Jason McGee

Experience

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  Citibank

  Sept 1995 - Apr 1997

  Clerk

  Global Custody

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  Credit Suisse Financial Products

  Apr 1997 - Jun 2001

  Team Leader

  Nostro reconciliationsDepot reconciliationsPlus project work implementing a new reconciliations platform SSR (SmartStream reconciliations)

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  Deutsche Bank

  Jun 2001 - Nov 2004

  Associate Equity Derivatives Middle office
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  Citigroup

  Nov 2004 - Apr 2006

  Assistant Vice President

  Project Manager in Control dept•Creation of a Client Money Single Platform Solution – Full project lifecycle responsibilities•Design of solution required. Full understanding of the FSA regulated 'Alternative Approach' for calculating client money.•Gap analysis of current process to facilitate new design.•Design & Development - Workshops with external vendor (SmartStream, product: TLM), •Shaped design and functionality of solution (Complex - 44 different feeds)•Creation of UAT docs / scripts & performance of UAT / parallel testing. Chaired daily update meeting Show less

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  Abbey

  Apr 2006 - Jan 2009

  Project Manager

  Full Waterfall Project Lifecycle on multiple projects from the Finance Systems Plan Bool of Work. -Including full Op readiness and Post Implementation Review and Incident Management

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  Santander

  Jan 2009 - Mar 2015

  As Head of IT Engagement I am responsible as first point of contact for all Finance users for any I.T requirements / requests and full project lifecycle of Santander sponsored Finance System Plan projects. Key responsibilities:Full programme management and oversight of Finance System Plan projects• Full project lifecycle of Santander System Plans projectso Funding approvals (full presentations of business case)o Ownership of the Business requirements gathering & documentation process o Approval & monitoring of I.T resourcing programo Management of the Finance System plan budget, both IT and Non-IT resourcing, including o Implementation & Post implementation handover to BAU• Ownership & Approval of Finance Small Business Change processo Attaining budget, prioritisation, Testing & Implementation• All Hardware (CAPEX) and new software requests o Approval, funding & procurement, testing, implementation• Maintenance & reporting of all Finance related BAU incidentsProjects include:• 2014 EBA Liquidity Reporting (LCR & NSFR)• Applying and developing changes to existing suite of BoE submissions• Implementation of new 3rd party software to accommodate new CoREP and FINREP reporting to PRA.• Redevelopment and automation of the internal Effective Interest Rate (EIR) internal process• Redevelpment of Mandatory FSCS (DCS) reporting for IoM branch following a change in legal status• Plethora of small change mini projects to Finance applications and processes. Show less Projects Include: • Regulatory Loan Level data templates for securitised assets for BoE / PRA & ECB• Bank of Spain Recommendations o Improving processes for generating General Ledger reconciled source system data.• Cash Management Securitisation Reporting o The ability to report the splits between cash principle and revenues (interest / fees etc) o Scope includes all Santander securitised vehicles including the covered bond program.• Migrations of multiple products from legacy systems to Partenon o Finance based processes are able to continue post migration, o GAP Analysis, Requirements definition and documentation, o Reconciliations of all reporting to GL, Handover to BAU, Post Implementation reviewsFSA Liquidity Reporting- Retail data Show less

  • Head of IT Engagement (Finance Division)

    May 2013 - Mar 2015

  • Project / Engagement Manager

    Jan 2009 - May 2013
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  Santander UK

  Mar 2015 - now

  Following the development of the framework for FC Change and completing the PMO construct (See below) I was tasked with managing the FC Change PMO function, leading a team of 12 people o Management of Budgets, forecasts, actuals, IPF reviews, BOWVR reviews and overall responsibility with managing the FC Change Systems Plan and One Transformation funding, utilising the banks tool of choice, Planview.o Oversight of all capability change areas to support, manage and challenge methodology’s, documentation quality, Change request process and oversight and management of Planview as a Project management Toolo Chaired FC Change monthly SteerCo and responsible for creation of all materials o Management, reporting and oversight of all project RAIDo Management of FC Confluence site and all associated lifecycle documentation project siteso Quarterly review of project QA within FC Change to confirm appropriate documentation, RAID and Lessons Learnt with full PM reviews.o Created and reported all FC Change portfolio OKR’s and submitted monthly reporting trackers (2024). o Responsible for tracking and managing all capability RAIDso Creation and maintenance of the FC Change Operating Manualo Working closely with CTO and Best Practice teams to achieve a joint simplification target in terms of project governance and documentationo Managed FC Change OCIR and BCP processeso Developed change engagement tool (CET) to incorporate the FC Change BoW and SteerCo decisions keeping a single golden source which is fully auditableo Lead and Managed a team of 12 people, focussed on developing skills and encouraging them to look into new opportunities to develop their careers. Show less Working with the Head of Change within Financial Crime Centre of Excellence (FC CoE), created, structured and executed a new BAU Change function within Santander's FC CoE, to work alongside and then to supersede the Financial Crime Transformation Programme. Main Tasks included * Structuring the Change function within the CoE including defining the hierarchical structure and defining role profiles* Definition of Governance including all governance fora, reporting, templates and Terms of Reference* Definition of the Change Engagement process, including the creation of a new Change Engagement Tool (CET) , to facilitate new change being requested from the business* Defined the methodologies to be utilised within Change and associated document governance and document templates* Created a Confluence library for all project documentation across different methodologies creating a single auditable library of all project lifecycle documentation* Created a new Portfolio Management team to reside over Change Governance, Change Engagement, and Business Process Mapping*Executed all new Governance Fora, including SteerCo, Operational Committee, Obsolescence and Continuous Improvement Forum * Implemented CET incl Training, How 2 Guides into a daily workflow tool for the business to request new change initiatives* Created the Change function Blueprint Documentation incl, Service model, Engagement Model, Methodology blueprint,, Operational Manual, Funding Model, all Governance ToRs* Developed the prioritisation model for all BAU book of Work to ensure we focus ion what is important and the priority Show less Santander Financial Crime Transformation ProgrammeProgramme Manager and COO Portfolio Management Office LeadCreated a COO function PMO team, introducing critical project governance residing over Technology, Data and Change Management. Initially a team of 5 overseeing Budgets, forecasts, spend and resourcing within COO teams, Risks and Issues, Reporting and MI, providing gateway for Engagement of Technology (Engineering and Platforms). Initial stages of programme, involved in formulating programme structure, TOM, Blueprints, and plans including milestone planning. Show less Deputy Programme Lead on the Banking Reform Programme.In 2012, the Government published a White Paper based on the ICB’s recommendations which led to the enactment of the Financial Services (Banking Reform) Act 2013 and the publication of the secondary legislation setting out the ‘perimeter’ of the ring-fence.Three key principles of ICB:1) Make it easier and less costly to resolve banks that get into trouble.2) Insulate retail banking from external financial shocks, including by diminishing problems arising from global interconnectedness.3) Sustain the UK’s position as a pre-eminent international financial centre while UK banking is made more resilient through safer capital standards for UK retail banking.This involves the creation of a ring-fenced bank (RFB) and a Non-Ring-fenced Bank (NRFB) from the existing structure. Regulatory Legislation determines which activities can take place in each bank, including Mandatory activities for each bank, permissible activities and prohibited activities. My role is in the programme management of the Technology & Operations (T&O) division ensuring that all technology and related process changes are made within the bank and by the deadlines set by the regulatory legislation culminating in a Part VII separation and rebrand.The role has been heavily involved in the impact assessments of the possible options available to Santander to incorporate the legislation, the development of the operating models, the organisation and structure and resourcing of the programme team, development of the Investment Cost Model, BAU cost model and the Implementation plan. In addition, the role has also strived to oversee the AS IS and TO BE target operating models and the development of T&O requirements to enable the transition. Programme management of the build and testing phases through to implementation of all the developments resulting in the smooth transition to the creation of the RFB and NRFB entities. Show less

  • Financial Crime Change, Head of PMO and Programme Management

    Aug 2022 - now

  • Financial Crime Centre of Excellence, Head of Portfolio Management in Change

    Mar 2021 - Aug 2022

  • Santander Financial Crime programme

    Aug 2018 - Mar 2021

  • Deputy Programme Lead, Banking Reform (Ringfencing)

    Mar 2015 - Aug 2018