1.
Andrew Buck, PMP
(Mobile) (845) 837.9674 • (Office) (646) 825.3870
• E-Mail: dabuck@icloud.com
BUSINESS/TECHNOLOGY/STRATEGIC MANAGEMENT – PROGRAM/PORTFOLIO/PMO MANAGEMENT
Experienced business and technology leader with global experience in strategic technology investment/portfolio alignment. Built
and led successful teams using collaborative and consultative approaches to improve performance. Achieved organizational cost
savings while improving efficiency and revenue and increasing productivity.
INDUSTRY BACKGROUND
• Financial Services (Banking, Wealth Management, Investments) • Insurance (Property / Casualty, Life / Annuity)
• Professional Services / Consulting • Healthcare (Health Insurance, Managed Care)
CORE COMPETENCIES
• Operating/Capital Budget Management • IT Governance • Program Management Office (PMO)
• Project / Program / Portfolio Management • Organizational Change • Technology Portfolio Management
• Leadership, Team Building/Development • Quality Assurance • Systems Development Life Cycle
• Regulatory & Compliance • Performance Improvement • Infrastructure and Architecture/ITIL
• Best Practice Model Implementation • Application Development • Executive & “360” Communications
HIGHLIGHTS
• Authored "(Not) PMO-in-a-Can: Pragmatic Management of Strategic Initiatives" (ISBN: 978-1449968229).
• Delivered best-of-breed and strategic yet pragmatic processes and managed the entire scope of business and technology
solutions, ranging from Application and Infrastructure Development, Operations Infrastructure, Quality Assurance/QA,
Project/Program/PMO management, and Product Lifecycle oversight.
• Comprehensive global information technology background, and Project/Program/Portfolio management at all levels and on a
global scale.
• Created strong and collaborative global partnerships through extensive knowledge, experience, strategic mindset and excellent
communication and influencing skills.
• Experience across the entire technology spectrum that provides perspective from a variety of angles, resulting in more strategic
and actionable recommendations, solutions and insights.
EXPERIENCE
Morgan Stanley (10/10-Present)
Vice President - PMO/Chief of Staff – Capital Markets & Product Technology
Manage the PMO/technology delivery function for a 200+ person development/delivery organization in the Capital Market Products
space (Mutual Funds, Alternative Investments, Managed Futures, Retirements/Employee Contribution Plans).
• Manage overall technology investment for project and product roadmap. Tasked with the strategic change process toward final
staffing, organization, and operating model, including best practice implementation.
• Led strategic team that improved SDLC practices across technology across Technology & Data organization. This included a
comprehensive overhaul of business requirements process improvements, improved workflow efficiency, group competency,
and effectiveness of project delivery efforts.
• Created and led Project Management Community of Practice, improving organization learning & development opportunities.
• Managed key components of merger integration, including budget and staffing synergies.
• Portfolio Management of technology estates of 2 pre-merger entities to seamless target operating model
General National, LLC (2/09-10/10)
Managing Principal
Managing Principal for Global Professional Services Consultancy, specializing in Business Strategy, Process Alignment, Program
and Initiative Management, and PMO/EPMO establishment. Clients included:
• Bridgewater Associates (via Third Party) - Proof-of-Concept for delivering Quality Assurance Testing strategy.
• Credit-Suisse –established technology PMO practice to support Basel & Regulatory Initiatives.
Molecular, Inc., New York, NY (7/08-2/09)
Director, Program Management/Delivery
Created Program Management practice that delivered best-in-class project/program management oversight.

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• Implemented Program Management function that aligned multiple client projects into program-managed suite of initiatives,
including metrics, dashboards, and customer-facing communication.
• Implemented delivery changes that Improved customer confidence/client relationship, business retention and extended client
penetration.
• Refined and improved the proposal and estimation accuracy.
Thomson Reuters, New York, NY (4/06-6/08)
Global Program Manager
Established, staffed and managed globally-reaching technology practice supporting multiple divisions of major media and global
financial data/information provider (over 150 projects, including the alignment of US-based operations to global standards).
Managed staff of 10 Project/Program Managers with matrix responsibility for over 150 FTE’s/contractors; budgeting of $50M+
USD, relationship management between technology and business vertical owners (Global Head/C-Level); aligned business and
strategic objectives for several portfolios of technology/business investment. Managed financial governance, reporting and metrics.
• Successfully implemented improved delivery processes that reduced costs and improved delivery efficiency.
• Rationalized pre-merger entities into single operating model, including business and operational processes, staffing, and key
technology, facilities, and staff alignment.
• Implemented improved transparency and governance resulting in an 80% cost savings across technology investments.
• Delivered major technology investments in excess of $28M that created 24x7 resilient environments and positioned the
organization for continued capacity growth and market leadership for their Equity and Market Data reference databases.
Standard & Poor’s, New York, NY (8/05-4/06)
Director, Securities Division Project Management Office
Established Program Management Office supporting the Information/Data Services division of exchange/securities information
service provider. Directed business process oversight, long-range business planning and project governance for the division,
including the implementation of improved and transparent financial governance model that aligned technology investment with
clear business justification requirements.
• Developed/implemented a program governance model based on financial/business-case justification that reduced waste and
resulted in a 75% reduction in overall cost to the division while delivering several key initiatives in line with business strategy.
• Developed/implemented initiative reporting structure, including financial reporting templates, trend analysis, change
management, risk assessment/management, and tools supporting methodology implementation.
• Delivered best-practice program management process controls, change control aligned to strategic investment, and significant
improvements in risk management models and tools.
AXA Financial, New York, NY (2000-2005)
Manager, Development & Business Analysis
Managed Systems Development Group and Program Management, including staff of 25+ FTEs/Consultants (on-shore/off-shore).
Directed planning, impact assessments Implemented process change/improvement models, including utilization of Six Sigma and
CMMI.
• Managed Portfolio to provide transparent metrics, status, cost/schedule variances, program progress, planning and
financial/technology investment governance, initiative justification utilizing benefit/cost analysis, business case justification,
and strategic alignment.
• Successfully recovered and implemented a previously under-performing/schedule-delayed $40MM enterprise
Imaging/Workflow/Business Process application program of work. Results: Delivered promised headcount savings of 30%
within 2 years while delivering 20% YOY productivity growth and enabling relocation and collocation of staffing (near-
shore/off-shore).
• Achieved Sarbanes-Oxley compliance 1 year ahead of schedule by defining/developing/reinforcing departmental, corporate and
compliance standards, including developing IT organizational road map.
• Achieved savings of $20M over 3 years in reduced headcount, improved financial governance, and more efficient resource
planning.
• Developed and implemented Quality Assurance process that aligned with business requirements and development processes.
Result: Decreased overall defect ratios to Six Sigma levels.
• Implemented governance controls including improved release management, change management, enhanced risk management
and executive program-level reporting.

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Consulting Roles
Clients:
• Exelon Energy as PMO Project Manager
• Metropolitan Life Insurance, New York, NY as Infrastructure/Configuration Manager
• SmithKline Beecham, Philadelphia, PA as PMO Project Manager
Additional Experience:
• Guardian Life as Program/Project Manager – Implementation of FileNet Image Management Program.
• Aetna as Implementation/Program Manager – Enterprise-wide Sales Force Implementation; 20,000+ seat application
and platform rationalization effort.
• Independence Blue Cross as Project Manager – Implemented Vendor Management practice that included evaluation,
selection, and contracting of all technology purchasing, resulting in $500K save within first year.
• General Accident Insurance as Business Analyst – National Implementation of Workflow enablement solution that
reduced policy processing backlog, and cut normal policy processing times by 80%.
• Computer Sciences Corporation as Business Analyst/Training Specialist – Implemented technology training program
and user enhancement process for third-party administrator of 1,000,000 Personal Auto Policies in State of New Jersey.
SKILLS:
Project / Program /
Portfolio Management /
PMO:
PMI Book of Knowledge (PMBOK), Agile, SCRUM, Rational Unified Process (RUP) Feature Driven
Development (FDD); Mercury ITG Suite/HP PPM; Planview, CMM/CMMI, PRINCE2, ITIL, Six
Sigma, Lean Six Sigma; Microsoft Project/Project Server, CA/Niku Clarity, Microsoft SharePoint,
Jira, Bugzilla, Quality Center
EDUCATION: Villanova University (2004) - Masters Certificate in Project Management
CERTIFICATIONS / ASSOCIATIONS: Project Management Institute, PMP Certification (active)