William O'neill

Summary A senior IT Manager and “Safe Pair of Hands” with 30 year’s “Hands-On” full-spectrum experience driving Transitions to Enterprise/Corporate-friendly Agile, Implementing Metrics-Driven PMOs, and Big Development/Delivery. A Strategic Thinker and Tactical Implementor with Hands-On expertise in all SDLC processes/phases, and primary expertise in the field of Metrics-Driven Enterprise-level Agile development/delivery. With a proven record in both PMO and the delivery (and often rescue) of large enterprise Mission Critical Products and Systems in the $10M - $100M class, and directly managing global teams and departments with sizes ranging from 10 to 250. Based in the Wilmington, North Carolina area, and looking for an opportunity to make a difference. Strengths and Experience Metrics-Driven PMO: Implemented and Managed multiple Metrics-Driven PMO organizations, the largest tracking (and graphically reporting) the status of development organizations with ~500 teams, up to 11,000 resources and $600MM budget. Have personally built multiple Metrics Data Marts and CUBEs with full graphical reporting capabilities - utilizing SSAS, SSRS, Oracle, and presenting via both SharePoint and COGNOS. SDLC & Agile Methods:Defined multiple Enterprise/Corporate-friendly Agile SDLC models used as the template for multiple Enterprise transitions to Agile; Actually wrote a two-volume book (internal to Citi) on the Theory (vol 1) and Practice (vol 2) of safely transitioning large, heavily regulated applications and (on-shore/off-shore) teams from Waterfall/RUP to Agile. Able to make Agile implementations balance the need for speed and agility in the Marketplace with the Quality, Auditability, Measurability, and Traceability needs of large Regulated Enterprise projects/programs. Product Development:Built a career based on bringing large complex products to market using industry standard end-to-end Software Development frameworks with full product life cycle experience Designing, Developing, and Delivering multi-million dollar Mission Critical Systems and Services to both commercial and corporate customers in the $10MM to $100MM class. IT-Turnarounds: Proven track record utilizing advanced Management and Engineering principles, methods, and best practices to fix “broken” IT Organizations; often parachuted-in at the CTO/CIO level, to rescue large-scale Initiatives and Projects (> $100M) where others have tried and failed. Product Management:30 year's experience using advanced Product Management techniques to manage Product Feature Sets, drive Cost/Benefit Analyses, and develop Product Roadmaps and strategies for Feature Development and Business Value Delivery. Working with Sales and Marketing teams to develop product Sales Strategy and Market Positioning. Hands-On QA Skills:Have many years with Hands-On in Quality Assurance - Managed multiple Global QA teams with up to 100 globally distributed resources; Implemented/integrated/transformed multiple QA testing frameworks to work seamlessly with Development; Implemented QTP and Selenium-based Automated Testing Frameworks and semi-intelligent BOTs. Hands-On BA Skills:Have many years with Hands-On in Business Analysis - Managed multiple global BA teams with > 50 globally distributed resources; Implemented multiple product-aligned Requirements Management frameworks; Transformed multiple companies from a Project/Program-Centric model to a Product Centric model that improved delivery success and decision making; Integrated Feature Catalogs into the more opaque BRD/FRD structures. Hands-On Dev Skills:Have many Hands-On years with Architecture, Development and Programming - with expertise in C, C++, Swift, SQL, Real-Time, DSP, Communications Protocols (have written multiple Real-Time DSP apps in the last two years for the Apple iOS and Mac platforms). Product Maintenance: Regularly integrating the ITIL Service Management framework and Dev-Ops into the Product Development Life Cycle to build and manage Global Operational Support capabilities and build Maintainability into the products and services being developed; Driving operational excellence and efficiency – measured against SLAs – that tie Operational Costs and Performance directly to delivered Business Value. Business Sector Experience Financial Services:Capital Markets: Trading System Implementation for Bonds; Debt Rating Models for Corporates, Governments, and Structured Finance; Commercial Lending: SME, MME, Private Client, Large Corporate, and Financial Institutions; Corporate Credit Risk/Ratings; Basel II; Other: SOX; Mutual Funds & Annuities; Foreign Exchange; Swaps; Repos; Public Sector:Emergency Services Command and Control (Fire, Police, Ambulance); Enterprise Timekeeping, Payroll, and Workforce Management; Enterprise Resource Planning (ERP); Business Process Management (BPM); Enterprise Identity/Access Management; Enterprise Perimeter Access Control. Bill O’Neill Design, LLC CEO & Founder10/19 to Date When the CTO of Citi retired, his group was dissolved. I used my severance package to re-locate from NYC to North Carolina and set up a small Software Startup specializing in the development of Real-Time, DSP-based applications for the Apple Mac iOS platforms. So far, I have performed all responsibilities - corporate and technical - for my company, and over the last 18 months, have developed four applications for the company: BrainwaveZ - a Universal Application, built using a combination of Swift,/SwiftUI and is the most powerful Brainwave Entrainment application on the App-Store (for either Mac , iPad, or iPhone). Coherence Tuner - an iOS Application, built using Swift and UIKit, that is the most effective polyphonic real time instrument tuner available, and able to accurately tune all strings of an instrument at once. Key? - an iOS Application, built using Swift and UIKit, that is the first iOS application that uses simple Neural-Network-based AI and can, in Real Time, tell you the key of a song or piece of music without needing any remote processing. Flipper Flap (pending release) - an iOS Application, built using Swift and SceneKit, that is the first iOS application of its kind and uses a musical instrument to control an innovative pinball-style game. This is the first of a new product line aimed at making instrument practice fun! Citigroup IT Director04/11 to 06/19 Originally hired as a leading member of a core team responsible for a $50MM initiative to rescue, develop, and deliver Citi's next generation Credit Risk and Loan Management platform - an end-to-end ERP package that integrates the latest best of breed Credit Risk and Loan management tools with a safe, reliable, and fully configurable, workflow and approval management front end to give complete 360 degree control of, and transparency into, the potential and current credit risk at the obligor, portfolio, regional and business sector level. Personal responsibilities on the team included Global Product Engineering and Management with responsibilities that included: Responsible for managing and maintaining global Product Integrity (at the Requirements, Technical Solution, and Code level), as it supported the needs of global stakeholders across the full spread of Citi's Regions and Business Sectors. Responsible for introducing and managing the governance mechanisms (controlling Requirements, Change, and Configuration Management) that allowed a common product core to be engineered such that it had the flexibility to accommodate various local Regulatory, Accounting, and Economic models across the globe, while still supporting the hands-on needs of users responsible for dealing with the full life cycle of Credit/Loan requests - from Front Office, through Risk Management, to Regulatory and Executive reporting. After turning around a failed product roll-out and delivery initiative, spent two years as product owner for Citi's first generation global Credit Risk and Loan Management platform: Restored confidence and re-built the relationship with the global Business and Risk heads who had lost confidence in both the product and the ability of the IT team to support it. Implemented controls and processes to manage 60 developers on parallel threads to both deliver new countries while supporting existing ones. Oversaw the completion of the roll-out to another 5 countries, ensuring satisfactory user experiences for new country businesses while making sure existing users were not adversely impacted by the ongoing development. Responsible for instituting and managing practices to control and manage the impact of evolving business and regulatory needs across the globe; ensuring stakeholder expectations are met, and driving the creation and maintenance of a global product roadmap to support effective planning through a multi-year cycle. Responsible for maintaining a global Production Support capacity to maintain the portfolio of the existing infrastructure of Credit Risk and Loan management tools and systems in preparation for their eventual retirement and replacement by the new system as it is rolled-out globally. Responsible for integrating Operational and Support control gates into the regular SDLC cycle to ensure the interoperability and maintainability of current and new systems. When the program had stabilized and switched to Maintenance Mode, I transitioned to the CTO’s PMO team, and successfully led two initiatives: Define, Roll-Out, and Implement, from scratch, a global Metrics Capture and reporting framework for a $600M IT organization involving over 300 teams and comprising 11,000 globally distributed resources. This required engagement with all the major development teams to re-engineer their process and practices, standardize tool usage, implement a data capture, integration, and cleansing framework, and develop a Data Mart and associated Dashboard that presented hierarchical set of metrics suitable for the CTO, Senior Management, Middle Management, and Program/Project Managers. I personally built the Data Mart and Dashboard. Implement from scratch and Roll-Out a global Automated Testing framework, based on HP Quality Center, Jira, Selenium and QTP, supporting all live SDLC models, and feeding the central Metrics Dashboard. We successfully pioneered the use of a semi-intelligent BOT that supported Scriptless testing based on heuristics and Business Rules. Standard and Poor’s IT Director11/06 to 04/11 Responsible to the Risk Solutions CTO as Head of Development for the Credit Risk Evaluator Risk Management Platform. Credit Risk Evaluator is a $10M (Basel II compatible) Credit Risk Management product. The product is an ERP tool to Automate, Govern and Manage the end-to-end processes, workflow, and mechanisms by which a Financial Institutions determine Credit Risk Ratings for Corporate, Financial, and Project-Finance based obligors; Probability of Default; Portfolio Management; Exposure at Default (EAD); Economic Value calculation; and Loss Given Default (LGD) Successfully turned-around and rescued a failing project to deliver the product to market (the product had been under development for the preceding four years with no delivery date in sight) – implementing an advanced Agile development engine to eventually deliver the previously “undeliverable” product to market. Worked with the Division CTO to transform the development organization into a Product Engineering group, aligning it with the business, and instituting an end-to-end framework of controls, measures, processes and best practices to ensure successful development, delivery, support and maintenance of the Risk Solutions suite of products to S&P Customers and partners. Worked directly with the Business COO, transformed the Business-IT relationship from “Them and Us” to one of integration and trust, transforming and re-aligning the Risk Solutions IT group at the Enterprise Level from a “shared services” model with no business accountability to being Business Aligned and focused on Delivery of Business Value Worked with the Management Team to build a reference Governance & Business Process Model for the relevant components of the Risk Management Business. This model represented the basic set of processes, mechanisms and workflows that defined the environment in which the tool would be used, and served as a reference against which: Requirements, Use Cases, and Features could be derived; System Architecture and Implementation could be evaluated; Business Alignment and Functional Coverage could be determined; Work Prioritization and System Verification and Validation could be performed. Worked with the Management Team as Business Architect, to define a Roadmap of market leading Product Features, and then transform that feature set through the application of Product Engineering and Product Line Management best practices into an enterprise class Application Architecture able to support the needs of multiple customer bases distributed globally. TIAA-CREF Independent IT Management Consultant (working through Avesta Computer Services)11/05 to 11/06 As a consultant working in the e-Business Governance group implemented a WebCenter “User Experience” Performance and Availability Measurement Framework to be used as a core component of the TIAA-CREF ongoing strategy to transform their WebCenter into a World Class system. Tasks and responsibilities included: Working with Mercury Interactive (the external Service vendor) to coordinate and manage the implementation and delivery of the Mercury Business Availability Center (BAC) Monitoring Service; Working with Line of Business owners to define Performance, Availability and Reliability baselines; Identification of trends and metrics relevant to the WebCenter Transformation strategy, and the definition/implementation of an Executive-level Reporting Strategy covering WebCenter Availability and the impact of Outages to the Business; Integration of Mercury Business Availability Center with existing Enterprise Incident and Problem Management mechanisms; Implementation of a Data Warehouse to act as a repository for the WebCenter metrics generated by the Mercury BAC; Implementation of a Business Intelligence Reporting Engine to provide Executive Decision support for the WebCenter transformation strategy Spherion Senior Member of the Spherion Professional Consulting Services Team01/97 to 02/05 An employee for eight years, provided Management Consulting Services to Spherion’s clients in areas including: IT Turnarounds; Enterprise IT Management; Enterprise Program and Project Management; IT Strategy & Governance; Enterprise Architecture Strategy & Planning; Business Intelligence; Enterprise Identity/Access Management; Information Security Management; Regulatory Compliance; Business-IT Risk Management; Enterprise Business Modeling; Business Process Re-Engineering. As an employee of Spherion, for 8 years, my primary Consulting engagements include: Merrill Lynch, CanadaEngagement: 18 months Provided consulting services on behalf of Spherion to Merrill Lynch Canada, leading a Turnaround effort to transform their national Trading Infrastructure (primarily Bonds and Foreign Exchange, with some Swaps and Repos). Answering to the CFO, was fully responsible for departmental P&L as acting regional CTO, successfully coordinated a $100M turnaround project to transform an entire legacy and outdated national Trading infrastructure. This involved a new re-engineered end-to-end technology infrastructure using Sun, C++, J2EE, Forte, Web, Sybase, MQ Messaging, including the integration, and deployment of Front-End trading systems, Market Data feeds, Back-Office processing, a Data Warehouse transaction analysis repository, and a Telecoms Infrastructure that spanned multiple offices and trading centers throughout Canada. Studied the Canadian Securities Course and Global Bond market to fully understand the business being supported Re-built from scratch a Development and Support Organization, (adding both internal and vendor project teams), including the creation and coordination of a PMO to manage the program resources, logistics and operational/project process frameworks. Liaised with Merrill Lynch Business Stakeholders (both local and international) and external Trading Partners & Regulatory Bodies, to identify a new IT Vision and Strategy compatible with Business and Technological Requirements. Personally led the Program Management, Enterprise Architecture, Infrastructure, and Business Analyst efforts. Managed the activities of multiple development, testing, support and operations teams comprising more than 120 people. Successfully delivered the system - on time and within budget. Merrill Lynch, Global Distributed Infrastructure ComplianceEngagement: 6 months Provided consulting services on behalf of Spherion to Merrill Lynch in the Coordination and Management of the task of ensuring that all Merrill Lynch Distributed Infrastructure, worldwide, was compliant with Merrill Lynch Global standards and policies for Y2K: Created a Global Risk Management Strategy and SEC-compliant Y2K compliance policy, including Strategy and plans for Y2K Disaster Recovery and Business Continuity. Created Global Process/Control Frameworks for SDLC, Complexity Management, Risk Management, Auditing, Reporting, and Business Intelligence (including the creation of a Y2K Reporting/Analysis Data Warehouse). Created and coordinated the Y2K PMO to Manage the provisioning of logistics, deployment and training of a floating resource team (170 technical personnel in the US, 250 world-wide) needed to support the worldwide Y2K program. Lehman Brothers, Foreign Exchange DeskEngagement: 1 year Provided consulting services on behalf of Spherion to the Lehman Brothers Foreign Exchange Desk in the areas of: SDLC Methodology, Business/Systems Analysis, Enterprise Architecture, Business Intelligence and Data Warehousing. NY City Government, CityTimeEngagement: 4 Years CityTime is a $120M citywide Timekeeping, Business Process Automation, and ERP system, automating the City's Workforce Management for 300,000 employees and 87 City Agencies. The system implemented a WEB Portal, a J2EE/Oracle back-end, a Data Warehouse, and Citywide LDAP Identity and Access Management using Biometrics and integrated Perimeter Access Control. The project had been running for five years, with no visible progress and four replacement Prime Contractors: The Spherion three-person Management Consulting team was brought in to lead the turnaround and provide advice, support, and guidance to a newly formed City PMO in the areas of: IT Governance Best Practices; IT-Business Alignment; Enterprise System/Service Management; Enterprise Program Management; IT-Business Risk Management; Project Management Methodologies; SDLC Methodologies; Software Quality Management; Vendor and Contract Management; Financial and P&L Management; Enterprise Architecture Strategy and Planning; Enterprise Information Security Management; Disaster Recovery and Business Continuity Planning; Enterprise Identity, and Access Management. As Trusted Advisor and Advocate for the City PMO, forged new consensus with the Prime Contractor regarding the execution of: Program Measures and Controls; Project Scope Control; Requirements Capture and Analysis; Configuration & Change Management; SDLC Methodology; Quality Management; Enterprise Biometrics Strategy; Business Intelligence. Coordinated an exercise to implement a City-wide Business & Governance Model, identifying the City’s core Business Processes and focusing on the Policy Management Decision Rights surrounding the City's integrated Timekeeping and Payroll businesses for the 87 City Agencies involved in the project; The model was used as a reference for managing scope/requirements, and determining the optimal levels of consolidation/de-centralization of decision rights across the City’s agencies. As Design Authority on behalf of the City PMO, drove the creation of an end-to-end Enterprise Architecture Strategy, including: Security Architecture; EDI Strategy; Information Management Strategy; Identity Management Strategy; Enterprise Biometrics Strategy; Disaster Recovery Strategy/Infrastructure; Data Warehousing and Business Intelligence Strategy. Changes resulted in ongoing improvements that eventually led to the successful production deployment. Employer: Syseca UK, Ltd. Senior Architect/Software/Systems Engineer12/93 to 12/96 An employee for three years with full project lifecycle experience on multiple projects to implement (>$50M) Mission-critical Command and Control (C&C) systems supporting Civilian Government Integrated Emergency Services (Fire/Police/Ambulance): Performed at a senior level as an Implementation Manager, Enterprise Architect, Product Engineer, and Software Engineer. Coordinated the Implementation, Deployment, and Operational Support of a consolidated C&C system supporting multiple Fire Brigades and Emergency Services Control Centers across the North of England. Designed and implemented the communications tier of the infrastructure supporting Police/Fire Brigade C&C Systems. Architected and Implemented a technology and paradigm shift for the Human Computer Interface from UNIX Text-based CLI to a distributed self-healing GUI based on MS Windows and COM components – pre ActiveX/Web Services. Employer: Barcrest UK, Ltd. Software Engineer12/90 to 12/93 An employee for three years, performed as a Software/Product Engineer on multiple projects: Designed, implemented, deployed and supported a nationwide network of multi-tasking/multi-threaded, real-time, PC-based Video kiosks (and support infrastructure), written in C and C++. Education Manchester University09/87 to 06/90 BSc. in Physics and Electronic Engineering – Honors Graduate.