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Work Background
JPMorgan Chase & Co.Business Manager
Jan. 2022New York City Metropolitan AreaTechnology Business Manager
Morgan StanleyISG Business Manager / Portfolio Governance
Jun. 2021 - Feb. 2022New York City Metropolitan AreaDual role focusing on internal stakeholder / business relationship management (interacting with CxO counterparts across multiple businesses – Sales & Trading, IBD, Research) to provide insight into cost transparency, delivery and the book of work done by Technology. Portfolio governance / Chief of Staff for the IST COO, targeting transformation impact to ‘right-size’ the current portfolio, establishing appropriate frameworks to support the CIO and the COOs in strategic reviews.
Morgan StanleyISG Technology Business Manager
Jul. 2018 - May. 2021Greater New York City AreaFacilitating technology cost management for Institutional Securities division globally (~$1bn+ / ~5,000+ heads) and working closely with regional and global CAOs and CIOs and other business managers in the US, EMEA and Asia. Successfully performing the role • Financial management – target setting and management (financial planning and analytics, corporate FP&A), cost expense and cost allocation modelling, trend analysis, cost avoidance and cost optimization opportunities, balance sheet management (internally developed software capitalization and other assets), monthly expense management, management reporting facing off to mutiple Technology and Business stakeholders (Equities, Fixed Income, IBD and Research COO/CAOs)
• Automation – drive change by enabling the transition of current manual reporting to dashboard financial metrics, leveraging existing and developing new automated process flows (Tableau Qlikview solutions).
• Visualization – develop and redesign existing management reporting to better align with C-suite requirements (expense trends, simplified visuals, practical and robust solutions for automation)
• Cloud financials – support the cloud adoption by developing a robust chargeback model for public cloud services (early adoption and at scale)
• Agile budgeting – influencing the Agile@scale adoption and overall budget transformation redesign across Technology
• Infrastructure demand management – acting as a point of contact to understand, control and manage the infrastructure demand within and above existing budget constraints to support Technology groups developing and maintaining on electronic trading, risk and other platforms.
• Act as a project manager and communications and governance lead guiding the organisation through the 2018 budget process Achievement: Developing a reliable reporting solution to provide transparency on the technology bill for the respective stakeholders.
Morgan StanleyBusiness Manager, Vice President
Oct. 2016 - Jun. 2018New YorkExpense management, financial governance and senior leadership reporting for Wealth Management Technology departments of the company. Successfully developed a tracking mechanism and a modelling tool and helped the division to be on track with their financials and understand the risks and opportunities (levers) ahead.
Established weekly expense tracking and updates to enable cost transparency and cost avoidance initiatives.
Driving change by contributing to report consolidation and developing new suite of management reporting capabilities.
Supported the corporate FP&A processes by collecting and providing additional insight and intelligence on available reporting and data.
Assisted the implementation of TM1 for project and program level forecasting to manage $300m+ expense portfolio and allocating program and team level funding.
Helped developing a software asset financial policy governance and execution.
Morgan StanleyBusiness Manager, Vice President
Jan. 2016 - Oct. 2016London, United KingdomResponsible of financial management for several IT departments supporting the firm's core business (ISG), mainly for Fixed Income facing technology teams as well as Risk Management and Operations supporting groups. Resource management (based on financial and other constraints), support with on-boarding
Participation in executing on defined location strategy
Coordination of FP&A at departmental level (budgeting and quarterly revisions)
Ad-hoc financial reporting
Internal project and portfolio reporting, project allocation models
Invoice handling (manual invoices)
Manpower and infrastructure related expense / cost transparency analysis
Morgan StanleyBusiness Manager
Nov. 2013 - Dec. 2015London, United KingdomResponsible of financial management for several IT departments supporting the firm's core business (ISG), mainly for Fixed Income facing technology groups. Resource management (based on financial and other constraints), support with on-boarding
Participation in executing on defined location strategy
Coordination of FP&A at departmental level (budgeting and quarterly revisions)
Ad-hoc financial reporting
Internal project and portfolio reporting, project allocation models
Invoice handling (manual invoices)
Manpower and infrastructure related expense / cost transparency analysis Helped establishing an SME group on a nearshore location to optimize workload and support core functions
Morgan StanleyReporting Manager
Jan. 2013 - Nov. 2013BudapestIT Finance management reporting team leader (consolidated reporting)
Participation in quarterly and yearly financial planning and analysis
Follow up on month-end close
Supporting the senior IT controllers
Reporting team management, people management
Training on internal reporting tools for new hires and senior staff
Morgan StanleyFinancial controller - analyst/associate
Aug. 2010 - Dec. 2012BudapestIT Finance management reporting team member and team leader for the consolidated reporting
Internal management reporting and external statistical reports
Monthly and quarterly reports
Achieving technical efficiencies by eliminating manual processes (VBA, standardization)
Build out a team of 3 to absorb newly transitioned roles from core location
Morgan StanleyEquity settlements
Dec. 2009 - Jul. 2010BudapestT+1, T+3 equity settlements with Euroclear (correction of erroneous booking, trade matching, follow up on delivery for less frequently traded stocks)
daily, monthly status reporting
active participation in transitioning to offshore location
Ministry of Foreign Affairs of the Republic of HungaryIntern
Sep. 2008 - Aug. 2009Assistant to the Japanese desk officer
Daily responsibilities included to keep contact with the key contacts including embassies both in Hungary and Japan, dedicated partners from peer institutions and business partners.
I've also participated in organizing the Hungary-Japan Jubilee Year which included many official and cultural events.
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