Kevin Hinga

Kevin Hinga Phone:- E-mail:- EXECUTIVE SUMMARY A successful, lateral thinking SC Cleared Project Manager who consistently delivers major infrastructure and application development projects to high levels of customer satisfaction in a fast-paced deadline driven environment. 15+ years experience in Project Management and over 20 years in IT, gaining experience in writing business cases, controlling project budgets, forecasting time and resources, developing project scope, managing risks and escalating project issues. Recent roles involved introducing transparent procedures and quality-based processes, which led to increased productivity, greater levels of customer satisfaction and an increase in service availability. All this while gaining extensive experience in line management, staff development and ability to keep focused under pressure while providing positive direction and clarity. EDUCATION / TRAINING McKesson Training Centre - PMI - Project Management Professional, MCSE, Customer Service Management, Call Centre Management. APMG – UK - PRINCE2 – Practitioner level, ITIL v3. Airbus UK – EADS - GPP – Generic Project Process Methodology, HP Project and Portfolio Management, HP Quality Center/Test Director. Lloyds Banking Group – UK – MS Azure Fundamentals, AWS Cloud Practitioner Essentials. Deutsche Bank - Google GCP Foundation. WORK EXPERIENCE Infrastructure Project Manager, 11/22 – Current. Howden Insurance Brokers Ltd. Undertook budget management, including estimations, forecasting, reporting and building a communications plan for engagement with all lines of business. Established and utilised effective cost, resource, risk RAID and RACI communication management cycle routines for projects with over £0.5 - 2 million budget including mergers and acquisitions (Aston Lark). Maintained strong working relationships with all key stakeholders and business heads, as well as IT&S, PMO, IT engineering, audit, quality, V&E Validation and Evaluation and BAU teams, regularly cross-matching needs and operating in a cooperative manner. Aligned the capabilities with the requirements of the work-streams including eliminating single points of failure through planned succession, backup arrangements and knowledge sharing. Produced visible results in multiple small but challenging sub-projects and experienced autonomous decision-making scenarios, while managing project plans, reporting project risks, issues and dependencies. Played a key role in all aspects of project lifecycles, covering initiation, requirements gathering, data analysis, design, procurement, presentation of plans, implementation, testing, service transition into BAU and post-project review with globally located project teams. This involved overseeing infrastructure and application rollouts following Agile/SCRUM/SDLC/ITIL/ITSM frameworks requiring extensive planning of resources, bidding, estimating, finances and communication flow. The projects (SPW small piece of work) included the migration of data from Legacy Policy Admin systems (PAS systems - Global/Sector/Acturis), to a cloud-based Salesforce system (Novidea). Cyber Security Project Manager, 04/22- 09/22. AXA XL/AXA Group. Rolled out the Minimum Technical Security Baseline (MTSB - CIS Critical Security Controls) strategy (144 Controls split into mini projects) for the entire group (Global). This entailed Server hardening, System Authentication, Authentication integration, Cloud Security, Data Security, pre and post incident response (SIEM - Security information and event management), Audit Remediation, and groupwide standardization of the reporting automation, ZScaler zero trust. In the process got a huge appreciation of Security, Compliance, and Risk considerations as they relate to solution design, implementation, and operation within global insurance organization. Regularly collaborated and worked with vendors ZScaler/Accenture/NTT/Orange to assist with development, deployment, and remediate all defects in an Agile manner to ensure all controls met the 90% threshold score. This involved working with the Enterprise and Solution Architects to define future states and strategic roadmaps with other AXA stakeholders to help drive solution adoption and business value. Resource management of 50, reporting to the Head of Function by ensuring that technical solutions conformed to AXAXL’s strategy, architectural, security, DR and Change Management standards. Incorporated IT systems after the acquisition of Catlin, which involved all aspects of their network firewall security infrastructure, liaising with lead vendors such as Juniper/Nokia Checkpoint and F5. Handed a previously failed 2-year-old firewall project (checkpoint/Juniper) without a plan, documentation, handover/nor understanding of what work had been completed. Analysed and reached out to all stakeholders, established a business case, located resources, and produced a DBTR plan. Project progress, budget, risks, issues and variances monitored, successfully delivered into BAU production, RTG all within 6 months. Infrastructure Project Manager (Delivery Lead), 02/21- 03/22. Deutsche Bank. Led a large sized global project team to build a bank-of-the-future, migrating applications and corporate data hosted on-premise legacy systems to competitive Cloud Service Providers e.g. Google Cloud Platform and MS Azure, and also deployed the ZScaler cloud native suite of products (ZIA/ZPAZDX/CASB DLP). Guided senior DB stakeholders through the changes needed to unlock the full value of Google Workspace, providing guidance to help them design the optimal enablement and adoption strategy to maximize business value Steered the successful onboarding and adoption of Google Productivity and Collaboration solutions, focusing primarily on Google Workspace and Google Cloud Platform, utilizing Google cloud-based productivity and enterprise workplace solutions IaaS, PaaS, or SaaS. Collaborated with all technical teams and executives to develop a strategic Cloud Operating Model and RACI that helped DB achieve their key business objectives. This involved directly engaging Cloud DNS, Network Operations, Cloud Network Engineering, Identity and Access Management (IAM), CMDB integration team, Logging, Monitoring, Alerting teams. Impact assessed DB’s current email environment and mapped out a custom migration strategy to move their desktop and messaging platform to the cloud – Windows Virtual Desktop, and Office 365 on MS Azure. Infrastructure Project Manager (Delivery Lead), 06/20 – 02/21. Ernst and Young. Delivered key global Desktop Transformation projects within EY, bring in huge benefits to the organisation - Virtualisation (Microsoft Window Virtual Desktop), Cloud Computing migrating from OnPrem, to MS Azure cloud, and rolled out a dedicated desktop provision network to all their key global locations. Working closely with managed service provider (Wipro) utilising both Waterfall and Agile methodology to manage the development, piloting and end user acceptance testing of the migrations. Required effective communication and development of unambiguous work packages, with clear quality and tolerance levels. Managed the development and implementation of the Transition, Transformation and Remediation projects running concurrently, across a multi-platform global network estate (500+ sites/5500+ LAN/WAN devices. Digital Cyber Security Project Manager (Delivery Lead), 03/18 – 06/20. Lloyds Banking Group. In conjunction with Akamai the DDoS security solutions supplier, delivered projects utilising the Agile methodology to manage the development, piloting, and end-user acceptance testing prior to migrating all internet facing websites and APIs. This required effective communication and negotiation skills, while developing and delivering unambiguous work packages in Jira (Kanban/epics/Tasks/Stories), with clear quality and tolerance levels attached. Responsible for getting key stakeholders (technical and business) to sign off the onboarding migration strategy. This was key in facilitating project kick off, and by providing the supplier with the green light to migrate the specific sites behind the DDoS Kona Site Defender, and monitoring tools (ThousandEyes). As part of the Akamai Web Application Firewall (WAF) integration with the bank, additional solutions deployed were BoT Manager Protection, and API Protection. Due to an increase of the maturity level of the LBG lab, most of the activities carried out by the supplier were brought in-house, leading to benefits realisation, saving the bank a significant amount. This gave the bank more control on project delivery with the PM playing a key role in supporting this transition. Organised and monitored the day to day performance of all work undertaken by the new lab, keeping stakeholders fully abreast of progress and issues as the project transitioned into BAU support. Worked with the PMO to ensure effective communication of risks, issues and successes to project sponsors, making use of Highlight Reports and RAID Logs for demonstrating progress to all stakeholders including presenting at the weekly Programme Board, while managing a team of 50+ within the programme. Ensured relevant change control procedures were adhered to for all changes to ensure business continuity for other projects such as Horizontal Scaling (F5 uplift), WAF capacity (OneConnect Profiles), PSD2 Open Banking regulatory project to allow TPP third party providers to screen scrape, eIDAS, Stronger Customer Authentication SCA, LogLogic to Splunk migration. Managed project finances such as the cost model, raising and seeking approval for all PO’s, and approving 3rd party supplier’s invoices on a monthly basis e.g. Computacenter for hardware, and BT for Networks. Infrastructure Delivery Project Manager (Commercial Banking), 08/17 – 12/17. Lloyds Banking Group. For entire project lifecycle, managed the work packages, quality reviews, timescales and budget of both internal and 3rd party suppliers, making risk assessments and escalating exceptions to agreed tolerance levels with the Portfolio Manager as soon as evident. Performed requirements analysis, budget planning and preparation in conjunction with Product Owners and Lab Leads. Using the Agile framework, delivered projects for multiple business units while managing numerous technical platform teams. Technologies involved in LAN/WAN, Data centre server and desktop environment builds included – various Wintel server and desktop versions, Unix/Linux, Oracle/Microsoft SQL DB servers, Citrix, mixed platforms, WebSphere, Web services, Clear case, DataPower, Foundation servers, Security Keys, Storage, LPAR’s, virtual, physical server/network, IT security, monitoring (Tivoli), HP OpenView, Tibco LogLogic, RUM Real User Monitoring and IBM Cloud (Sandbox). Delivered numerous changes on layered stacks for the Commercial Banking division which had HTTP, Presentation, WebSphere, WAS, IHS Web, Foundation servers and F5 firewalls to ensure GDPR. Regularly reviewed staged deliverables, and where required, prepared ‘Go to Green’ triage Agile plans. Ensured compliance with project and regulatory standards by applying industry specific methodologies. Managed full project teams, including ISM, worked closely with Banks IT governance, Compliance, IT change management, Bank QA, quality gate and Assurance Operational teams. Vendor management – IBM, BT, C&WW/Vodafone, Computacenter, Wipro, TCS etc. Worked in conjunction with software engineers, systems administrators, network engineers and hardware supplier teams within Computacenter (25+) to drive projects which involved allocating and controlling the utilisation of resources in an efficient manner with a view to transitioning into a DevOps environment. Senior Infrastructure Project Manager (Network Transformation), 10/14 – 07/17. T-Systems at BP. Managed the entire deployment of infrastructure for EMEA region - hardware (IBM, Dell, HP/Compaq and all Cisco products), with a mix of operating systems (UNIX, Linux, AIX, Windows etc), SAN, Trade floor technologies and did P2V migration to their MS Azure and AWS cloud based system. Resource management of BP on/offshore teams and 3rd parties (30+ global resources) to deliver within both BP and TSL Change Management standards. Infrastructure Project Manager (Digital Banking), 03/13 – 10/14. Lloyds Banking Group. Managed and delivered numerous projects across a range of ‘line of business’ functions for the acquisition and merging of TSB, Bank of Scotland, Lloyd’s and Halifax). Including TSB retail and commercial, Bank of Scotland retail and commercial, Lloyd’s retail and commercial and Halifax retail. Infrastructure Project Manager (Cisco SPN109 vulnerability), 09/12 – 03/13. BT at Lloyds Banking Group. Design Management – Set clear objectives for the design team including achieving productivity and budget targets and ensuring the design team is aware of, and complying with Basis of Design and applicable information and security policies. Project Delivery – Produced delivery plans, and implemented projects adhering to the strict LBG change process. Infrastructure Project Manager (Re-platforming of Legacy Systems), 03/12 – 09/12. Lloyds Banking Group. Liaised with onshore and offshore teams internally within LBG, and also external teams for all project requirements. This included managing of 3rd party supplier teams based in UK and India and ensuring they met all contractual obligations set out on the Managed Service Agreement i.e. agreed rate cards, liquidated damages and SLA's. Infrastructure Project Manager (Windows 7 Deployment), 10/11 – 03/12. Credit Suisse. Taking responsibility for and participating in all aspects of one or more Trade Floor projects, effectively estimating and monitoring project factors such as cost to be within an agreed scope £4 million, ensuring realistic plans are in place and tracked against by providing effective team leadership. Collaborate with internal business and deployment technical teams to identify and define tactical and strategic initiatives necessary to meet Credit Suisse’s ongoing needs for both expansion and cost reduction across the EMEA region. Write deployment plans for the EMEA regions and get them approved by all internal stakeholders, network plans apply to short term projects as well as long term strategies for future projects. Drastically reduced - order to deployment - timelines by streamlining the entire ordering process, reducing the order lead times from 4 weeks, to 10 working days. Network Transformation Infrastructure Project Manager 01/10 – 10/11. Barclays Global Retail Bank. Overcame challenges of working with UK’s 2 largest managed service suppliers (incumbent and incoming managed service supplier BT and C&WW), influencing their resourcing decisions to benefit Barclays and also in order to realise the anticipated benefits worth circa £56 million within a 5-year period. Remediation and standardisation of the entire branch network estate (patches, IOS, and rule sets), in order to comply with CIGLS requirements which would be followed up with an audit scheduled for Q4 2011. Additional requirement to optimise the branch network capacity in order to implement branch application prioritisation. Required raising of change notes after gathering and documenting additional requirements. Installation and decommissioning of supplier network equipment in all data centres and branches by adhering to Barclays’ stringent data centre policies and change management processes on SM7 which included attending bi-weekly CAB meetings. Established firewall access for all supplier toolsets in order to facilitate network management of the estate. Application and Infrastructure Project Manager, 07/08 – 01/10. Airbus UK - EADS. Gathered business requirements and captured the technical aspects in order to be in the best position to manage the project phases from Project Launching (M3) to project closure (M14) with key responsibilities including project team definition, budget and resource forecasting. Engaged with suppliers and developers in order to understand the global infrastructure requirements for all COTS and Legacy software applications. Delivered global infrastructure project objectives in terms of functional content, while maintaining the quality gates and milestones as per GPP methodology. Infrastructure Project Manager/Team Lead, 06/07 – 07/08. Rathbone Brothers Investment Managers. Managed delivery and measurement of team and individual objectives by tracking project work in detail. Vendor management, including performance including monthly service reviews with network services provider. Gained an in-depth knowledge of trade floors, real time market data distribution and private data feeds. Infrastructure Project Manager, 03/06 – 06/07. Merrill Lynch Investment Bank. Coordinated the gathering of business requirements and project analysis for business case input. Reduced entire project infrastructure delivery period in EMEA by opening communication channels and ensured there was proper documentation of all processes. Lead Technical Project Manager, 4/05 – 2/06. Optimum Security UK Ltd. Team Lead responsible for IT team and mid-size data centre running a Windows 2003 farm. Regional Technical Project Manager, 4/04 – 3/05. Oxfam GB. Network/Desktop support and project implementation for the entire region i.e.LAN/WAN, VOIP, video conferencing, VSAT, antivirus, VPN and Active Directory implementation. Senior Technical Support Engineer, 11/03 – 3/04. Rivotek Inc. Supported Windows 2003 servers running Veritas for back up and Citrix for remote access. Senior Technical Support Engineer, 3/00 – 10/03. McKesson Technology Services. Supported various applications including Tivoli, Lotus Notes, SAP, SAS, Siebel 2000, Oracle, Opnet, Citrix, BCS and Business Objects, BES, PALM and all antivirus applications. Network Support Analyst, 1/96 - 3/00. Randstad Information Technologies. Supported lotus notes users and modified user accounts with Domino Designer. Implemented the migration from a Novell/GroupWise to a Windows/Exchange environment while providing technical support to all users on a Windows 98/NT4.0 platform.