Manager of change initiatives with strong record of accomplishment delivering global front-to-back change in Investment Banking in collaboration with cross-border IT and Operations stakeholders (C-level and MDs). Manager of change initiatives with strong record of accomplishment delivering global front-to-back change in Investment Banking in collaboration with cross-border IT and Operations stakeholders (C-level and MDs).

Solid understanding of the strategic and regulatory challenges in multiple business areas having completed projects in Rates, Credit, Derivatives FX (Electronic Market teams), Risk and Client Clearing teams (e.g., Dodd-Frank Act, SOX, Non-ring fenced, Mifid, etc.).

Solid understanding of the strategic and regulatory challenges in multiple business areas having completed projects in Rates, Credit, Derivatives FX (Electronic Market teams), Risk and Client Clearing teams (e.g., Dodd-Frank Act, SOX, Non-ring fenced, Mifid, etc.).

Proficient problem-solver in cross border operations workflows and data governance, including client on boarding, due diligence, master agreement negotiation, collateral, client reporting, clearing, settlement, operational risk and post-trade controls.

Proficient problem-solver in cross border operations workflows and data governance, including client on boarding, due diligence, master agreement negotiation, collateral, client reporting, clearing, settlement, operational risk and post-trade controls.

Consulting expertise developed as a manager at Deloitte on the following areas: target booking model design, regulatory change, strategic planning, operational excellence and bespoke problem-solving methodologies (e.g., Lean Six Sigma).

Consulting expertise developed as a manager at Deloitte on the following areas: target booking model design, regulatory change, strategic planning, operational excellence and bespoke problem-solving methodologies (e.g., Lean Six Sigma).

Qualified managing change initiatives in multiple industries: Financial Services (investment banking and retail), Manufacturing, Oil & Gas and Healthcare (insurance and health providers). Qualified managing change initiatives in multiple industries: Financial Services (investment banking and retail), Manufacturing, Oil & Gas and Healthcare (insurance and health providers).

CV Anderson Arante

SUMMARY OF SKILLS

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Anderson Oderico de AranteResident @ London, UK | Brazilian Passport |VISA STATUS: UK Indefinite Leave to Remain anderson.arante@gmail.com +44 (0)7964518597

PROFESSIONAL QUALIFICATIONS

CV Anderson Arante

1 MIT: Big Data & Data Science

2 Harvard & Deloitte: Management & Leadership

3 Lean Six Sigma Black Belt

5 APMG International: Programme Manager

6 PMI: Project Management Professional (PMP)

7 APMG International: IT infrastructure Library (Itil)

4 CORECON: Brazil’s Regional Board of Economists 8 ISACA: Cobit (Control Objectives forInformation and Related Technologies)

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EDUCATION

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1 Master in Business Administration (MPhil, concentration: Business Strategy)

First Class Honours (3.6 out 4 classification) Federal University of Pernambuco (Brazil) – 2004-2006

2 Executive MBA

Fundação Getúlio Vargas (Rio de Janeiro, Brazil) – 2003-2004

3 Bachelor of Science in Economics

Federal University of Pernambuco (Brazil) - 1993-1997

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Senior Project Management atClient Management – Transversal Change Management Team (09/2012 to 09/2014)

Strategic & Regulatory Change (06/2015 to 07/2016)

Investment Bank Programme Execution Group (10/2014 to 06/2015)

EXPERIENCE

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Change leader for IB front office initiatives in response to business and regulatory changes (e.g., Non-ring fenced).

Stakeholders: Market COOs, Head of New Product Services

Designed post-trade execution controls for Barclays legal entities and proposed a cross-border trade surveillance framework (part of the Structural Reform Programme).

Improved the new product governance workflow, including the Terms of Reference for risks decision forums.

Implemented the new operating model and control framework for the new Product Taxonomy within PRA timeline (also in preparation to MIFID2, Structural Reform, etc.).

Delivered the new referential data functionality as well as defined the data governance standards and procedures.

Company/ Client Department Responsibilities Achievements

2Senior project manager for capital markets transversal and corporate banking client related initiatives, mainly focused on front office initiatives in response to business and regulatory changes (e.g., Non-ring fenced).Stakeholders: Investment Banking Global COOs, Regional heads, Head of e-Commerce and MDs in Capital Markets business lines.

Led bankers and business lines COOs to revise and implement CRM data strategy, maintenance workflows and governance structure.

In response to Dodd-Frank Act requirements, delivered front to back connectivity, business workflows and support structure for OTC Client Clearing (E-Billing tool, tax model review and Collateral/Valuation reporting).

Streamlined client enablement for the Global electronic platforms (OTC Derivatives, Flow Products) – approvals lead time reduced to c.40%.

Acted as the Operational Risk representative for Client Management UK at monthly CIB Control Forum.

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Strategic Process Manager (12/2007 to 09/2010)

Senior Project Management – Capital Markets Lean Transformation (09/2010-09/2012)

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Change leader for the BNPP Lean Programme targeting productivity improvements in Capital Markets areas. Applied and improved a methodology initially coached by Mckinsey (“5 lenses approach”).

Stakeholders: Head of Capital Markets Lean Transformation, Fixed Income IT CIO, Capital Markets COO, IT Execution Managers, MDs and Directors from Middle Office and IT.

Achieved 20% productivity gains in Fixed Income business technology teams: Interest Rate Swaps, Bond & Repo, Credit Risk & Electronic Markets and Global IT PnL team.

Co-created the Continuous Improvement team methodology and standard deliverables.

Facilitated more than 10 bespoke training sessions and senior manager boot camps on Lean, voice of the customer, process efficiency, organisation design and coaching practises.

Company/ Department Responsibilities Achievements

I managed the global operational strategy for Global Fixed Income and UK IT by improving its policies and procedures and provided programme leadership for major Change the Bank initiatives for Fixed Income Technology.

Stakeholders: Fixed Income IT CIO, Chief of Staff, Head of UK IT Infrastructure & Production and Execution Managers.

Designed post-trade execution controls for Barclays legal entities and proposed a cross-border trade surveillance framework (part of the Structural Reform Programme).

Improved the new product governance workflow, including the Terms of Reference for risks decision forums.

Implemented the new operating model and control framework for the new Product Taxonomy within PRA timeline (also in preparation to MIFID2, Structural Reform, etc.).

Delivered the new referential data functionality as well as defined the data governance standards and procedures.

EXPERIENCE

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Strategy & Operations Practise Manager (06/2004 to 09/2007)

Senior Consultant (06/2000 to 06/2004)

Business Analyst/Junior Consultant (06/1999 to 06/2000)

EXPERIENCE

CV Anderson Arante

Head of Strategy and Operations practise in Brazil (Recife and Salvador) accountable for a team of about 20 consultants (promoted from BA to senior manager during this period). Responsibilities included: (1) Delivery:strategic planning; business model review; organisational redesign and process improvement with lean six-sigma approach. (2) Management of the practise: training & recruitment; coaching and mentoring of consultants. (3) Business and Strategic Development:developed the S&O strategy for Deloitte’s Northeast Office region (2005-2007).

Stakeholders: Stakeholders: Company CEOs, NED Board, CXO level executives, Senior Managers (ED, MD, SVP levels).

Implemented the Lean Six Sigma practise at Deloitte Brazil. Increased the strategy & operations practice profitability from 10% to

25% from 2006 to 2007. Managed the programme to create a new Oncology Centre at the

University of Sao Paulo (Headcount budget of 100 FTEs). Obtained 36% productivity improvement in large image diagnostic firm. Gained the highest client satisfaction level: 87% projects “exceeded

their expectations” (2005/2006). Examples of Clients and deliveries include:

o Coca-cola – ERP implementation, business standards & policy reviews

o Gerdau (Steel) –Target Operating Model and business modelling and feasibility study

o Unimed (Health Insurance – various regional branches) – Business App implementation and Target Operating Model design

o Clinics Hospital in Sao Paulo – PAC implementation, Patient flow review (Six Sigma) and Strategic Planning

o Life Center Hospital – Business Modelling and Strategic Planningo Philips Healthcare – Strategic Planning, Partnership model design,

business transformation (for client delivery)

Company/ Department AchievementsResponsibilities

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