Dan Partridge
About Me
I work with senior leaders in capital markets and fintech to fix IT‑business delivery friction. My focus is aligning technology with strategic goals to protect revenue, restore control, and rebuild trust.
Over 20 years I’ve led global teams, cut millions from IT costs, and unblocked high‑stakes programmes in payments, banking, and trading. I’ve been the person executives call when delivery is stalling, risks are rising, and clarity is missing.
Recent results include $1.5M saved in automation build costs, $1.3M cut from IT operations run‑rate, and $220M unlocked through vendor renegotiation.
Education
University of Strathclyde 1994
MEng, Manufacturing Sciences and Engineering
Manufacturing Sciences and Engineering - applying engineering, materials science, and process expertise to design, optimise, and scale efficient, high‑quality production systems.
Work & Experience
FIS 11/11/2020 - 06/27/2025
Interim CTO – Digital Transformation (Senior Director IT Systems)
FIS is a global FinTech company with annual revenue of $7.81Bn (2024), providing services in payments, banking and capital markets, employing over 55,000 staff. • Reduced the IT build cost of automation by $1.5MM for FIS Digital Transformation business, enabling revenue of up to $10MM. • Co-owned technology roadmap and release prioritisation with programme and product leads, ensuring cross-functional delivery accountability. • Directed enterprise-wide digital transformation strategy across operations and technology, aligning automation initiatives with group-level objectives and reporting into senior leadership (CTO/COO). • Collaborated with finance and programme leads to resolve productivity shortfalls and protect revenue streams. • Directed cross-functional teams of 30+ engineers, ops specialists, and product owners across India, UK, and North America. • Reduced the global operational cost base by $1.3MM for FIS Merchant Solutions (Worldpay) business during 2021 through automation of compliance reporting, platform support and client-facing service processes. • Built and scaled intelligent automation platforms leveraging AI and cloud technologies (AWS, Azure) to remove operational friction across global servicing teams. • Improved client experience through simplified support journeys, enhanced platform availability, and automation of client-facing operational tasks. • Worked across internal ops and external engineering teams to stabilise platform migrations; led defect triage, backlog prioritisation, and partner coordination. • Championed client voice in solution design and service delivery. • Successes included automating transaction capacity reporting, removing operational manual workarounds from the support teams and providing auto failover capabilities for core platforms through scripting and other solutions. • The automation platform built on AWS and Azure cloud solutions to provide seamless integration with corporate systems.
Worldpay 11/11/2019 - 11/11/2020
Acquiring Platform Acceptance Lead (Executive – Interim)
Worldpay was a payment processing company. It was acquired by FIS in July 2019 for $43 billion • 18 months consulting support for Worldpay executives on operational readiness risk and IT Operational effectiveness. • Worked on digital tooling and platform availability across web and mobile channels, with accountability for release cadence, defect triage, and user-impact remediation. • Owned executive reporting on platform availability, delivery cadence and service-level resilience for digital banking tools. • Delivered risk assessment and IT Ops sign-off for multiple merchant migration waves, achieving zero incidents. • Created a focused solution delivery team to resolve financial reporting gaps post-migration. • Refined backlog management and prioritised engineering fixes for high-impact defects in production. • Advised executives on operational readiness and coached support leaders on change and incident management best practice. • Risk was reduced to 0 incidents during each successive wave of migration.
HSBC Global Private Banking: 08/06/2018 - 07/10/2019
GPB Digital Service Availability Manager (Executive - Interim)
HSBC Global Private Banking is part of the Wealth and Personal Banking division within the HSBC Group. They provide private banking services to wealthy individuals and families including billionaires as well as multi-millionaire business owners, entrepreneurs and investors. • 12 months consulting on service management best practise and development of scalable support model for the renovated digital products. Specifically focussed on interface between agile product development methods and service management operations. • Served as strategic advisor to CTO & COO, delivering executive reporting on service quality, platform resilience, and agile delivery risks across Europe and North America. • Created a new Service Availability function bridging DevOps and Group Service Management for HSBC’s Global Private Banking. • Delivered a scalable support model for new digital platforms, serving clients across Europe and North America. • Supported digital operations for HNW and UHNW clients across Europe and North America.
Morgan Stanley 03/05/2007 - 04/25/2018
Executive Director
Morgan Stanley is an American multinational financial services company operating in over 41 countries with more than 75,000 employees and revenues in excess of $59.8Billion (2021) • Led the Production Support contribution to vendor consolidation across QA & Support functions resulting in a $220 million save over five years. • Created the initial Request for Proposal document for Production Management which was submitted to competing vendors, laying out the current operating state and future requirements for the contract. The scope involved 2500 vendor personnel across multiple service schedules. • Played a key role in vendor selection and Task Order negotiation, delivering expertise from Production Management experience. • Identified operational gaps such as consistent Problem and Incident Management and Location strategy across the department. • Described the future Target Operating Model for Production Management at Morgan Stanley and has since been implemented. • Responsible for provision of trading system application support services across all Morgan Stanley trading locations. With financial responsibility for a budget in excess of $9million to provide a consistent and high-quality IT service. • Increased the breadth and depth of coverage provided by the team from 9 staff in Q1 2009 to 40+, in NY, Hong Kong and London covering L1/L2 support for the FX businesses. • Implemented ITIL based processes, maintaining consistent escalation of support issues, incident and problem management expertise and management reporting. • Managed a number of necessary development projects with up to 30 additional staff delivering the remediation of legacy front office systems, trade volume capacity expansion development project. • Delivery of a Front to Back test environment. These activities saved $5-10million in developer and infrastructure costs.
Portfolio
