CHRIS NICCOLLS

New York, NY 10021 (212) 628-1191 www.niccollsanddimes.com www.linkedin.com/in/chrisniccolls cniccolls@aol.com

P ROJECT M ANAGEMENT E XECUTIVE P ROFILE

PMO Management / Process Standardization / Communication / Team Development
Progressive, tech-savvy PMO, Project and Operations Manager with exemplary record of developing best in-class services, eliminating unproductive processes, and elevating customer satisfaction. Keen ability to evaluate systems and procedures, identify gaps, and execute solutions that improve operational effectiveness and deliver greater productivity, efficiency and profits. Well versed in reviewing financial and security issues, and in communicating complex issues to C-Suite executives. Core competencies include: Full Cycle Project Planning & Management Process Re-Engineering / Transformation Policy / Procedure Development Focused Leadership Customer Satisfaction & Retention Global / Multi-Cultural Operations Black Belt: Six Sigma/Lean; PMP Strategic Operational Analysis SLA / Metric Development SME / Manager Mentoring & Development Change Messaging / Communication Cost Reduction & Avoidance

P ROFESSIONAL E XPERIENCE
INTEGREON, New York, NY SENIOR V.P., PROJECT MANAGEMENT & IMPLEMENTATION, 2006 2011
Global ownership of project management, design/creation of new services, implementation of solutions and development of performance improvement projects for this leading international Legal and Investment Banking outsourcing firm. Developed and managed SME/PMs to deliver best in-class services for Fortune 500 clients. Standardized and streamlined on-boarding and account management processes to support aggressive four year growth plan. Supervised global team of 10 managers proving enterprise support for staff of 2,000 in U.S., U.K., India, China, South Africa and Manila. Selected accomplishments: Developed Project Management Office: gained CEO sponsorship, developed budget, implemented standards, hired & trained staff, ensuring successful global account implementations and project portfolio management. Standardized suite of project services: proposal design team, client contracts/sow negotiation, stakeholder identification, project charter development, production of documentation and schedules, knowledge transfer, service level agreements / metrics / management reports, formal project completion process and policies. Managed and re-engineered Quality Control & Improvement (QCI) group: standard management reports, global expansion of QC, service recovery reports, development of Six Sigma capabilities, client satisfaction surveys, Net Promoter scoring, executive reporting to Board of Directors, enterprise-wide QC training and mentoring. Developed global account governance process: sales development reviews, account health reports, client governance meetings, quarterly improvement analysis, and annual account planning. Lead and manage implementation / transformation teams for: application development, database management, CRM, document services, research, analytics, transcription, legal document review, accounting, and other services. Developed and trained RFP team to provide comprehensive responses to large-scale client RFP, and provide sales presentations to support four year, 500% revenue growth plan.

BEAR STEARNS & CO. INC., New York, NY, 1992 2006 MANAGING DIRECTOR OF OPERATIONS, INVESTMENT BANKING, 1999 to 2006
Earned multiple promotions spearheading multi-functional areas: presentation services, research, reprographics, technology services, and facilities management to contribute to success of international division of 1,100 bankers and support team. A change agent responsible for Project and Program management, development of policies, supervision of 12 managers, 200 on/off-shore staff and budget of up to $50 million. Managed continuous-improvement and cost-containment, improving service levels and profitability. Collaborated with corporate stakeholders to resolve emerging issues: IT, HR, Legal, Procurement, Facilities Management and Corporate Security. Developed change communications with banking executives. Selected accomplishments: Managed global PMO operations for Investment Banking support services: cost-benefit analysis, project charters, risk identification, project management and scheduling, change communication and stakeholder coordination. Re-engineered IB service: standardized procedures, introduced quality control, governance meetings, Six Sigma methodology, service level reports, professional training, client surveys, and dedicated customer service. Lead large-scale project execution for IB: application development; reporting systems; professional service outsourcing; standardized desktop management; managed cell phone process; space management and relocation. Service transformation projects, dramatically reducing annual cost: $10 million (50%) reduction in document center costs; $2 million in market data, $1 million in car services while increasing work volumes. Developed and mentored professional managers in diverse positions: technology, research, customer support, project management, training, quality control and sales support.

MANAGER OF TECHNICAL SERVICES, INVESTMENT BANKING, 1994 to 1999

Responsible for IT PMO for Investment Banking: worked with high level bankers to define needs, drove technology projects for Investment Banking, coordinated with other corporate groups, developed dedicated IB desktop support group. Promoted to head of IT/IB PMO, managing IT/IB steering committee and all IB department-wide projects. Project and program manager for document management systems deployed to 1,000+ global users. Implemented: financial reporting, document automation, market data services and desktop processes. Managed IB desktop environment: desktop / server upgrades, new software selection, service monitoring, fax / email automation, user training, new product testing, liaison to corporate security and Legal for data issues.

SUPPORT MANAGER, INFORMATION TECHNOLOGY GROUP, 1992 to 1994

IT/IB PMO Team member, developed and delivered solutions for Investment Banking. Worked with IB Technology Steering committee, developed new departmental projects, coordinated enterprise projects for IB, resolved stakeholder issues. Developed technology Steering Committees for business units to resolve issues and assess future needs. Developed department procurement standards: Desktops, servers, 3rd party and internal application standards. Worked with IB and corporate stakeholders to develop data security and confidentiality standards.

AMERICAN BOOKSELLERS ASSOCIATION, New York, NY MIS MANAGER, 1989 to 1991

Established and managed MIS operations for national trade association, increasing capacity, reducing operating cost. Implemented PC network and email systems to replace high-cost, dedicated publishing systems. Converted proprietary conference and list generation business to industry standards, improving efficiency. Effectively managed on-site registration systems 50,000 conference participants.

E DUCATION & C REDENTIALS

Graduate studies towards MA, Public Policy, City University of New York Graduate Center, New York, NY Bachelor of Arts, Political Science, Queens College, New York, NY Software: Word, Excel, PowerPoint, MS Project, Visio, Interwoven and Hummingbird DMS, Visio, PeopleSoft, Compliance Accelerator, BMC Remedy, Proprietary applications.