Vishi Gupta

• Currently serving as Senior Vice President at Deutsche Bank, focusing on leading strategic initiatives and managing high-impact programs and projects in the Treasury Department and Corporate Banking division.
• Leading multiple squads comprising senior engineers (Oracle, Scala, BO/BI, Java), business analysts, scrum masters, QA members, and product owners. Successfully led some of the critical decommissioning projects in the last two years, resulting in a huge cost savings for the Bank.
• This role involves overseeing project teams, aligning project objectives with business goals, and ensuring that deliverables meet quality standards. The position also requires close collaboration with various stakeholders to drive project success and enhance operational efficiency.
• Leading multiple cross-functional teams on critical projects, ensuring alignment with strategic objectives.
• Implementing project management best practices to enhance productivity and deliver projects on time.
• Building strong relationships with stakeholders to facilitate communication and collaboration.
• Analyzing project performance metrics, and making data-driven decisions to optimize results.
• Managing the CTB, RTB, and ADC Book of Work.
• Partnering with a large number of teams to deliver a complex BOW.
• Managing senior stakeholders and presenting program updates in the SteerCo to MDs.
• Heading as Tribe Scrum Leader, managing the Scrum Masters across the tribe.
• Leading the Reporting COE for the Treasury Department.
• Supporting various bank-wide initiatives: Mentoring Matters, Leadership Compass initiatives.
• Mentor for candidates nominated for the promotion cycle in Treasury and was part of the VP promotion panel for Corporate Bank.

Some of the key projects.

LIMA Decommission

As part of the project, legacy platforms were migrated to the strategic platform Saturn/TDH (Scala, Hadoop, BO), towards the strategic RFT target state. This laid the foundation for streamlining processes, and improving efficiency. I played a key role in leading this mammoth transformation program, managing more than seven squads, with around 100 team members. The program achieved a cost saving of approximately $640,000 in annualized cost benefits and resolved around 10 critical findings. The program included the migration of more than 12 feeds, including over 10 complex LRDs. Several dashboard and reporting functionalities were transformed from legacy infrastructure to BO/Hadoop technologies. More than 200 legacy infrastructure components and thousands of Control-M jobs were decommissioned. I played a pivotal role in the organization, overseeing the planning, execution, and delivery of the project, and supported task prioritization, distribution, and reporting for this critical transformation program.

DBTNT Decommission

The project involved the decommissioning of the legacy platform, focusing on migrating seven critical liquidity reporting applications to current technologies and platforms to achieve architectural simplicity within Treasury, and realize a cost saving of more than EUR 155K. Significant process improvements were achieved during this journey, eliminating operational risk, and increasing automation.

I played a pivotal role in setting up three teams for this program, leading and managing it from conceptualization to implementation. The team consisted of more than 50 members, including senior engineers (Oracle, BO/BI, QlikView), business analysts, scrum masters, product owners, and testers, working across multiple locations.

The team was awarded the 'Best Team' award for Q3 2024 by RFT Management for outstanding delivery within ambitious timelines.

Client Care Application – Corporate Bank Division.

As Delivery Manager, I am managing a team of over 100 across various geographies.

I lead and manage multiple Scrum teams/squads, responsible for end-to-end delivery. I lead a global team of Product Owners, Architects, Technical Leads, BAs, and QA members. I facilitate end-to-end delivery of programs, meeting external objectives: estimation, risk, scope, time, resource quality, and change. Focus on values, continuous improvement, and productivity. I provide technical leadership to the company in the digital transformation vertical, delivering global implementations, and participating in management meetings. I lead and monitor the performance of delivery managers to ensure process efficiency. I develop competency among team members, conduct interviews to recruit the right talent in niche transformational spaces, and engage in proactive workforce planning, resource fulfillment, fluidity planning, and management. I communicate project status to various partners, including team members and executives. I manage the Book of Work (BOW) for the complete portfolio, including CTB, RTB, and ADC BOW.

• Managing some of the critical and complex regulatory and audit projects, such as sanction screening and notification for the INS team.
• Managing and leading the golden source integration for company and person data.
• Managing, leading, and strategizing application integration with other partner data systems such as NOS.
• Leading critical migration projects, such as DB CORAL.
• Leading and managing the migration of ‘Project Unity’ for Postbank migration to DB.
• Decommission of a legacy product, CAAA, for managing entitlement-related data for a corporate bank.
• Managing and governing various squads in the portfolio, including REG/AUDiT deliverables, stability and L3 activities, and CTB/ADC/TRC projects.

• Worked as IT Project Manager for HSBC Commercial Department managing projects for HSBC's Corporate banking channels development and have contributed in managing flagship project (50+ projects) consisting of more than 300 resources across India and globally. Resource management and utilization
• Managed some of the key initiative and critical project for Commercial Credit Cards. Part of the key Earth and Moon initiative, enabling the creation of a compliant Ring Fenced Bank and Non Ring Fenced Bank
• Communicated project status update to various project partners, including team members and executives; synthesized a multitude of issues into a clear, concise, and focused message
• Designed, developed, and institutionalized a delivery framework; identified success parameters and goals and project issues swiftly and efficiently, minimizing their impact on project progress.
• Identified and resolved project issues quickly and efficiently, minimizing their impact on project progress
• Implemented project life cycle management processes to ensure project requirements were documented and tracked throughout the project
• Developed a comprehensive project plan that outlined the key tasks and milestones for a major consulting project, resulting in the successful completion of the project on time and within budget.

• Worked as onsite team leader in Royal Bank of Scotland. Working from client location for more than four years, managing Smart Stream Based FX confirmation system. Key technologies - Java, J2EE , Oracle