Gregory Flynn


Accomplished Financial Services/Information Technology Executive with extensive track record of progressive management experience including Big 4 management consulting.  Demonstrated leadership in both IT and business management roles.  Solid experience in all aspects of enterprise information technology management including, strategic planning, IT portfolio management, business process improvement, IT Infrastructure, large-scale program management and cost control.  Skilled in integration of business and technology strategies and plans and in creating IT governance processes assuring value delivery and ongoing resource alignment.  Significant experience implementing programs to increase business controls, reduce costs and meet regulatory requirements.

IT Strategic Planning,  IT Governance, Program Management, IT Portfolio Management, Bank Holding Company, BHC

Work History

Work History
1994 - 2008

First Vice President

Merrill Lynch & Company
First Vice President, Head of Global Policy & Program Management (2005 – 2008)

§Successfully meeting requirements of SEC Consolidated Supervision regulatory regime, led organization responsible for creating and managing a new policy management framework for ML globally

§Created and implemented new governance, processes and system for development, maintenance, and management of all policies firm-wide

§Led global Program Management Office for Merrill’s Holding Company Supervision program, implementing the Firm’s most significant regulatory driven initiatives. Program included implementation of SEC Consolidated Supervision, Sarbanes-Oxley, Basel II, and Broker Dealer Lite

First Vice President, Business Process & Control, Global Markets & Investment Banking (GMI)(2002-2004)

§Enhanced GMI’s governance and control processes, and drove cost efficiencies

§Implemented new technology governance and portfolio management processes approving and tracking portfolio of technology and operations projects greater than $500 million annually

§Led GMI’s program to implement the requirements of the USA PATRIOT Act including policies, processes, systems and reporting for client account opening and suspicious activity surveillance

§Provided program management establishing the Special Structured Products Committee.Created policies, procedures and training implementing requirements of Justice Department Enron agreement

§Realized $50 million annual reduction in GMI global real estate costs

§Drove 75% reduction in outstanding significant audit issues by implementing audit issue management process

Director / Chief Operating Officer, Technology Infrastructure Services (2000-2002)

§Provided leadership and direction to ML technology infrastructure organization supplying mainframe & distributed data centers, voice & data networks and desktop and help desk services to ML globally with budget in excess of $1 billion annually §Drove $200 million annual cost savings through creation and implementation TIS Service Management Strategy that reengineered legacy organization into a business-focused provider of infrastructure services §Implemented cost transparency program increasing clients’ knowledge of technology costs and enabling informed technology investment and cost reduction decisions §Established quality and cost benchmarking program providing platform for continuous improvement §Created and managed Infrastructure Governance Board, as sole enterprise-wide forum evaluating and approving all significant technology infrastructure investments §Implemented fact-based management reporting using project and efficiency scorecards on all projects and service delivery for TIS globally

Director, IT Investment & Portfolio Management – Strategic Technology Initiatives (1998-2000)

§Spearheaded enhanced information technology strategy and planning processes §Worked across business units and matrixed IT groups assuring that technology plans were in place and demonstrably aligned with business objectives §Implemented processes for effective IT investment and portfolio management, including business case development, prioritization, portfolio monitoring, and resource management §Provided leadership to teams on enterprise-wide IT capability assessment evaluating technology alignment with business strategies, and determining adequacy of current technology capabilities

§Created transition plan implementing targeted technology capability improvements

Vice President, Technology, Strategy & Planning (1994-1998)

§Established structure and processes for enterprise-wide IT resource management, including prioritization and approval of technology investments through division level Business Technology Integration Councils and an enterprise Technology Operating Committee §Developed strategic plan for all major IT development initiatives of Private Client Group, including marketing, sales, and operations areas – andestablished processes and structures for ongoing resource management and issue resolution §Created strategic system plan and program management function for Trusted Global Advisor Initiative, which redesigned business processes and supporting systems employed by Financial Advisors, and deployed new client server infrastructure replacing existing technology in over 600 locations involving more than 20,000 workstations
1986 - 1994

Senior Manager

Deloitte & Touche
§Provided consulting services to major clients across industries including insurance, manufacturing, professional services, banking and brokerage §Bristol-Myers Squibb - created Information Resource Management processes for CIO and leadership team, including strategic systems planning, architecture development, and portfolio management disciplines §The United Nations - developed strategic information systems plan and related architectures for implementation of integrated systems supporting field offices worldwide §Merrill Lynch - Directed team of consultants and client personnel in design of systems supporting inventory and financial control of voice, data, and market data telecommunication resources

§The Equitable - developed corporate IT policies and procedures implementing enhanced IT governance and control across decentralized information technology organizations for the Corporate CIO

§Credit Suisse FB - Created information system security architecture for New Trade Processing Architecture, including order/trade processing, position management, and client information management applications

§Deloitte & Touche - Developed integrated information systems architecture and implemented major business process reengineering and system development program – replaced all core operational, accounting, and management information systems including, general ledger, partner accounting, engagement management and professional employee time and expense reporting








IT Strategic Planning