CREDIT SUISSE
OVERVIEW
I joined Credit Suisse in 1998 on a 2 year contract as the Y2K project manager. London was the headquarters for all of Europe and my role was to ensure that all of the Credit Suisse Asset Management offices were Y2K compliant. There are 7 offices in total: Paris, Lux. Munich, Prague, Brussels, Milan, London. The role involved a lot of travel and I effectively went on site and consulted as a Y2K expert. It was my job to work with each office, perform audits, identify risks/non compliance and put together an implementation plan that would help each office achieve Y2K compliance. The job was my first hands on experience of dealing with people from different cultures and I had to learn to modify my approach depending on office and what would get the best result for them. A lot of the offices had issues with HQ telling them what to do, so a lot of careful liaison was required to ensure that I was part of their team, rather than someone from HQ telling them what to do. So I had some valuable experiences associated with negotiation and influencing different people with different styles and approaches. My role was very autonomous and I got a wonderful opportunity to travel through Europe and meet a wide range of people working for Credit Suisse in these cities.
PROJECT LIST
PROJECT
DETAILS
MEASURE OF SUCCESS
Project Name
Year 2000 Compliance - Europe
Details
Budget - Large
Method - PMI
Description - To ensure that each Credit Suisse Asset Management office in Europe was fully Year 2000 compliant from a hardware, software, process and people perspective
Measure of Success
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Inventory of all assets, hardware and software
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Categorise the inventory from a compliance perspective
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Identify priorities and solutions to achieve compliance
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Test, implement changes to achieve Y2K compliance certificates
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Educate and train people on Y2K compliance and corporate governance guidelines
Project Name
Item 2
Details
Budget - Large
Method - Agile
Description - 10 new products introduced in market annually, up to 25 Skus
Measure of Success
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Driving revenue from new customer base($50M+ annually).
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Increasing Brand Awareness.
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Managing within budget ($5-$7M).
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Meet project timeframes with hard, immovable, launch dates(in market catalogues and paided for ATL slots
Project Name
Increasing Scalability
Details
Budget - Large
Method - Iterative / Phased
Description - Reduce operational costs whilst not impacting revenue
Measure of Success
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Annual Operating Costs Reduced 30% YoY. Phase
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Resourcing. Phase
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Process Streamlining. Phase
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Partner Selection/RFP. Phase
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New Operational Mode
Project Name
Emerging Technology: VR
Details
Budget - Medium
Method - Phased
Description - To roll out a new product into an emerging, early stage market
Measure of Success
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Increasing awareness of new technology before launch.
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Identifying key strategic partners for product visibility in the industry and enabling them (Example, Deakin University and Melbourne Fire VR Training https://youtu.be/1DIFjAzqflg)
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Identifying new selling and distribution channels and implementing for low cost and margin
Project Name
Customer Retention
Details
Budget - Medium
Method - Phased
Description - To increase consumer loyality and reduce marketing spend by changing marketing mechanics. To run a marketing campaign with Hamish and Andy as a firestarter to get consumers to share their OneDayIWill to win money.[http://www.hamishandandyglobalchoir.com/#/]Execute an ongoing marketing campaign associated with INSPIRE, REWARD, ENTICE
Measure of Success
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50,000 Consumer Registrations over 3months.
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ROI - Cost of $5 per registration
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Change Marketing Media Mix Going Forward Leverage the registrations to communicate directly to the consumer rather than expensive ATL or paid social via eDMs, mobile notifications and SMS.