Published on: Mar 3, 2016
Transcripts - Nasir MBACV9
Nasir Khan BSc(Hons) MBA PMP FIC CMC GWCPM GWCPgM
Address: 6 Admiralty Way, Teddington, Greater London, TW11 0NL
Phone: 07855 348735 (Mobile) Nationality: British
Email: firstname.lastname@example.org LinkedIn: www.linkedin.com/in/nkhan08
Programme/Senior Project Manager, Business Change Consultant
• Solid blue chip background with tier 1 employers, strong academics including MBA, and global professional industry
qualifications in project management and management consulting.
• Vice President for JPMorgan within Treasury Services - management of complex global programmes of change with key senior
stakeholders and resources across a functional matrix. Prior experience and knowledge of Capital Markets products (including
derivatives and fixed income), plus Retail and Corporate Banking - able to work across multiple asset classes and banking
lines of business.
• Executive Management Consultant for KPMG Consulting within Financial Sector - client-facing engagement experience leading
complex programmes/projects and PMO in advisory, implementation and delivery capacity. Also developed/delivered project
management methodology and training at JPMorgan, KPMG and IBM.
• Certified Project Management Professional (PMP) of Project Management Institute (PMI). Advanced and Masters Certificate in
Project Management, also Masters Certificate in Programme Management (George Washington University).
• Fellow and Certified Management Consultant (CMC) of the Institute of Consulting – first certified consultant since KPMG
became certified practice. Working towards Chartered Manager status with the Chartered Institute of Management.
• MBA qualified from a top UK business school with finance specialisation, dissertation in strategy and marketing. Computer
Science degree with experience plus certification in systems analysis and design.
• Core skills include Programme/project portfolio management, business process-re-engineering, business change (business
case, strategic roadmaps and target operating model from AS-IS to TO-BE for people, process and technology). Particular
interests include Project Cost and Risk Management, Business Strategy and also Marketing.
Sabbatical – 2008 to Present
Career break primarily to travel, personal projects and raise a family, plus unplanned paternal parental health care issues.
Professional qualifications maintained through professional training and development.
• Travel: Extensive travel across SE Asia, Australia and New Zealand.
• Property Development: major property renovation, development and management of three rental properties.
• Care Role: Full time parent with first child. However, unplanned extension due to concurrent paternal health issues.
• Professional Development: re-certifications with professional bodies in project management and consulting - four
examinable courses taken leading to Masters Certificate in Programme Management (GWCPgM).
JPMORGAN CHASE BANK, TREASURY SERVICES (Mar 01–Jan 08)
Vice President: Programme/Portfolio Manager - Complex Implementation
Global/Pan-Regional Programme/Project Portfolio Manager of multiple complex treasury cash management implementations
(including liquidity structures and multicurrency payment factories) and electronic banking solutions to corporate or financial
Client delivery of large complex global business-led programmes with strong key stakeholder management across regions/lines of
business and managing virtual cross-functional matrix teams (including client and sometimes external vendors). Workstreams
included Sales, Product, Operations and Customer Service in EMEA, with main IT development in US. Client portfolio revenue
exceeded USD 6 million per annum (each project ranging between USD 0.25–4.5 million), with internal projects capability also
generating significant projected income of USD 1.5 million. Budgets owned by various lines of business, each providing virtual
Client delivery (85%) and internal business consulting (15%) – Delivered three major internal development/re-engineering
projects to increase capability - partner bank alliance project with ING resulted in industry award for JPMorgan. Developed
project management methodology rolled out in EMEA initially, but subsequently adopted globally.
Selection of key major client projects include (stating individual role):
TOTAL SA: USD Liquidity & SWIFTNet Migration Programme (2006-2008)
Global USD clearing business awarded across 60 Total entities in US, EMEA and Asia. Complex multi-tiered cash
concentration liquidity structure. Migration from client SWIFT message based solution to (lower cost) file-based solution
transmitted across SWIFT and processed through JPMorgan mass payment system (cross-border urgent with cross-currency
capability and Asia domestic non-urgent payments). Working with third-party vendor (Accenture). Responsibility: Global
Programme Manager and EMEA Project Manager (US and Asia Project Managers direct reports).
AstraZeneca Plc: European Business Services Programme (2006-2008)
Mass payment file-based solution established for European Shared Service Centre facility spanning 16 countries and over 30
AZ subsidiaries. Payment types included cross-border urgent and domestic non-urgent payments (including payroll) and
sweeping, as well as electronic generation of direct debit collections and paper-based (cheque) payments. Reporting
requirements included SWIFT. Programme Manager for portfolio of AZ projects to provide integration with SAP delivery of
local payment platform, liquidity structures for cash concentration. Denmark project delivered in record time and directly
resulted in being awarded mandate for Norway. Responsibility: EMEA Programme Manager.
BIC Group SA: European Payment & Receivables Factory (2006-2008)
Europe-wide cash concentration structure to central Treasury. File-based electronic banking solution for cross border urgent
and domestic non-urgent payments from JPM branch locations and multibanks. Responsibility: EMEA Project Manager.
Hypo Alpe-Adria-Bank International AG: SWIFT & Frame Relay (2005-2007)
SWIFT message payment and reporting for 10 HAAB entities with 42 accounts located in London, New York and Frankfurt;
SWIFT to cheque capability; internet-based billing and customer queries. New communication link to produce saving in
message costs. Responsibility: EMEA Project Manager.
Page 1 of 4
DEK International GmbH: Global Overlay Structure (2004-2007)
Global cash concentration structure involving domestic and cross-border multi-entity sweeping in three currencies. Cross-
border urgent payment/reporting and multibanking via internet-based product; mass payments in 10 countries across North
America, Europe and Asia. Success of rollout resulted in further Phase 2 mandate for non-urgent payments for Malaysia and
Taiwan. Responsibility: EMEA & Asia Project Manager.
Arch Chemicals Inc: UK Paysource (2004)
Implementation of non-urgent mass payment system to deliver UK BACS vendor payments and drafts; urgent SWIFT
payments using internet-based product. Sweeping between disbursement and collection account for each currency.
Migration and re-testing of secure file transfer connection from UK to US located parent. Completed in record timeline to
meet client deadlines and constraints. Responsibility: EMEA Project Manager.
JPMorgan-ING Bank Alliance: Central & Eastern Europe (CEE) (2003-2005)
Design and integration of implementation processes, interfaces and procedures with ING, to support joint alliance capability
across Central & Eastern European for urgent payment and cash sweeping functionality. Model used as Nordic Partner Bank
model for further 7 countries and two other existing countries. Only possible due to earlier phase with complete re-
engineering of multibank implementation process in 2002. Responsibility: EMEA Project Manager/Consultant.
Hewlett Packard/Compaq: Hub Banking Multibank (2002-2006)
Implementation of an electronic banking platform to provide multibank payments and reporting of over 1000 currency
accounts belonging to HP Compaq entities globally at third party banks, using a primary mass payment system plus a
modular PC-based cash management system for contingency purposes. Aim to provide oversight to enable consolidation.
Responsibility: EMEA Project Manager.
Ford Europe Ltd: Global Electronic Funds Transfer Programme (2001-2002)
Global implementation enabling payments to suppliers in any domestic currency globally across 34 countries, on behalf of any
of 21 different Ford entities using urgent and mass payments. The solution involved building systems to route transactions
from a mixed payment file to low and high value clearing systems through the lowest cost routing in each respective country.
Responsibility: EMEA & Asia Project Manager.
KPMG CONSULTING, FINANCIAL SERVICES (Jun 97-Apr 00)
Executive Management Consultant
Programme/Project management leading complex programmes/projects and PMO in advisory (reviews of processes and
tools/templates), implementation and delivery capacity; business process re-engineering, business analysis and information
technology (including e-Commerce certification). Client focussed with some business development.
LloydsTSB: Cards Business Transformation Programme (2000)
Definition of issue, risk, change and configuration management procedures for programme. Set-up of proprietary software
tools to implement these control procedures and electronic repository within the Programme Management Office (PMO).
Morgan Stanley Dean Witter: Y2K European Regional Command, Control & Communications (C3) Centre (1999)
Responsible for communication and reporting across product, business and region. Monitored, tracked and reported
issues/status to Global C3; contributed to design of core control processes, structures and templates. Key co-ordination role
during major incident and subsequent crisis management, which successfully stress-tested command structure processes.
ING Barings: Global Programme Management Review (1999)
Produced presentations for proposal and client initiation workshops for delivery by senior partner. Conducted subsequent
global review, analysis and design of programme documentation (feasibility, initiation, definition, post implementation review,
progress reporting), plus governance and control processes.
1. Global Equity Derivatives EMU Project (1998)
Overall testing methodology and conversion weekend requirements via facilitated workshops. Produced project master plan
and executive summary.
2. OTC Derivative Operations EMU Programme (1998)
Business requirement specifications, project plans and provided programme management across 12 global business projects
reporting to European Director. Defined overall testing methodology and conversion weekend requirements, facilitated
workshops and delivered training presentations.
3. Commercial Banking EMU IT Programme (1997)
Project management, definition workshop facilitation and business analysis. Managed exceptions (issues, risks and changes);
tracked progress against milestones; facilitated and documented business requirement workshops; provided increased EMU
awareness; writing of technical documents.
1. Corporate Bank EMU Programme (1998)
Formulated and developed flexible firm-wide plans for the conversion weekend across 12 business areas; facilitated
identification of business critical tasks; provided consolidated high-level master plan and run-book; provided support for
progress monitoring and reporting; contributed to the development of contingency plans; document retrieval database.
2. Global Derivatives EMU Programme (1998)
Definition of initiation and requirements documentation of 10 global projects.
KPMG (Internal): EMU Programme (1997-98)
Produced paper on the impact of EMU across all financial sectors. Also managed a team to produce monthly newsletter
highlighting key developments, distributed to clients directly and via the internet.
Page 2 of 4
IBM UK LTD, GLOBAL SERVICES (Jan 96-May 97)
IT Specialist - Programme & Project Management
Project Office. Programme Management Methodology.
Albany Life: Project Office (1997)
Provided all project planning, tracking, exception and management reporting in a project office role.
IBM Banking & Financial Services: EMU Programme Management Methodology (1996-97)
Defined deliverables and definition documentation for Economic Monetary Union (EMU). Conducted research into project
methodology and comparison with Year 2000.
NATWEST BANK, RETAIL MARKETING, SMALL BUSINESS SERVICES (Jul 94-Oct 94)
MBA Consultant: Project - Strategy and Marketing
Conducted strategic marketing project, which involved reviewing and formulating the marketing mix for commercial lending
products. Produced 20,000-word project dissertation report, executive summary, and presentation to senior management and
Head of Marketing.
NATWEST BANK, IT SYSTEMS DELIVERY, BRANCH BANKING (Mar 92-Sep 93)
Systems Analyst - Information Technology
Specification, design, system testing and implementation phases of systems life cycle.
Developed and designed branch banking IT systems changes on IBM mainframe platform using formal structured systems
development methods and project management. Key development was project to handle electronic payment of unpaid credits.
Skills required included analysis and design of logical processes, problem solving, communication (technical and non-technical),
project planning and scheduling. British Computer Society qualification in Systems Analysis & Design.
GWCPgM • Masters Certificate in Programme Management [George Washington University, 2010]
GWCPM • Masters Certificate in Project Management [George Washington University, 2003]
FIC CMC • Fellow & Certified Management Consultant [Institute of Consulting (IC), 2006, 2000]
PMP • Certified Project Management Professional [Project Management Institute (PMI), 1999]
• Masters Certificate in Programme Management [George Washington University, 2010]
Taking Charge of Organisational Change
Leading Project Managers
Critical Thinking & Problem Solving
• Advanced Masters Certificate in Project Management [George Washington University, 2005]
Managing Global Projects
Establishing the Project Management Office
Managing Complex Projects
Aligning Project Management with Corporate Strategy
Rapid Assessment & Recovery of Struggling Projects
• Masters Certificate in Project Management [George Washington University, 2003]
Project Leadership Management & Communications
Scheduling & Cost Control
• Project Management Body of Knowledge (PMBOK) [PMI]
• Project Risk Analysis and Management (PRAM) [APM]
• Programme/Project Management Methodology (PMM) [KPMG]
• Managing the Implementation of the Total Project (MITP) [IBM]
• PRINCE [NatWest]
• Microsoft Project
Business Process • Business Performance Improvement (BPI) [KPMG]
Treasury • International Cash & Treasury Management [EuroFinance]
E-Commerce • Internet 101 E-Commerce Certification [KPMG, Cisco, DigitalThink]
Systems Analysis • NCC Certificate in Systems Analysis & Design [ISEB]
Page 3 of 4
1993-1994 IMPERIAL COLLEGE BUSINESS SCHOOL, UNIVERSITY OF LONDON
MBA (Master of Business Administration), DIC (Diploma of Imperial College)
Core (10 courses), Specialisation (8 courses), Options (3 courses) and Finance Specialisation
Project Dissertation: ‘Marketing of Commercial Lending Products to the Small Business Sector’
1987-1991 ROYAL HOLLOWAY COLLEGE, UNIVERSITY OF LONDON
BSc(Hons) Computer Science (2ii)
Modular courses taken in Computer Science, Mathematics and Business
Projects in Software Engineering and Financial Management
1978-1984 NORTHOLT HIGH SCHOOL, NORTHOLT, MIDDX
A Level: Mathematics (A), Physics (B), Chemistry (B)
A/O Level: Pure Mathematics & Theoretical Mechanics (A) (One year early)
O Level: 8 O Levels (Mathematics and English taken early)
Certificates of Academic Merit and History Prize
Quality Internal ISO9002 Auditor [JPMorgan]
HandS Health & Safety Advisor Certificate [KPMG]
First Aid First Aid at Work Certificate [British Red Cross]
Personal recommendation and client feedback available.
Page 4 of 4