dennis mcdonald 07_2015 profile

DENNIS P. McDONALD42107 N. Caledonia Way (602) 692-1531 CellPhoenix, Arizona 85086 [email protected] (623) 551-0915 Residence

SUMMARY OF QUALIFICATIONS Over 20 years of diverse IT experience Large Scale/Complex Strategy Development Over 20 years of leadership experience Large Scale Business and IT Analysis 8 years senior Business leadership experience Enterprise Project & Portfolio Management Span of control in excess of 300 team

members Large Scale Organizational Design & Change

Over 15 years Financial Services experience Data Center Management Financial span of $50M Direct/$200M Indirect Application Development/Testing Global Leadership experience Due-Diligence, Acquisition & Mergers Supply Chain Management/Vendor

Negotiations Start-Up Operations & Offshoring

Excellent Relationship/Presentation skills Significant Re-Engineering experience

EMPLOYMENT OVERVIEW

Wells Fargo, Phoenix, AZ August, 2004 – PresentSr. Vice President, Head of Global Strategy for TOG 2013 – Present

Strategic leader with an enterprise vision and member of the TOG ETS Sr. Management Team. Instrumental in creating awareness and transforming the way TOG thinks about the International & Enterprise Global Services (EGS) environment and associated capabilities. Created a holistic framework to understand and align technology needs in the aggregate Global space. Co-Executive sponsor of Project Alpha and instrumental in creating the horizontal framework to cut across all 29 SGO domains ensuring a go forward enterprise vision.

Delivered the TOG Global Strategy, gained approval and socialized with key LOB’s, Partners and TOG leaders. Defined priorities to be worked within the established global strategy program and associated organizational components. Partnered with all TOG component groups (7) and created high-level strategy documents assessing current and future state, gaps, and key initiatives. Reached across TOG and Wholesale boundaries to create a Global Technology Framework

Delivered the TOG Global Delivery (offshoring) Strategy – Created a strategy, baseline metrics and analytics framework to transform the TOG approach to offshoring. Created a cross functional advisory group and gained TOG Executive approval in July 2014 as per plan. This strategy is based on a transformational vision with an incremental approach recommended for evolving it. Chair the monthly TOG Global Delivery executive meetings with Kevin Rhein and TOG Sr. Team Instrumental in delivering a 15.5% increase in offshoring against a TOG MBO target of 10%. This reflected a 2.2%

reduction in the TOG overall Blended Rate in 2014 Established strategic enterprise relationships with all components of TOG, Wholesale, WFS, ED&A, Int’l Group, EGS, Corp

Risk and numerous LOB’s with a proven record for sharing best practices Represent ETS for TOG Global Strategy with the OCC/FRB Created the TOG Global Strategy (TGS) team recruiting diverse leadership & talent

Sr. Vice President, PCM, Business & Systems Integration 2010 – 2012

Member of the PCM (Personal Credit Mgmt) Sr. Management Team. Seasoned leader of a team of strategic professionals focused on enhancing WFC’s competitive position. Successfully transformed a traditional project management function into a strategic enabler for the business. This culminated a year-long effort to change the structure, leadership focus, decisioning tools and culture necessary for strategically and financially prioritizing and managing a large project and systems pipeline.

Responsibilities consisting of PCM Strategic Roadmap, Investment Decisioning, Systems Strategy & Re-Engineering, Project Management, Business Analysts, Project Portfolio Management and Shared Services for the PCM Business

Successful transformation, restructuring and re-organization of PCM’s PMO and creation of the Business & Systems Integration (BSI) team. Later integrating the Formscape team into the PCM/BSI organization and creating a shared services model

Led the successful implementation of the Investment Decisioining Process (IDP) and Project Portfolio Mgmt (PPM) tools allowing PCM to effectively prioritize projects and manage human and financial capital

Successfully combined process, operational excellence, standard processes and tools to deliver ontime/onbudget and compliant execution of all PCM projects and the ongoing pipeline (~80 Projects) in an efficient, effective and governed model

Successfully directed complex cross functional efforts such as Wachovia Integration, Shaw ULOC to FDR, Floor Rate Removal (strategy, requirements, project planning, development and reporting)

Led the creation of a comprehensive Capabilities Inventory, Systems Inventory and Strategic Roadmap for PCM Established key strategic relationships (Collections, Card, Dealer Services, HE, EFS, TOG, FDR, etc.) with a proven record for

managing high performing teams and sharing best practices with CFS/CCS/CLG partners Partnered with TOG to reduce ongoing INIE costs ($2MM) and decommission 10 ancillary systems in the first year

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Implemented Structure/Governance across Shared Services and LOB’s with a proven track record for Audit and Compliance Led the creation of strategic white papers regarding capability and system consolidation opportunities

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EMPLOYMENT OVERVIEW (Continued)

Sr. Vice President, CCG/HE, Strategic Project & Systems Planning 2004 – 2010

Strategic leader with responsibility for all Consumer Credit Group/Home Equity technology investment decisioning, project portfolio management (including PMO resource management, tools/infrastructure), strategic projects and the technology strategy related to CCG/Home Equity. Direct accountability for $20MM-$50MM annual project spend and instrumental in managing the overall $100MM - $160MM annual CCG/HE technology budget. Led the creation of foundational capabilities such as project classifications, system inventories, business case dev, capability strategies and the technology roadmap. Add’l responsibilities included directing strategic projects, technology planning for the Wachovia Integration TOM, system decommissioning, organizational efficiency efforts, re-engineering efforts, PMO and Technology consultancy roles.

Successfully managed the Investment Decisioning of the entire CCG Project Portfolio (including Home Equity, Personal Credit Management, Corporate Trust Services and Educational Financial Services).

Introduced/implemented numerous Change Management/Process Re-Engineering initiatives including: Investment Decisioning Process (IDP) to manage the CCG project portfolio; processes to validate and govern all legal, regulatory and compliance initiatives; formal business case templates, new standards, processes and governance structures throughout the PMO to reduce non priority efforts

Created Business Capability structure as a foundation to prioritize and enable business objectives Partnered with Technologies and created IT Strategies driven by HE Business Strategy/Capabilities Roadmap. Including

current state/future state and roadmaps for each HE Business Domain. Met or exceeded all organizational financial targets and drove financial transparency in Technologies Operations Group

(TOG) costs (DNIE and INIE). Instrumental in driving financial stretch targets (achieving $12M INIE decrease in 2009 Plan) Implemented off the shelf tools to provide infrastructure for true portfolio management in support of all PMO

processes Led the Project Management (and CCG representation) of numerous Large Strategic Cross Functional efforts

American Express, Phoenix, AZ 1996 – 2004Vice President, Service Operations Expansion Technologies 2000 – 2004

Responsible one of the most diverse portfolios within American Express Technologies. Portfolio included relationship, strategy, application/system development/delivery, infrastructure, testing, consulting, operations, re-engineering and PMO/program management. Span of control of over 300 spanning 5 countries. Direct budget accountability in excess of $20M with significant influence on the overall US Operations budget of $180M. Leadership and delivery of complex, multi client high impact strategic initiatives across US & Int’l Card Ops, American Express Financial Advisors and Travelors Cheque.

Led the global implementation of seven (7) vendors (3000 seats) and the India Proprietary (BPO and Tech) sites Led the creation of the tech infrastructure allowing American Express to achieve a net plan goal of $10M in savings in

2002 Partnered with Legal/Global Procurement to implement a strategic Vendor Management structure for Technologies and

BPO Created a Technology Utility team that was used by all LOB’s for Optimizing and Standardizing the International deployment and

outsourcing. Represented Technologies in all M&A discussions related to this space. Directed the Global delivery of numerous high profile programs (e.g., Global Infrastructure Optimization, Technology

Consumption Management, ExpressChange, Communication Utility, Emergency Card Replacement, etc.) Developed and Delivered numerous technology strategies (Communication Utility, Card Issuance, Originations, Card

Replacement, Global Infrastructure Optimization, etc) Integrated 12 “business technology” teams into centralized technology structure through governance & organizational

means Created the organizational Re-Engineering and Demand Management structure that led to $31.3M of Net impact to the US

Operations bottom line (over 16 months) with ongoing actionable MIS for the US Operations business Contributed significantly to US Operations’ ability to demonstrate a 12% cost reduction in year over year costs

(2002/2003) Enabled growth through operational/technology enablement by linking US Domestic Servicing and International Servicing

(Proprietary and Outsourced) Re-structured the American Express Technologies Program Office (PMO Governance) for US Operations. AEPM (American

Consistently recognized as a high performer and one of American Express Technologies best leaders

Director, Global Foreign Exchange Services Technologies 1998 – 2000

Created a high performing International Technology organization focused on enabling the Global Card & Foreign Exchange business strategy supporting Small Business and Foreign Exchange lines of business. Successfully managed, developed and implemented numerous time sensitive Global Foreign Exchange systems (International Payments, ExpressChange, ExpressData, etc) to over 400 locations worldwide allowing the business to meet the pending Euro compliance needs. Responsibility for

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technology budgets in excess of $10M and up to 70 resources (FTE & Contractors) in Phoenix, Brighton/London, New York, Mexico and Australia.

Program Manager, Corporate Services Technologies (CST) 1996 - 1997

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EMPLOYMENT OVERVIEW (Continued)

Integris – Honeywell Bull Systems, Phoenix, AZ 1993 - 1996

Director, Information Technology Services

Direct Accountability for creation of the of the GCOS (Honeywell Proprietary Systems) Information Technology (Commercial) business reporting to the division President. Responsible for managing all aspects of Data Center Operations (operations, hardware, network, facilities and supply chain mgmt) including P&L responsibility (approx $10M ) and Organizational leadership responsibility for 5 managers and 70 FTE’s. Leadership for all projects and relationships related to the Commercial Outsourcing Business (11 Corporate Clients) and Direct responsibility for the management of all customer accounts and relations.

Integrated/Consolidated 11 commercial data centers into one center running 3 shared Mainframes Successfully negotiated numerous vendor agreements saving the company over $3.4M in the first 2 years Successfully managed numerous high profile commercial data center migrations and build outs Responsible for the successful merging of the NCM A/S Phoenix business into Integris. This included responsibility for relocating

the NCM data center and all personnel

Honeywell Information Systems/Bull, Phoenix, AZ 1982 - 1993

Director, Systems Introduction and Customer Satisfaction 1992 - 1993(Direct account responsibilities included: GE, US Government and Int’l accounts)

Program Manager, Large System Services Strategy & Planning 1987 - 1992(Responsibilities included Major Account installs and Worldwide Logistics Manager)

Engineer, Hardware Engineering (Mainframe, Infrastructure, etc.) 1982 - 1986

EDUCATION

Ongoing Attendance of Professional Workshops and Management Seminars.

OTTAWA UNIVERSITY - Phoenix, AZ 1989 - 1993Pursuing BS in Business Administration with emphasis on Management (Senior, 4.0 GPA)

ARIZONA TECH - Phoenix, Arizona 1981 - 1982Associates Degree, Electronic Engineering (3.86 GPA)

Excellent References available upon request

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dennis mcdonald 07_2015 profile

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