Chris Melson

Architected a global Target Operating Model (TOM) spanning Engineering, Venue, and Support operations, securing C-level alignment to drive organizational transformation and optimize Revenue Operations (RevOps), reclaiming ~30% of Sales capacity.

Operationalized the TOM by enforcing an EU DORA-compliant Accountability Framework between ServiceNow and Salesforce, reducing customer escalations by 90% through Venue Ops upskilling, knowledge transfer, and revised Job Descriptions.

Directed Product Strategy for the Operations domain during the global FXall-to-Workspace SaaS migration, defining user stories for critical platform logging and tooling while driving cross-divisional operational readiness for 10,000+ institutional users on Azure.

Championed a Zero-Trust support architecture for the SaaS platform, implementing Identity Emulation via Azure profiles to enable secure data access while eliminating client-side network risks.

Embedded an AI-driven help ecosystem (Self-Service, Chat, Agents) directly into the FXall Workspace GUI, reducing case volume by 25% and slashing response times from 20 minutes to under 60 seconds.

Stabilized the FXI program's NDF (Non-Deliverable Forward) venue following a launch with no operational readiness, establishing 150+ auditable actions and governance runbooks to ensure market health without increasing headcount.

Appointed to lead the operational remediation of a $100M initiative to diagnose missed targets, assuming Product Ownership of the Operations domain to rectify fragmented requirements and, as a steering committee member, drove the strategic decision to wind down the non-viable broader program.

Selected by the CCOO to lead the post-merger turnaround of a 180-FTE global trading organization, reversing 40% attrition to 6% and restoring leadership stability while driving staff engagement scores to 85 (Glint).

Designed and executed a global operational hub strategy, consolidating teams from 13 fragmented locations into regional centers of excellence (EMEA, APAC, AMER) to strengthen Business Continuity Planning (BCP) and centralize talent development.

Dismantled organizational silos by unifying disparate systems into a centralized enterprise stack (Salesforce, PowerBI), establishing a single standard for customer issue management and operational data intelligence.

Innovated a proprietary performance measurement framework by creating novel metrics, specifically Mean Time to Acknowledge (MTTa) and Mean Time to Respond (MTTr), to replace ineffective legacy KPIs. This initiative slashed MTTa from 150 to under 10 minutes, MTTr from 300 to under 20 minutes, and Resolution Time (MTTR) from over 100 hours to under 20 hours.

Developed Experience Pulse, a strategic hybrid metric designed to align business partner NPS expectations with operational CSAT realities, driving reported satisfaction scores from the low 30s to the high 60s.

Established an ITIL-driven Post-Incident leadership framework to institutionalize Root Cause Solutions, mitigating multi-million dollar exposure by eliminating recurring trade anomalies and reducing execution failures from several weekly to near-zero.

Owned the risk and regulatory oversight for complex, high-impact customer complaints, presenting findings and remediation plans directly to the compliance board.

Leveraged Power Apps to reduce regulatory risk by implementing an automatic four-eye check for trade actions and automating the firm-wide data leak reporting process.

Directed a geographically dispersed team of over 110 customer-facing technical professionals, providing operational oversight across Desktop Support, Network Last Mile, and Market Data Operations.

Owned end-to-end customer incident management, including leading incident and post-incident discussions with executive and C-level representatives at customer sites.

Lifted customer satisfaction (CSAT) from the low 60s to the low 90s by implementing a data-driven operational strategy that improved performance and engagement outcomes through targeted hiring and optimized escalation paths.

Maintained high staff engagement (above 80+ Glint Survey) and low annual attrition (4% per year) throughout periods of significant restructuring and market uncertainty.

Supported the successful $27B sale to LSEG by executing key strategic transformation and M&A initiatives, optimizing efficiency by flattening the organization and increasing managerial spans of control.