RITA WEINBERG4 Pine Brook Drive, White Plains, NY 10605 Cell: 914-420-5368 rita.weinberg@rtxsolutions.com

Business-driven and results-oriented with a proven record of consistently delivering value by effectively integrating information management, technology, risk mitigation, and resource management.

Demonstrated ability to successfully manage complex technologies in diverse frameworks across business units. Successful in driving major transformation initiatives including reorganizations, benchmarking, and process re-engineering. Excels at workflow automation and optimization - adept at quickly adjusting to new priorities in a dynamic environment. Proven ability in defining program strategy, requirements definition, and managing project deliverables, and project timelines. Innovative leader in building, mobilizing, motivating and mentoring high-energy, solution-oriented teams to deliver results. Subject matter expert in all facets of software development life cycle (SDLC). Experience is divided between Fortune 500

financial services and consumer products firms and has encompassed roles as program manager, project manager, data architect, business analyst and developer.

FUNCTIONAL EXPERTISE

Sales & Customer Relationship Management (CRM) systems

Business Process Re-engineering (BPR ) Change Management strategies

Client-On-Boarding systems and procedures Project Management SOX and Regulatory Risk

Business Intelligence and complex data warehouses Business/Systems analysis Operational Risk

PROFESSIONAL EXPERIENCE

MORGAN STANLEY, New York, NY 2003 – 2009VP Operations Manager

Established the first offshore/near-shore application support practice for Finance IT. Offshore practice consisted of more than forty resources. Phase I yielded significant cost savings, improved customer service and higher productivity. Phase II provided for a revamped commoditized support strategy across Finance IT resulting in further cost reduction and improved Service Level Agreements (SLA). Researched and analyzed requirements, determined offshore strategy, selected vendors, presented business case to senior

management, and obtained funding. Successfully segregated application development from application support functions. Leveraging the ITIL framework for outsourcing methodology.

Created project scope definition with key stakeholders and team members. Divided project into work packages. Created project plan with deliverables and tasks.. Managed project schedule and budget. Identified and mitigated project risks. Developed communication strategy to stakeholders. Designed repository for performance metrics. Implemented system health check dashboard for development managers.

Successfully managed spin-off of credit card systems from Finance IT. Managed and coordinated Finance work streams involved in the spinning off of multiple corporate entities. This included

segregating the General Ledger, Accounts Payable, Accounts Receivable, Procurement, Payroll, Cash Management, Executive Compensation Accounting, Tax and Financial Reporting systems.

Decoupled financial systems and created parallel architectures for new entity. Set up transitional service agreements for ongoing processes.

VP Project Manager

Managed application development for a system that tracked investor holdings in a dynamic alternative investment area. Provided regional leadership and technical direction and project management for the project. Advised clients on technology investment including infrastructure, consulting, global staffing ,vendor selection and application development.

VP Global IT Operational Risk Manager

Managed the IT Operational Risk program for Finance, Human Resources, Corporate Services, Legal and Compliance, Market and Credit Risk IT. Responsible for defining the strategic approach to Operational Risk mitigation; created standardized practice and process across the heterogeneous IT environment.

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Partnered with firm IT risk areas, senior directors, area and technical managers, business analysts and application development groups to articulate requirements and drive agenda.

GOLDMAN SACHS GROUP, INC., New York, NY 2003Project Manager

Developed the roadmap that facilitated the successful migration of Operation’s resources to GS India. Initial scope included client on-boarding area followed by transaction processing and settlement groups. “Follow the sun” support model was proven and commoditized. Functioned as Project Management Officer (PMO) for the Middle Office Operations area. Analyzed requirements and devised new global workflow. Created process efficiency and regulatory oversight for the client on-boarding process. Designed implementation plan for the first outsourcing initiative for the Middle Office Operations area.

RTX SOLUTIONS INC., White Plains, NY 2002 – 2003Management Consultant

Provided management consulting services to small businesses in leveraging technology for marketing programs.

PEPSI-COLA BOTTLING GROUP, Somers, NY 2000 – 2002Project Manager/Business Analyst

Provided strategic planning, project management and business analysis in the development and rollout of a mobile selling tool for Pepsi bottlers. The handheld was used nationally by 40,000 sales representatives and delivery drivers. Designed and presented financial business cases, buy vs. build analyses, cost benefit analyses, process flows, and project plans to senior management. Analyzed and evaluated the feasibility of using business intelligence tools as the query and reporting process for a redesigned

customer information system. Analyzed and mapped bi-directional end-to-end data flow. Ensured data quality and timely information transfer with newly designed system architecture, current databases and data

warehouse applications. Analyzed and documented logical and physical enterprise data models. Addressed data reuse alternatives. Investigated functionality of off-the-shelf mobile field force automation, mobile route accounting, mobile customer relationship

management systems and Siebel Systems. Researched and documented functional gap analysis and performance hurdles. Devised the integration testing strategy for the new handheld with current upstream and downstream systems. Designed the user

acceptance testing (UAT) methodology for the handheld implementation. Presented methodology to managers, data base administrators (DBA’s), and developers. Trained the testing group in the accepted UAT procedures. Functioned as principal liaison for problem resolution during the multi-phase testing cycles.

Partnered with multiple groups of users and developers to create the requirements for a re-designed web-based handheld administration system. Enhanced system to streamline process for problem resolution during handheld host synchronization phase.

Researched, designed, developed and implemented a database that tracked and prioritized the diverse business requirements that were gathered from the current heterogeneous selling processes. Designed requirements dashboard that provided management with a common view and an alignment of accepted system requirements. Requirements database served as the key dashboard for Steering Committee decisions.

KRAFT FOODS, INC., Tarrytown, NY 1995 – 1999Project Manager/Business Analyst

Spearheaded the introduction of Business Objects as the common access tool for Kraft’s enterprise data warehouse strategy, tracking one billion in advertising billings. Hands-on manager responsible for all phases of project including budgeting, planning, vendor selection, and staffing. Managed requirements definition, data base design, testing, implementation and deployment strategies. Researched requirements, and designed Business Objects universes. Developed Business Objects data movement and aggregation strategy for performance optimization. Created best practices for Business Objects report development. Designed and developed application security protocols. Conducted ongoing code reviews and performance tests. Managed production and test environments for Business Objects software. Established quality assurance (QA) protocols for promoting changes to production. Designed standardized and ad-hoc reporting standards. Created training for product managers, development managers, application developers and financial controllers.

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Managed a professional programming staff of four in the development of the first client-server application deployed at Kraft Foods. This system tracked $1.0 billion in corporate expenses, and was used as the basis to pay the Kraft Foods vendors.

MORGAN STANLEY, New York, NY 1994 – 1995Consultant

Streamlined the overall compensation process for the Human Resources Information Systems area. Redesigned and implemented the worldwide compensation reporting databases using both mainframe and client-server environments.

LEHMAN BROTHERS, INC., New York, NY 1991 – 1994Project Manager

Managed nine professional programmers in the analysis, design, implementation, and maintenance of the Sales Credit System. This reporting data warehouse provided trading desks and sales and product managers with the tools to forecast future business opportunities, pinpoint key clients, measure product performance on a global basis and identify product trends. Rewrote the sales credit allocation engine which reduced mainframe batch cycle from thirty-two to two hours. Created the operational and reporting data stores, which functioned as a twenty-four hour global repository containing two million

records for Lehman's multi-system trading information.

Prior to 1991 held several technical positions for Fortune 500 companies.

EDUCATION & PROFESSIONAL ORGANIZATIONS

Project Management Professional (PMP) Review- PMBOK® areas of knowledgeProject Management Institute (PMI) - preparing to take PMP certification examFinancial Risk Management- New York Institute of Finance ITIL Foundation

MBA - Baruch College - concentration in Computer Science and MarketingBA - Rutgers University