VP, Infrastructure & Operations Program Office @ JPMorgan Chase
BA, Polical Science @
More than 15 years of experience delivering technology solutions in the Financial Services and Healthcare industries. Deep experience in senior IT leadership, PMO execution, program/project management, IT risk, compliance, budget planning and financial tracking, application development, agile and waterfall methodologies, architecture, infrastructure, operations, transformational and organizational change, process maturity, resource and vendor management, team building, talent evaluation,
More than 15 years of experience delivering technology solutions in the Financial Services and Healthcare industries. Deep experience in senior IT leadership, PMO execution, program/project management, IT risk, compliance, budget planning and financial tracking, application development, agile and waterfall methodologies, architecture, infrastructure, operations, transformational and organizational change, process maturity, resource and vendor management, team building, talent evaluation, training, and public speaking.
Strong background in strategic planning and linking business roadmaps to tactical objectives that drive the delivery of business value with an emphasis on collaboration, partnership, and joint accountability for documented outcomes.
Focused on driving IT services in partnership with business sponsors and stakeholders to deliver a portfolio that contributes to the strategic goals of the business in a dynamic and fast paced environment. Experience implementing standards and tools to improve the effectiveness and efficiency of IT capabilities.
Specialties: IT leadership, program/project management, IT risk, compliance, training, and team building.
E-mail: [email protected]
Principal Consultant @ Lead consultant responsible for engagements focused on delivering and maturing IT services including strategic planning, portfolio management, project delivery, PMO, IT operations, IT Risk and security integration, and portfolio governance using proven industry best practices. From May 2015 to Present (8 months) Greater Denver AreaSenior Director, IT Program Office @ Senior IT leadership role including portfolio management, pipeline governance, resource capacity planning, delivery standards, audit tracking, project execution, and portfolio reporting for application development, business intelligence, and infrastructure programs. Managed a portfolio of more than 100 IT projects with a total budget of more than $150MM supporting an IT organization of more than 800 resources. Partnered with peers to implement an ITIL v3 framework as part of a full end-to-end IT services model.
IT Leadership Team – Partnered with senior leaders across the department to plan and execute IT strategy, deliver the IT vision to the organization through town halls, monthly leadership calls, and the annual IT leadership event.
Enterprise Release Capability – Collaborated with peers to define and implement a new Enterprise Release program and coordinated deployment processes with QA, IT Operations, and Training.
Infrastructure – Completed major infrastructure refresh programs for data center, network, and telecom. Implemented messaging services for data movement and connectivity to the Health Information Exchange.
IT Risk & Security Controls – Incorporated IT Risk & Security components into the SDLC to improve risk management controls.
PMO Services – Matured demand management functions including pipeline management, estimation, governance, capacity planning, and activation. Introduced a new Project Delivery Framework including PMI based waterfall and agile methodologies. Created new data management and reporting capabilities for project status reports, portfolio updates, financial tracking, executive dashboards, and operations metrics.
Project Execution – Lead a team of more than 50 Project Managers and Analysts delivering IT projects in the Clinical, Revenue & Operations, Business Intelligence, and Infrastructure lanes. Implemented portfolio & schedule management capabilities to track and manage project dependencies and deployment timelines. From July 2013 to January 2015 (1 year 7 months) Greater Denver AreaVP, Infrastructure & Operations Program Office @ Lead the Consumer & Business Banking IT Program Office. Responsible for IT services for the Consumer Banking IT Infrastructure & Operations organization. Managed a portfolio of more than 200 IT projects with a total budget of more than $250MM supporting an organization of more than 5,000 technology resources.
Project Delivery Process Maturity – Updated application development SDLC and infrastructure project delivery processes from multiple Consumer Banking technology groups into a standard framework across multiple business areas driving consistency in project execution while also improving efficiency and quality in project delivery.
Engagement Model & Demand Management Process – Defined an improved engagement model and demand management process facilitating early involvement of the infrastructure team on IT projects and providing much greater governance over the infrastructure portfolio.
Identity & Access Management – Deployed new processes and tools to improve controls related to Identity and Access Management closing key audit issues and IT Risk gaps.
Change Management Controls – Designed and implemented new change management processes to better manage change events, improve change quality, and reduce outages and issues.
Operations Metrics – Developed and delivered the monthly Dev Ops Review providing the executive update of Infrastructure & Operations performance metrics across project delivery, application availability, system performance, support call volumes, issue management, and financials. From August 2012 to July 2013 (1 year) Columbus, Ohio AreaVP, Global Wealth Management PMO @ Managed the global technology project portfolio of more than 230 projects, 36 programs, and a total budget of more than $170 million. Managed a global team including staff in New York, Ohio, Delaware, Geneva, and Hong Kong.
Global Transformation – Rationalized the project management processes to create a consolidated Global PMO team and standard project management practice.
Project Delivery Process Maturity – Transformed the existing SDLC to support both an agile development methodology and a more traditional waterfall project lifecycle. Provided training to more than 250 Technology & Operations staff across the global organization.
Tool Enhancements – Updated project management, reporting, and finance tools to support a new initiative portfolio hierarchy and to facilitate recently introduced governance and improved budget planning processes.
Business Continuity & Disaster Recovery – Coordinated improvements to business continuity & disaster recovery processes including architecture, infrastructure, and IT Risk engagement, updates to SLAs, changes to the SDLC, and updated QA testing practices.
IT Risk, Security, & Privacy Controls – Integrated new IT Risk & Security controls into the SDLC. Designed and implemented new privacy, data masking, and data encryption capabilities into client systems to address data security and privacy needs for ultra-high net worth and publicly recognizable clients.
Executive Portfolio Reporting – Introduced a monthly overview of the technology portfolio and the selection of key weekly highlights presented to the CEO, CIO, and Operating Committee members.
Detailed Financial Reporting – Created the ability for Project Managers and stakeholders to view detailed project financial data through new self-service project financial reporting tools. This new detail allowed project managers much greater control over their project financials and created more transparency for executive management and project stakeholders. From April 2007 to July 2012 (5 years 4 months) Columbus, Ohio AreaVP, Program Manager @ Retail Infrastructure PMO – Responsible for managing a portfolio of more than 200 concurrent technology infrastructure projects across the entire Chase Retail line of business.
Project Delivery Process Maturity – Partnered with the project delivery teams in Retail Technology Services to document and publish project management process standards and best practices. Established new project estimation, quality review, lessons learned, and project closure activities to validate the consistent use of quality standards across project teams. Provided training to Retail Technology Services and business facing application development teams on the documented project lifecycle.
Program Management – Responsible for the implementation of technology infrastructure projects supporting Chase Retail Lending (Home Finance, Auto Finance, Education Finance), and Enterprise Systems. Managed a team of technical project managers and managed a book-of-work consisting of more than 50 concurrent infrastructure projects supporting LOB initiatives with combined project budgets of more than $100 million. From May 2005 to March 2007 (1 year 11 months) Columbus, Ohio AreaProgram Manager @ Project Management – Responsible for end-to-end project lifecycle and SDLC deliverables including the creation of business cases, budget forecasts, and all required project deliverables. Delivered a $1.8 million dollar project to provide automated post-trade suitability review for the Private Client Services sales channel. Completed a $2 million dollar project to re-host the OnePrivateClient.com and OneInvest.com internet sites used by high net worth and retail investment customers.
Project Delivery Process Maturity – Partnered with technology team leads to improve and document project delivery process, solution design, application architecture design, data design, and vendor selection standards. Conducted training sessions for technology project managers and key stakeholders involved in the project delivery process. This effort was part of a larger ongoing Capability Maturity Model (CMM) effort. From March 2003 to May 2005 (2 years 3 months) Columbus, Ohio AreaManager of Middleware Services @ Responsible for architecting and implementing technology projects that leveraged a common middleware and messaging infrastructure. Deployed and extend the middleware components using custom build technology using the Microsoft .NET development tools. Additionally, responsible for facilitating the relationships with internal and external service providers for staff augmentation, server hosting, MQSeries queue management, and network connectivity. From December 2001 to March 2003 (1 year 4 months) Columbus, Ohio AreaIT Architect @ Architected technology solutions including infrastructure design for client/server, Internet, and Intranet projects. Responsible for hardware procurement, data center hosting, server configuration, and facilitating relationships with internal and external service providers. From 1999 to 2001 (2 years) Columbus, Ohio AreaConsultant @ IT Solutions Architect - provided IT consulting services and end to end solution design for Windows based architectures. From 1999 to 1999 (less than a year) Operations Manager @ Managed the day-to-day operations of the Columbus technology education group. Included the operation of 8 full time on-site classrooms and off-site training for corporate clients. From 1995 to 1999 (4 years)
MA, Political Science, Education @ The Ohio State University From 1989 to 1992 BA, Polical Science @ Bradley University From 1984 to 1988 Richard Steele is skilled in: Project Portfolio Management, Project Management, Training, Leadership Development, SDLC, Vendor Management, Program Management, PMP, Process Improvement, Risk Management, Business Analysis, PMO, IT Management, IT Strategy, Disaster Recovery
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