John McFadden

Experience

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  Asda

  Jun 1997 - Jun 1999

  Store Assistant
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  Hays Logistics

  Jun 1999 - Dec 2001

  Forklift Operator
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  Siemens (Barclays Contract)

  Dec 2001 - Jan 2005

  • Payment Specialist

    Mar 2003 - Jan 2005

  • Barclay Loans

    Nov 2002 - Mar 2004

  • Regular Payments

    Jun 2002 - Nov 2002

  • Mail Room

    Dec 2001 - Jun 2002
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  Morgan Stanley

  Jan 2005 - Feb 2020

  •Led a team that covered Policy, Learning & Development, and Authorised Signatory for Global Operations. •Reduced the policy lifecycle by 50% and enhanced the approved exclusions policy, reducing approved exclusions by 60%. •Project managed the design, development, and delivery of a Qlikview dashboard, monitoring compliance to mandatory and regulatory Operations training, reducing the overall training delinquency by 80%, and enhancing data quality around exceptions. •Overhauled the Authorised Signatory process creating databases, reports, and processes that focussed on quality assurance and timely list provision, error capture rate increased by 90%. •Won two awards in this role for Operational Excellence in the ‘leading with exceptional ideas’ and ‘client service’ categories. Show less •Led a team that managed the $120m financials for Operations Risk & Regulatory Control division, reporting to the COO. •Redesigned the cost allocation process across global Operations, saving every team an average of 90 mins per month on submissions and every business management an average of 20 hours per month. •Developed a template approach to capturing location and grade strategy plans, allowing the divisional head to clearly articulate, monitor, and adjust the strategy as required in order to meet divisional targets. •Managed a team of 35+ members of the communication network. Renovated the entire communication platform and strategy for the division, deploying the division's first social media business platform (Jive) which saw over 40 teams’ transition to as the main communications tool for their business. •Reorganised forums, networks, committees, and working groups to align to the communications network, creating unity on messaging and marketing across the division and ensuring clear and consistent presentation of the division. Show less •Led a team of 10 business intelligence developers responsible for 6 distinct reporting platforms, generating over 100 reports per month covering hundreds of exception and product types. •Created a data repository that systemically sourced and co-located all data sources centrally, saving 22 hours per week and allowing the team to focus on more productive tasks. •Designed a trigger-based reporting solution that produced reports automatically, as and when data sources became available in the central repository and, then delivered them to the team for quality assurance before client delivery. Time saved across the team was then funneled into decommissioning 40 redundant reports and consolidating a further 23. Show less •Supervised a small team of operations risk controllers tasked with keeping exceptions visible, escalating areas of concern and independently reporting to senior leaders the current risk position of Operations on an exception type basis. •Redeveloped the operating model to move from an exception-based review process to a divisional based review, allowing my clients and senior business leaders a clear view of their accountable risks. •Deployed a commentary-based process that required product and exception owners to comment on the current status of their highest risk areas which allowed for more productive discussion across the business. •Deployed a SharePoint site that allowed my clients access 24/7 to their current and historic consolidated risk reports. Show less •Manager of over 20 accounts, including the firm's largest Euroclear account. •Created a training program for graduates to help orientate them into account reconciliation which was used consecutively for several years. •Created a business case that was approved surrounding the use of dual monitors and the productivity gains it would produce, making dual monitors a standard for account reconciliation teams. Colleague feedback indicated that errors were reduced and the reconciliation process became easier to manage. •Successfully transitioned my role offshore, providing senior management with proof of concept that roles could be packaged and shipped whilst in a remote setting, resulting in cost savings on travel. Show less

  • Operations Risk Manager for Policy and Learning & Development

    Feb 2016 - Feb 2020

  • Operations Lead Business Manager & Head of Global Divisional Communications

    Feb 2013 - Feb 2016

  • Operations Business Intelligence Developer

    Oct 2009 - Feb 2013

  • Risk Analyst

    Sept 2007 - Oct 2009

  • Operations Account Reconciler

    Jan 2005 - Sept 2007
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  FDM Group

  Jun 2021 - now

  Consultant Senior Business Analyst - ISO20022