POST TRADE IT STRATEGY
Part of a team that devised and implemented the strategy for the Post Trade space in Barclays.
Towards the start of the the role, the bank formally adopted agile and lean as a way of working. I was asked to help the teams in the post trade department, that had been working in a very traditional waterfall, command and control way, to make the transition.
As well as coaching the teams and their management through the concepts, this was then backed up by periods of embedding myself within teams as a team member to showcase best practice.
This tangibility of output was a key factor in convincing team members that agile was not a set of soundbites and conceptual buzzwords.
The end result was a set of self managing teams that had achieved a high level of maturity in agile practice including BDD.
The technical challenge in the role centred around a number of disparate legacy settlement systems that artificially fragmented business processes in the back office. Technical expertise in the legacy systems was very limited and the maintainability of the code bases had eroded over the years.
Our solution centred around surfacing well typed business process events from the legacy systems that were then stored and consumed by a set of new generation applications. This proved relatively straightforward as most of the legacy code base was focussed on validating, defaulting and calculating the values that ended up being created.
The strategy also inverted the traditional approach of calculating internal balances that are then compared to external balances overnight. All instructions created both internally and externally are captured in real time and posted to the Global Stock Record.
They also fed the Settlement Workflow product that redacted all the information required to expedite the settlement of instructions to one simple digestible screen of real time information that reflected the agent's view of the world.