Brian Kenny

Develop and manage full project life-cycle, scope, budget, timeline, resources, deliverables, issues and escalations while continually setting client expectations and transition to support after go-live. Direct changes to project scope and cost and implement appropriate change management processes to keep projects on track. Apart from tactical project oversite and client relationship managers, I also act as a strategic advisor in order to help clients understand how to use Skience platform technologies to achieve their objectives. Scrum Master for two daily standups and facilitate all Agile ceremonies.

• Develop project plans and manage project scope using Agile methodologies to guide projects from conceptualization to implementation and maintenance.
• Oversee internal and external projects by reviewing activities, maximizing efficiency and increasing collaboration and communication transparency.
• Project workstream lead for Skience account opening product and Salesforce implementation with combined budget of $1.5 million dollars.
• Formulate integration system process flows, business process model and data mapping diagrams based on project specifications.

Directed changes to project scope and cost and implemented appropriate change management processes to keep project on track. Resolved issues and recommended actions based on production and compliance reports. Lead the initiation, planning, execution, and closeout phases of projects. Manage all aspects of projects following project management disciplines under the Waterfall Methodology. Interact with system and database administrators, developers, and business members. Draft weekly project status reports for client, project team and senior management.

• Manage a project book of work of $1.2 million dollars and tracked program/project budget.
• Serve as a liaison between clients and internal technical groups to deliver time sensitive projects and to specification. Interact directly with clients regarding scope, testing, and release activities.
• Directed changes to project scope and cost and implemented appropriate change management processes to keep project on track.

Managed all technology activities for Albridge's largest client. Tasks include, quarterly release planning, project roadmap planning and coordination of client customized initiatives. Communicated status on program activities during weekly project status meeting while following updated color RAG status guidelines. Coordinated and deliver necessary post deployment code patches.

• Program Manager of all input data related projects. Created and updated resource planning activities for onshore and offshore business analysis, development, and quality assurance. Provided weekly updates on hours scheduled, booked, and allocated for staff. Responsible for tracking overall health of the program and report delays.
• Completed three large scale conversions in which clients migrated from the Pershing Wealth Reporting platform to the Albridge Wealth Reporting platform. Projects included new enhancement and development to the Albridge/Pershing interface.

Accountable for the migration of 300 web and desktop applications from Windows XP to Windows 7, with regard to scope, time and quality. Collaborated and partnered with application owners, developers, vendors and testers, tracking the assessment and remediation of applications. Managed project execution by tracking project deliverables and approving change requests, escalating issues to the Wealth Management senior team, and ensuring that application development statements of work were adhered to. Responsible for updating application tracking tool with dates, notes and issues. Reported directly to the Executive Director of Wealth Management.

Outlined work plans, determined resources, created timelines and generated initial budgets as part of project scope determination. Oversaw large portfolio of projects to support teams, report progress and influence positive outcomes for key stakeholders within the BofA Equity Compensation Division. Developed project management roadmap to define project objectives, timelines and milestones.

Director of restricted and control stock transaction desk. Managed a team of ten analysts that handled Rule 144 transactions, restricted stock due diligence, control stock due diligence and 10b5-1 sales plans. Responsible for approving trades according to department's risk specifications and relaying feedback to senior management. Worked with internal compliance team, relationship managers and client service managers on client issues, sales calls and client reviews. Created development plans and yearly goals for each member of the team while facilitating weekly one-on-one meetings, team meetings and quarterly reviews. Project manager on a large-scale initiative to reduce the number of physical certificates held in the securities processing vault by70%.

Managed new business implementations for large scale stock options and restricted stock plans. Acted as the primary point of contact for the client and was responsible for all aspects of the project. Oversight included quality control of data conversion, plan setup, operational readiness, communication and business controls

· 2006 – Led four projects bringing in 92,000 participants with an estimated market value of $543.7 million. These four projects consisted 40% of our participant total for the year.

· 2005 – Led two of the group's largest implementations to date. The first was a Fortune 20 Company and was a cross-Fidelity project that brought in 55,000 new participants with an estimated market value of $5 billion. The overall project won HROA's 2006 Large Market Customer Relationship of the Year Award. The second project was a Fortune 100 company and brought in15,000 participants with an estimated market value of $553.2 million.

· 2004 – Led two projects bringing in estimated 4,201participants with an estimated market value of $733.8 million, including a Fortune 100 company.

Organized the transition of a New York based administration team to Northern California. Worked with brokers, operations and New York affiliates in order to complete the integration of clients onto a new database system and website. Administered employee stock option plans and stock purchase plans for over forty companies. Assisted management in reorganization post 9/11/2001 contingency site.