Dipl.-Ing. Roland Boppart

Tapped to lead execution of suitable business transformation projects – shaping a key portfolio of projects and strategies that enable the business to respond to internal and external drivers while challenging existing practices and methodologies, and identifying new and better ways of working in order to accelerate External Asset Managers (EAM) business area towards achieving its strategic goals, financial sustainability, quality of service, and customer satisfaction.

Led the project management organization, focused on driving strategic cross-divisional and cross-regional collaboration through tactical recommendations to key executives, regional and divisional leaders, and business unit teams – providing insight on cross-selling, opportunities, trends, and challenges; areas for improvement; and, promoting collaboration developments.

Rose through technical and business leadership roles to oversee design and delivery of global IT Infrastructure projects, initiatives, processes, and tools. Provided decisive leadership and direction for 85 reports throughout Americas, EMEA, Switzerland, and APAC. Defined and directed short-/long-term strategies to drive business improvements surrounding global solutions/service delivery, portfolio management, IT organization development, staffing, and cost control.

• Drove on time, within budget delivery of ~6’000 IT infrastructure projects since 2010, with a total budget of ~250 million CHF. • Credited with producing 35% increase in organizational productivity, capabilities, and effectiveness by streamlining and consolidating Delivery Management organization, introducing outsourcing concept, and applying Six Sigma methodologies (including KPI and RACI model). •

Established and enforced strategic roadmaps, procedures, and best practices for global Quality Management. Supervised and coordinated 40 team members and 120 Quality Management SMEs. Implemented continuous process improvements, CMMI training, and team building methodologies to increase IT efficiency/effectiveness, employee morale and productivity.

Promoted to define and direct sustainable Cost Efficiency Projects across Private Banking Division. Supervised, motivated, and trained 8 direct reports. Managed supplier portfolio and relationships with focus on maximizing commercial and operational value. Analyzed performance metrics, KPIs, and high level ‘dashboard’ results; continuously devising strategies to improve cost accounting, cost reporting, and cost management. Monitored and controlled budget requests.

Collaborated with senior managers to steer global design and delivery of high performance business, retail, and corporate banking applications and technical platforms. Conducted cost/benefit analysis, built business case, and presided over key projects and programs, aggressively meeting project milestones whilst managing budget and timeline constraints. Defined and directed strategies and initiatives to improve IT governance and framework, project planning and management, and financial planning processes.

Stepped into complex client situations, collaborating at executive level to assess and satisfy business requirements. Directed all phases of project lifecycle, including development of vision, scope, timeline, budget and resource planning. Key clients included ZKB/Zurich, Credit Suisse Private Banking/Zurich, and German Stock Exchange/Frankfurt.

Produkt- und Produktions-Management; Fertigungstechnik und Produktionsmaschinen; Betriebswirtschaft