CV Summary1 Jan 2013

Nasir Khan BSc(Hons) MBA PMP FIC CMC GWCPM GWCPgM

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SummaryVice President for major US Investment Bank within Treasury Services. Global/Pan-Regional Complex 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 institutions (using virtual cross-functional matrix teams). Also developed project management methodology rolled out globally. Previously Management Consultant for tier 1 global consultancy within Financial Sector, leading complex programmes/projects and PMO in advisory, implementation and delivery capacity. Core skillsMBA (Finance specialisation) qualified from a top UK business school, Certified Project Management Professional of Project Management Institute (PMI), with Masters Certificates in Programme and Project Management. Both Fellow and Certified Management Consultant of the Institute of Consulting (IC). Working toward Chartered Manager status with the Chartered Institute of Management (by Royal Charter). First degree in Computer Science. 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 Business Change, Programme/Project Cost and Risk Management, Process Re-engineering, Strategy and also Marketing.

Introduction

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Vice President – Complex Implementation Project Manager

Vice President for major US Investment Bank within Treasury Services. 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 institutions (using virtual cross-functional teams dispersed globally or pan regionally).

Role comprised client programme/project delivery (85%) and business consulting (15%) – latter includes working with Sales to develop RFP/presentation; identify increased revenue opportunity during project scope creep; internal projects. Portfolio revenue exceeded USD 6 million. Delivered three major internal development/re-engineering projects to increase capability generating significant projected income of USD 1.5 million - partner bank alliance with ING resulted in industry award for JPMorgan.

Act as client single point of contact into JPMorgan, during the entire implementation process, from Sales through to handover to Customer Service. The structured project methodology employed (see appendix), developed by myself and a colleague, has been rolled out globally.

The selection which follows provide a brief insight into recent programme of change and corresponding challenges: Total SA, JPMorgan-ING Bank Alliance, Ford Motor Company.

Roles in prior organisations have also all been in the Financial Sector and client facing project management roles: KPMG Consulting, IBM and NatWest Bank.

Latest Role

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Global USD clearing business awarded across 60 Total entities in US, EMEA and Asia. Complex multi-tiered cash concentration liquidity structure. Migration from SWIFT messages to file based solution transmitted to JPMorgan across SWIFT.

Responsibility: Global Programme Manager and EMEA Project Manager (US and Asia Project Managers as direct reports). Challenges: Demanding and political environment - Total project manager (Accenture) ensuring only negative news being passed to Total. High risk cut-over migration of Phase 1 with very limited production testing. Response: Strong structured and disciplined approach with strong communication and testing plan. Milestones clearly documented and sign-off jointly obtained from both Total and Accenture. JPM completed testing one month ahead of Total for each phase. Outcome: Total extremely pleased with JPMorgan all delays a result of technical problems on the Total side (managed by Accenture) - requested myself to take direct responsibility for US as well as EMEA. As a direct result, now wish to award JPMorgan their GBP clearing business. Key Skills: Structured project methodology, communication skills, ability to work in hostile and political environment with both client and third-party vendors.

Programmes of Change

Total SA - Global USD Clearing & Liquidity

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Design and integration of implementation processes/procedures with ING, to provide alliance capability across Central & Eastern European. Only possible due to complete process re-engineering of underlying multibank product implementation process completed one year earlier.

Responsibility: Internal project manager / consultant to streamline implementation process and integrate interfaces between organisations. Challenges: Provide a black-box approach to implementation process with transparency to client. Response: Consulting skillset used to analyse, map and streamline both JPM / ING documentation and product implementation processes; deliver change. Outcome: Bankers award for JPMorgan for capability across Central and Eastern Europe. Model proven to be so robust, also rolled out as Nordic Partner Bank model for further 7 countries with a different partner bank. Enhanced capability and sales revenue. Key Skills: Business Process Re-engineering, Change Management; Analysis.

Programmes of Change

JPMorgan – ING Bank Alliance

6Programmes of Change

Ford Europe Ltd - Global EFT Programme

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 Challenges: State of the art solution (which no other bank offered) with Ford preferred bank declining to bid in RFP process. Over USD 1 million in IT development required and Nordic partner bank infrastructure still to be built. Highest profile project at the time re-assigned from existing project manager within three weeks of joining JPMorgan due to project falling behind schedule and issues log containing over 50 critical items. Response: Assessment and turnaround of troubled project; management of key stakeholders, prioritisation and root cause analysis of issues. Outcome: Project brought back on track and structured methodology used to manage project for remainder of delivery. Despite scope being three times larger and starting 1 year after US implementation, EMEA and Asia project delivered 18 months before delivery by US. Key Skills: Project Recovery and Turnaround; Stakeholder analysis; Project Management and Management Consulting skills;

Other Client Engagements include:AstrazenecaBIC GroupHypo Alpe-Adria-Bank InternationalHewlett PackardMorgan StanleyDeutsche BankCitibank

7Skills & Credentials

Sectors Retail Banking Wholesale Banking Investment Banking (Asset Management)

Core Skills Programme / Project Management Business Process Re-engineering Strategy / Change Management

Qualifications Chartered Manager (CM) - in progress Project Management Professional (PMP) Fellow of Institute of Consulting (FIC). Certified Management Consultant (CMC) MBA - Finance Specialisation; Dissertation in

Strategic Marketing BSc(Hons) - Computer Science

Certificates Masters Certificate in Programme & Project

Management (GWCPM, GWCPgM) ISO 9002 Auditor ISEB Certificate in Systems Analysis & Design

Interests Business Change/Transformation Project Cost Management Project Appraisal Project Risk Management Business Strategy & Marketing

RetailProgramme / Project Management

PMPGWCPM, GWCPgM

InvestmentStrategy / Change

MBA

WholesaleBPR

FIC CMC

CM

8Appendix: Project Methodology

• Deal won• Defining & scoping deal

with client • Updating the RTI • Product management

RTI sign-off• Customer RTI sign-off• Documenting deal on the

Pipeline report• Sales overview meeting

• Deal won• Defining & scoping deal

with client • Updating the RTI • Product management

RTI sign-off• Customer RTI sign-off• Documenting deal on the

Pipeline report• Sales overview meeting

• Baseline project plan (macro & micro)

• Defining project team roles & responsibilities e.g. Technical input

• Agreeing project control methodology e.g. Reporting procedure, testing strategy

• Distributing project plans to functional groups

• Undertaking internal communications

• Baseline project plan (macro & micro)

• Defining project team roles & responsibilities e.g. Technical input

• Agreeing project control methodology e.g. Reporting procedure, testing strategy

• Distributing project plans to functional groups

• Undertaking internal communications

• Distribute implementation package to client

• Co-ordinating and tracking deliverables across JPMorgan

• Update/change RTI (via change control)

• Conducting client progress report meetings

• Undertaking internal meetings

• Distribute implementation package to client

• Co-ordinating and tracking deliverables across JPMorgan

• Update/change RTI (via change control)

• Conducting client progress report meetings

• Undertaking internal meetings

• Carrying-out testing• Reporting results back to

client• Undertaking an internal

pre-live status checking meeting

• Requesting client sign-off of testing to move into production verification

• Undertaking production verification

• Requesting client sign-off• Implementation live

• Carrying-out testing• Reporting results back to

client• Undertaking an internal

pre-live status checking meeting

• Requesting client sign-off of testing to move into production verification

• Undertaking production verification

• Requesting client sign-off• Implementation live

• Updating pipeline report & RTI

• Producing the operational manual

• Distributing survey to client

• Handing-over to CSO• Evaluating the project

• Updating pipeline report & RTI

• Producing the operational manual

• Distributing survey to client

• Handing-over to CSO• Evaluating the project

• Proposed project plan• RTI - high level (internal

sign-off) • Updated pipeline report

• Proposed project plan• RTI - high level (internal

sign-off) • Updated pipeline report

• Project control methodology

• Baselined project plan• RTI - detail *• Project scope document

*• Project plan & scope

document * (client sign-off)

• Project control methodology

• Baselined project plan• RTI - detail *• Project scope document

*• Project plan & scope

document * (client sign-off)

• Documentation received and signed-off

• Meeting papers produced

• RTI updated• Deliverables completed

• Documentation received and signed-off

• Meeting papers produced

• RTI updated• Deliverables completed

• Completed testing

checklist• Sign-off from all parties

to go live

• Completed testing

checklist• Sign-off from all parties

to go live

• Delivered operational manual to client

• Completed client survey

• Delivered operational manual to client

• Completed client survey

Project Management and Control

Phases

Initiation

and Scoping

Initiation

and Scoping

Definition and

Planning

Definition and

PlanningTesting & Live ImplementationTesting & Live Implementation ClosureClosure

Pre

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t-Imp

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t atio

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cti

vit

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ctiv

ities

De

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sD

eliv

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ExecutionExecution

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Earned Value Analysis

Project cost management technique for tracking and control of progress by time and cost. Provides tracking indices for management reports and forecasting capability.

Appendix: Earned Value Analysis?

Planned (BCWS)

Earned (BCWP)

Actual (ACWP) SV = -50

CV = -100

$

Time

BAC = 1000

EAC = 1295

VAC = 295

Time Slippage

ETC = 845

CTC - Project Target Cost

Reserve

Today

Earned Value Graph

450

400

350