Agnes Glowacki
STRATEGY & PLANNING • EXPENSE & PROJECT MANAGEMENT • FINANCIAL ANALYSIS & REPORTING
New York, NY
Seasoned business professional with exemplary interpersonal skills as a leader and collaborator. Career record of driving significant internal and client business returns through strategic vision and meticulous, results-oriented execution. Unique experience and proven ability in driving change management during complex integrations.
Process Improvement • Strategic Sourcing • Corporate Finance • Cost Control • Vendor Negotiation • Financial Modeling • Supplier Rationalization • Business Analytics • Client Management • Mergers
Work Experience
Vice President, Americas Chief Operating Office (COO)
October 2011 to Present
Americas representative of the COO office with oversight and delivery of Global Procurements strategy and agenda
• Partner with Chief Procurement Officer (CPO) to perform budget and headcount management, talent management, space planning, compliance and audit support, analytics, management reporting and town hall presentations
• Manage all COO related interests of the Corporate Investment Banking & Wealth Management division to ensure that agendas, priorities and service delivery expectations are aligned and met
• Deliver on the One Barclays agenda for the Americas post a complex integration of Global Procurement team comprising 500 employees worldwide
Vice President, Strategic Sourcing Manager
December 2009 to September 2011
Collaborated with internal stakeholders to achieve purchased services savings in Corporate Real Estate categories
• Led Americas tender process in establishing a Preferred Supplier List for Architecture, Project Management, Cost Management, MEP Engineering, and Environmental Engineering services
➢ Performed comprehensive due diligence on vendors via internal spend analysis, industry research, internal customer and external SME inputs to determine candidates
➢ Managed entire sourcing process of 5 tenders consisting of 43 suppliers. Developed questionnaire and criteria yielding a robust evaluation and recommendation to senior stakeholders. Led interviews for prospective suppliers with key internal stakeholders to evaluate fit, culture and business needs
➢ Delivered 21 new supplier relationships meeting all legal, commercial and regulatory requirements of the firm
• Regional lead on two highly visible global tenders, for the provision of carpet and office furniture within Barclays Capital, Wealth and Global Retail Bank locations; Realized savings of $3.5M over 3 years on carpet and $20M on office furniture
• Led sourcing process for new print collateral supplier, resulting in savings of $366k, or 46%, annually
Assistant Vice President, Integration Project Manager
October 2008 to November 2009
Managed a large scale and complex integration project relating to the assumption and assignment of 1,300 vendors and 3,500 contracts from Lehman Brothers Holdings Inc. as part of the US asset purchase agreement in September 2008. Managed an Associate and an AVP
• Developed and implemented a "cure" payment process, satisfying outstanding supplier obligations of $240M and generated $1.9M in savings by performing due diligence on questionable cure suppliers
• Managed project governance, project status management, issue identification and resolution, and cost analysis
• Completed orderly transition of 90% of suppliers within 3 months time, significantly enhancing Barclays ability to operate the US business and service its clients
• Partnered with internal and external legal counsel on complex bankruptcy issues while supporting ex-Lehman counterparties regarding supplier dependencies as obligated by the bankruptcy court through a Transition Services Agreement (TSA)
Assistant Vice President, Global Expense & Demand Management
April 2007 to September 2008
Acted as an internal consultant with responsibility for identifying and implementing cost and spend reduction initiatives and process improvements across front, middle and back office. Collaborated with functional expense line owners (ELOs), divisional CAO/CFOs and sourcing members to identify cost control/efficiency opportunities and assist in the generation of creative solutions. Managed an Associate and an AVP
• Performed economic modeling/analyses such as trend & variance, cost/benefit, operational and statistical type analyses, incorporating marketplace best practices
• Partnered with Investment Management Division on a Market Data premium platform desktop substitution pilot, achieving an estimated annual savings of $3M
• Managed Non-Real Time Data rationalization effort, employing a third party who performed contract review and recommended cost management and savings strategies, resulting in $2M savings
• Aligned with ELO to drastically reduce internal, non-client-based travel expense by 50% in US and 20% in Europe/Asia by implementing a rigorous pre-approval process and re-engineering the on-line travel system for streamlined reporting, tracking to meet $9M in targeted savings
• Reviewed and challenged firm-wide Corporate Events spend with senior executives
Senior Financial Analyst, Strategy & Planning
July 2003 to March 2007
Managed planning and execution of the Bloomberg annual budget and forecasts (revenue $4B/expense $2.5B)
• Owned the entire budgeting life cycle by developing the planning calendar, tools and templates, departmental input guidance, financial and operational reviews, and consolidation
• Validated budget estimates and proposals using cost-benefit analysis, assimilating financial data to support business decision making, specifically in challenging cost commitments and identifying areas for cost efficiency
• Collaborated with senior management and other corporate functions to ensure annual operating plans aligned with and reflected overall goals and growth
• Prepared final budget presentation for distribution to the Executive Committee and Board of Directors
• Re-engineered the budgeting process from an outdated Excel solution to Hyperion based system for efficiency, data traceability, information security, and data integrity, reducing the planning cycle by six weeks
Financial Analyst, Financial Analysis & Reporting
September 2000 to June 2003
Prepared key areas of the monthly business/financial report for Bloomberg, including financial commentary on performance in the key financial highlights, monthly comparisons, and operating expense analysis
• Responsible for Flash Reporting and associated commentary
• Assisted in Five-Year forecasting of Income Statement, Balance Sheet and Cash Flow Statement
Financial Analyst
December 1998 to August 2000
Member of the finance team supporting the lifestyle and entertainment media conglomerate
• Prepared annual budget, quarterly forecasts, and budget performance reports for all departments
• Responsible for all aspects of general ledger software including journal entry processing and report development
Staff Consultant
June 1997 to November 1998
Provided support on engagements related to business disputes, litigation, and regulatory compliance
Boston, MA July 1998 - November 1998
• Performed a market conduct examination of life insurance company
• Responsible for determining whether misrepresentation and/or other violations may have occurred in sales situations
Washington, DC & Princeton, NJ June 1997 - June 1998
• Provided asbestos claim management support to companies with asbestos liabilities, including processing filings, assessing reasonableness of data, applying liabilities to insurance coverage and generating statistical and other financial reports
Education
Bachelor of Science in Business Administration
May 1997
Additional Information
PROFESSIONAL / PERSONAL DEVELOPMENT
Project Manager, Gender Diversity Initiative January 2011 – December 2011
Tasked with developing a best in class Gender Diversity Program for Barclays Capital infrastructure group. This was a priority initiative, actively supported by senior executives with commitment to delivering change in 2011
• Developed program governance model, individual diversity business plans and an organizational structure with 5 relevant work streams
• Managed Steer Co meetings, monitored progress of business plans and communicated progress to executive forums
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