader bringing together IT software development, process improvement engineering, and vendor management experience, for both onshore and international efforts. Peter has international experience in Europe and Asia, including specific expertise in managing technology and vendors in 12 countries. Through Peter’s leadership, employers have been able to leverage technology, to realize business and process improvements, manage improved compliance controls, improve speed to market, provide higher product quality, and achieve competitive market strategies. Peter Escobar has 16 years of experience managing teams in the Information Technology Industry and provides a catalyst for strategic change in both small and large organizations. His technology changes have directly impacted 1,000 IT personnel with budgets of $50 million who supported business units with over 16,000 employees to protect $14 billion of booked assets.
Specialties: Certified Information System Security Professional (CISSP) and Certified Information Systems Auditor (CISA).
VP of Product Development and Information Security @ Peter led product development as well as oversight of primary corporate strategic alliance. Managed product design, software development, quality assurance, technical writing, rapid response (software continuing engineering), software environment management, Information Technology (networks, telecom, virtualization, cyber security, security incidents, IT forensics, access control, backups, Intrusion detection/prevention, end user controls, and electronic perimeter controls). Drove corporate process improvements (e.g., CMMi, NIST 800-53, 800-66, and HIPAA/HITECH). Provided leadership for extended architecture group to review technology risks as well as plan technology roadmap for organization. This executive role also included budget, strategy, negotiations and corporate transformational activities. From 2013 to Present (2 years) VP Customer Care @ Peter drove customer delivery of solutions, project management office (e.g., project managers, business analysts, and integration specialist), technical support, product designers, trainers, information technology (Infrastructure), process improvements, compliance, audit response, information security, customer contracts, vendor contracts, budget, executive committee and strategic corporate planning. He led information security policies, process, controls, incidents and compliance initiatives. Managed audits from partners regarding process, security and technology to standards (e.g., NIST 800-53, CMMi, HIPAA/HITECH). This role coordinated over 90% of corporate resources, while directly managing over 35 resources. As a member of the executive committee this role was engaged in strategic partnership negotiation, and contract creation with key partners. Managed product delivery alignment to contract stipulations and financial parameters. This role was responsible for organization cyber security including activities such as: security incident response, IT forensics, access controls, network traffic monitoring, environmental management, end user computing controls, encryption, data classification, application regulatory compliance, and risk management. From 2012 to 2013 (1 year) Cybersecurity Consultant @ Peter drove recommendations for new cyber security team including strategy, cyber security road map, vision, mission, objectives, project plans, policies, processes, team structures and support documents for a billion dollar utility company with over 10,000 employees for millions of customers. He led development and implementation plans to resolve assessment findings. Pete provided recommendations to align to industry standards, identification of regulatory controls and review of current controls. Additionally, he provided presentations and status reports for senior executives and board of directors. Led security review for components involved in conversation from physical infrastructure for help desk to a virtualized enterprise configuration. This included network, software, and IT forensic considerations. From 2011 to 2012 (1 year) Management Consultant @ Pete Escobar led a team for governance organizational transformation leadership for client with a 3,000 person technology organization, as well as for private consulting firm. This leadership included organizational process assessment, providing alternative solutions, leading organizational restructuring, creation of Portfolio Management process, creation of centralized Project Management Office, creation of a centralized Governance Team and corresponding process improvements. Pete provided information which was utilized in the Board of Directors meeting and senior executive meetings.
Pete drove strategy, vision, roadmap planning, policies, processes, templates, best practices, educational material and tactical details for the development of a centralized Portfolio Management, Project Management and Business Analyst Office to deliver policy, process, audit, tools and metrics. These efforts provided streamlined processes to improve communication, coordination, IT alignment to Business Strategy, and process agility. This transformation focused on the creation of an Audit and Compliance team which Pete assisted through the development of roadmaps, frameworks and detailed guidance. In this role, Pete provided training and awareness for executive level staff and line managers.
Pete’s efforts also helped to evolve the consulting company by developing an Information Security Policy, Business Continuity and Disaster Recovery Plan. From 2009 to 2010 (1 year) Information Security Office Policy and Compliance Lead @ Peter Escobar was responsible for IT process improvements including process strategy, development and implementation across organization. He received Outstanding Service Award for participation in the development of the Enterprise IT Project Management Framework. During this time Pete developed strategy to build policies, standards, guidelines and controls around information security, regulatory requirements, business objections and technology objectives. The efforts Peter lead refreshed and built more standards, controls, standard operating procedures in 6 months than had been completed in the previous 4 years of existing documents which reset the baseline for direction and governance. His efforts also included preventing a single point of failure by creating more internal resources to support IT Forensics (FTK, Encase), eDiscovery and legal hold process.
He managed and responded to security incidents including lost assets, misuse of organization resources and external security breaches while improving tracking and response models. Pete also managed the IT SOX scope, guidance team, SOX controls, internal and external audits. He managed the approved deviations form approved policies and standards with the use of a risk management acceptance process. Additionally he performed external party security reviews, including technology, policies, standards and contracts. His efforts also included supporting integration and review of policies and standards of three corporate acquisitions. During this time he also engaged projects and teams regarding the following regulations: SOX, US Privacy Regulations, PCI DSS, HIPAA, CMS and Safe Harbor. From 2008 to 2009 (1 year) Business Information Security Officer - REL Operations @ Peter developed strategies, process development and implementations for Information Security solutions which have been leveraged for approximately 16,000 employees and over 14 billion in assets. He led a 30 person team of Information Security Coordinators who worked in business departments to facilitate security and compliance.
Peter led security initiatives for the division which included efforts such as: identification and classification of Critical Business and Technology Process, Risk Assessments, Application (security) Compliance Questionnaires, Business Impact Analysis, Threat & Vulnerability Assessments, Ethical Hack Scheduling & Reviews, Business Impact Assessments, Continuity of Business Plans, Citigroup Technology System Inventory for Citi Home Equity Division, Information Security Project Reviews, Access Entitlement Reviews, Record Retention Management, Multi-Factor Authentication, Confidential Email Management.
Pete led responsible for rolling out information security initiatives including: data classifications, approval for transmission of information, review of vendors for information security, and awareness efforts. Pete led compliance for identification of Non-Public Information for the division including files, Electronic Transportable Media, and Non-Electronic Transportable Media. He led reviews of third party vendors for information security, and general compliance with Citigroup standards. From June 2006 to August 2008 (2 years 3 months) employee @ From September 2002 to August 2008 (6 years) Business Information Security Officer / Director of Governance - CitiHome Equity Division @ Peter developed strategy to build an Information Security and Governance Team for rapidly-growing Citi Home Equity Division with over 2,500 employees and over $14 billion in assets.
He was responsible for leading process improvements for Business Technology Solutions Team which developed technology and strategic business projects for Citi Home Equity including improvements to project management, change management, internet management, information security, export compliance, risk control self-assessment testing, and vendor management. Peter led End User Computing Policy (EUC) Roll Out for Citi Home Equity Division for Sarbanes-Oxley (SOX) to accomplish a more robust compliance solution in 2 months, where it took other divisions a year to accomplish.
Peter was responsible for ensuring the division could develop and maintain controls for internal audit standards as well as external audit agencies. He was responsible for leading efforts to ensure Citi Home Equity Division was in line with various corporate compliance regulations and with Federal Agencies such as Office of Thrift Supervision, Office of Compensation Controller, PCI DSS, SOX, Fair Credit Lending, Fact Act, Graham-Leach-Bliley, Patriot Act, Department of Defense, and Department of Commerce. From September 2005 to June 2006 (10 months) VP, Architecture @ This role was responsible for assisting with the development of the Technology Vision and Strategy (“Roadmap”) to serve business needs while leveraging technology industry evolutions for an organization with a budget of approximately $60 million. In this role, he strategized on the security overhaul for technology, process, and personnel. This included areas such as Citigroup’s Information Security Program, Database Access rights, Non-public Information protection, and SOX.
Peter provided consultation for audit compliance and best practices for areas such as: Information Security, Project Management, 3rd Party Contract Review, Citigroup Technology Management Policy, Vendor Management, Information Security, Audit Risk and Review, Export Controls, Configuration Management, Librarian Role, Requirements Management, 3rd Party Tool Reviews, Project Management, Vendor Management, Release Management, Change Management, and Proof of Concept efforts.
Peter was also heavily engaged in strategic direction. He led the strategy for managing integration of two technology portfolios between two Citigroup organizations. He assisted with the Development of Application Portfolio Plans. This included complex implementations of business impact assessments with business units; record retention compliance alignment assessments; financial reviews; to realign organizations to selected technologies while decommissioning (sunsetting) deselected technologies. From 2004 to 2005 (1 year) VP, Process Strategy and Implementation @ In this role, Peter was responsible for the development of strategy and implementation of process roll out across Citigroup Real Estate Servicing and Technology (CREST), which involved mobilizing over 75 people to assist with process improvements to over 700 people located in multiple states.
He was responsible for the redesign of process framework to align the organization with CMM Level 3 which contained 13 key process areas including Project Management Office. He identified issues, raised awareness and assisted in closing matters such as intellectual property concerns, Information security, vendor contracts, export control issues and customer relations. Peter initiated an inter-group coordination process improvement effort involving: Human Resources, Legal Counsel, Franchise Development, Business Units and Information Technology. He planned, created and coordinated 61 training sessions of 7 different process improvement modules, teaching 57 of the classes
During his time in this role, Peter had sizable financial responsibility and impact. This included the review, drafting and consultation on approximately $9.9 million in vendor contracts. Peter raised awareness of global export compliance gap which could have resulted in up to $10 million in violations. He saved the company from engaging in a $800,000 fixed cost contract which was deemed in appropriate. Pete managed a 4 person vendor team valued at approximately $317,000 with international components, finishing $60,000 under budget. From 2002 to 2004 (2 years) Project Manager @ As Project Manager, Peter lead teams to achieve approximately 70% profit margin for largest customer, who consisted of a 3.6 million dollar contract. His responsibilities included managing customer deliveries, leading teams, as well as making process improvements. Peter’s solution generated $6 million in sales in 8 months for a large international ERP Training Client. Peter managed onshore/offshore team of 21 people including Project Managers, Project Leaders, Business Analyst, Technical Architect, Developers, and Testers. Pete managed the development and delivery for 16 different Projects, often running 4 projects at once.
His responsibilities also include customer billing, training, product, project planning, coordinating international travel for team members, ensuring projects adhered to contract stipulations and process compliance.
While at Paragon, Peter drove several process improvement initiatives. He co-lead a CMM planning effort to change operations though out organization. Peter also led Process Improvement Committee for workflows, including helping to develop, implement, measure and improve processes for both onshore and offshore teams. His efforts utilized RUP workflows for Project Management, Change and Configuration Control, Risk Management, Requirements Management, Deployment Management, Test Management, Analysis and Design Management, Implementation Management, and Employee Management. From 2000 to 2002 (2 years) Project Manager @ Pete Escobar managed a videoconferencing solution product line which generated 80% of the company’s revenue and approximately 51 million dollars. In this role, Pete coordinated efforts of release with all functional areas of the company, including over 120 individuals. His direct reports included the management of a GUI Software Development Team and Integration Test Team. Pete managed schedules, resources, deliverable contents, code review, documentation reviews, and patent reviews.
Pete’s efforts evolved the company’s process and organizational operations. He contributed improvements and compliance to development life cycle process as member of process team. His leadership reduced software development time from 1 year to 6 months, which included a shift from 57 software builds to 14 builds.
His efforts included strategic and tactical changes. Pete chaired weekly Engineering & Service meetings with key partner companies. He worked with purchasing and SAP team for integration of new products and OEM customers for coordination of releases and information. Pete drove the effort to migrate older product line to a Web Based System. Pete also coordinated third party development efforts in distributed development environment. He worked with marketing and customers in product requirement identification.
Through all these efforts Pete worked with a diverse set of technologies to provide benefits to his clients. Pete managed a videoconferencing solution for ISDN, using Win 95, 98, NT workstations connected via direct connection or dial up to an OS/2 Server. The system was capable of T1, E1, ATM connections following the H.320, H.243, H.261 supporting G.711, G.722, G.728, T.120, Q.931. The server solution supported a DB2 RDBMS for OS/2. From 1998 to 2000 (2 years) International Section Manager for Continuing Engineering @ As the manager that supported approximately 30 million dollars’ worth of service agreements with customers in Japan, Hong Kong, Malaysia, Australia, Mexico, Brazil, Pakistan, India, China, Thailand and United Arab Emirates his team provide patches and maintenance releases for the company’s voicemail product line. These customer services were tied to contractual Service level agreements. In this role, Pete managed a team of 10 software developers, including responsibility of approximately 3 million dollars in hardware and testing equipment. To drive successful coordination of solutions Pete, led efforts spanning technical and not technical international teams. He worked with Customer Service TAC, QA, Documentation, Release Control, Sales, and interfacing engineering units.
As a change agent for Comverse network systems he was part of the team to roll out ISO 9001 across the organization. This included representing his department in process changes across the company as well as project management, process improvements and required compliance efforts. These process improvement efforts included operational reviews, defining processes, and implementing process changes. Pete worked with Corrective Action Team to assist with the design and implementation of a system for tracking and resolving company-wide issues for topics such as process deviations, software issues, hardware issues, customer complaints, and training.
Pete worked closely with various technologies in this role. He moderated code reviews and ensured engineering had resources available to be successful. He also ensured support of products which used C, C++, E1/R2, ISDN, SCO UNIX, Windows NT, TAP, SS7, Voice Application Interface, Excel Switches, db_vista RDBMS, TCP/IP, Unix Pipes, TNNP, T1, and fail-over redundant systems. From 1996 to 1998 (2 years) Software Engineer @ As a software developer, Pete developed and maintained code for Landmark Trading System, a software package designed for financial institutions stockbroker activity. This software assisted financial institutions track and manage stock market trades. Pete performed the architecture, design, development, and maintenance on Upgrade System to move upgrade customer from any previous database schema, which may have been modified by the end customer, to the tip version of the software by using C++ to generate SQL code on the fly.
This upgrade package allowed Longview to upgrade a customer’s customized application overnight rather than the previous conversion time, which could have taken two weeks. As the lead architect, design, development, and maintenance on Transfer Manager to port MS SQL database to Sybase database Product line Pete used Visual C++, MS SQL, Sybase SQL, RCS, UNIX, and Windows NT 3.51. From 1995 to 1996 (1 year) Technical Support Manager; Senior Specialist; Technical Support Engineer @ During this time frame Pete Escobar held three different roles while serving Alpha Software and their customers. These roles included Technical Support Engineer, Senior Specialist, and Technical Support Manager.
Pete led a team of 10 support engineers which maintained products for all clients. He developed technology solutions including an Application Pack and Forms library used to upsell product offering. Pete also programmed an artificial intelligence voice automated knowledge base, accessible via PBX and dial up modems.
He provided quality assurance of new products as well as documentation. Leveraging these technologies he generated programs to collated statistics on all inbound & outbound calls and fax traffic from PBX. He supervised training programs, technical support issues and Internet online serves for technical information.
Working as a cross functional resource, he worked with the marketing and sales departments for feedback. Peter worked directly with customers supporting Alpha Software's product offering including: printing, database management, scripting commands, and configuration. From 1992 to 1995 (3 years)
MBA @ Washington University in St. Louis - Olin Business School From 2003 to 2005 Bachelor's degree (BS), Mechanical Engineering @ University of Massachusetts, Amherst Peter Escobar is skilled in: Information Security Management, Information Security, Security, Governance, CISA, Leadership, Strategy, Process Improvement, Vendor Management, Risk Management, Mergers, Acquisiton, Compliance, Full SDLC, Virtualization
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