analyst

consultant

vice president

senior consultant

senior analyst

Northern Trust Corp.

•	Developed system standards, architecture, scenarios, detailed screen specifications and documented logical and physical data model.
•	Designed and implemented tables, functions, stored procedures and triggers in SQL Server 2008/2012/2014 Participated in gathering user requirements and System Specifications.
•	Extensively used Joins and sub-queries for complex queries involving multiple tables from different databases.
•	Deployed packages to SQL Server and file system in 2012 and also used the new Project based Deployment introduced in 2014 SQL Server Data Tools (SSDT) to deploy the 2014 packages. 
•	Involved in Performance Tuning and query Optimization.
•	Created PL/SQL scripts to extract the data from the operational database into simple flat text files using UTL_FILE package.
•	Assisted in production OLAP cubes, wrote queries to produce reports using MS SQL Server Analysis Services (SSAS) and Reporting service (SSRS).
•	Designed SSIS Packages to extract, transfer, load (ETL) existing data into SQL Server from different environments for the SSAS cubes.
•	Involved in Analyzing, designing, building &, testing of OLAP cubes with SSAS and in adding calculations using MDX.
•	Involved in creating Star schema cubes using SSAS.
•	Created and Managed OLAP Cubes using SSAS.
•	Creation of database objects like tables, views, materialized views, procedures and packages using oracle tools like Toad, PL/SQL Developer and SQL * plus.
•	Extensively used bulk collection in PL/SQL objects for improving the performing.
•	Created Datasets in T-SQL, stored procedures for SSRS.
•	Created Parameterized reports, linked reports, Cross-Tab reports, Drill down reports & Summary reports by Using SSRS.
•	Created multiple cubes in a database solution with multiple facts in a single cube with shared dimensions.
•	Created hierarchies, partitions and perspectives as and when required based on the complexity of the cube.
•	Developed ETL's using transformations like OLE DB Source, OLE DB Destination, Derived Column, Data Conversion, OLE DB command, Slowly Changing Dimension, Union All, Script Task, Flat file Source, Flat file Destination, Conditional Split.
•	Developed Event Handlers for executing Stored Procedures and storing the rows Inserted, rows Selected, rows Rejected, rows Updated and rows Unchanged in appropriate SQL Tables.
•	Using Checkpoints in packages to enable the package to run from the point of failure.
•	Prepare documentation related to database design, objects security and rules.
•	Involved in Performance Tuning of SSIS Packages, reports, Views, Stored procedures using SQL Profiler and Tuning Advisor improving performance and scalability. 
•	Migrated Databases from MS SQL Server 2008/2012/2014 R2 to Microsoft Access using SSIS.

•	Involved in Requirement Analysis, ETL Design and Development for extracting the data from various sources like Oracle, VSAM files, Flat files.
•	Responsible for developing complex Informatica mappings using different types of transformations like UNION transformation, LOOKUP transformations, Router, Filter, Aggregator, Expression and Update strategy transformations for Large volumes of Data.
•	Developed mappings to load large amount of data from different sources to staging area, mappings for load the data from staging area to Dimension and Daily/MonthlyFacts.
•	Implemented slowly changing dimension Type 1 andType 2 for Change data capture.
•	Developed Health check processto do post load validation.
•	Responsible for Defining Mapping parameters and variables and Session parameters according to the requirements and performance related issues.
•	Created sessions, configured workflows to extract data from various sources, transformed data, and loading into data warehouse
•	Analyzed Source to Stage and Stage to Target mapping document based on Facts & Dimensions and validating the DDL, Counts, Not Nulls, Duplicates, PK & FK validation, business rules to be applied on target tables.
•	Tested loading of various source data (IM, ST, ALS, RMS, Loanserve) to Pre-Staging, Staging, Data Store, Dimensions Facts target Oracle systems.
•	Involved in creation of Test Plans, Test Cases, and Test Execution based on mapping specs to validate the platform data.
•	Used TOAD for Oracle in creating & executing SQL queries for testingETL process.
•	Tested Full load & Incremental load by entering the sample test data to couple of entities and making sure Inserts & Updates of loading the data is done correctly.
•	Validated Type II SCD for loading current and history of Customer, Instrument, Address, Dealer, Product dimensions based on the natural key.
•	Used Quality Center 11.0 as test management tool to manage and organize Requirements Coverage, Test Cases, Test Scripts and Creation of defects.
•	Followed Defect management life cycle and raised the defects based on priority and severity level in QC.
•	Prepared Traceability Matrix for each entity and marking down Test requirement, Test Head line, Actual result & Expected result.
•	Implemented Iterative and Incremental Agile - Scrum Methodology for rapidly changing or highly emergent requirements and following parallel development and testing

Northern Trust suffers from a significant culture problem. Despite what the branding says, innovation and risk taking are not in the company's DNA and are, in many cases, actively discouraged. Technology lags 5-10 years behind the curve, even within the industry. There is no drive for or importance placed on excellence in any arena - "just okay" is often the norm. Again, despite the platitudes offered by the company's branding, the corporate culture almost disincentivizes working outside of defined job roles to improve the enterprise.

There is only one prevailing focus in the company and that is on generating positive quarterly earnings statements. The only pervasive goal within the company is meeting or exceeding ROI targets. Keeping costs low is the primary driver throughout the company, which ends up begetting the issues with lagging technology and generally leads to poorly executed or unfinished projects.

Employee engagement does not extend past a yearly survey and employee development is non-existent. The general solution to poor project performance is to add more layers of management rather than address resourcing problems or adjust approach to be more practical. The excessive layers of management lead to an abstraction of real issues and concerns between actual project performance and senior management. Reorganization occurs constantly as senior management shuffles between approaches and different roles in the company. This creates inconsistency and misalignment from year to year in terms of priorities and direction.

While the compensation is generally on the low side for the industry, Northern Trust's work/life balance options go a long way towards making some of that up. There are flex schedule and work from home options available to most employees. Benefits are generally good, although they have been scaled back somewhat recently. Very few companies offer a pension anymore, but Northern does.

I am a former employee of Northern Trust, this is the last company I have worked at, I left in March.  

My experience with NTRS was not gratifying to say the least. It is a highly regarded company, but as to why I still have no idea. Their business model has changed drastically in response to continually low interest rates. Much of the operations side of their business is now being outsourced to India (which it already has been for some time but now will be in a greater capacity) and now Malaysia. Operations is an integral part of how trust and investment accounts are set up for clients. Many of the partners in Chicago I have worked with were still unclear about processes and procedures that are vital to the success of this company. If someone here does not fully understand the job they are doing, how can they expect an individual overseas to fully grasp such crucial concepts? It didn't make sense to me and is part of the reason I left. I had to go back and forth with partners on a daily basis to have things done in the correct manner. Management does not seem to understand the concept of continuity. Issues such as this have been brought to their attention and overlooked or disregarded on numerous occasions. Yes, it does make sense to operate at a minimum cost, but what is the "real" cost of doing business that way? I foresee financial losses to NTRS's bottom line in the very near future when  their new business model is fully in place.NTRS does have good benefits and what you do will  more than likely pay well. That being said, if you are satisfied with the status quo, than this company is right for you. If you expect more of yourself, I would avoid this company at all costs, also   If you are interested in this company do not count on job security. Their business model will decrease the  security of any position held. This is my opinion based on experience. The rating I gave is more than liberal as well. 

•	Responsible for Study, Analysis, Design, Development/Customization and Testing/Debugging of the application.
•	Developed various Complex Queries, Views for Generating Reports. 
•	Written Shell Scripts, control files to load data into staging tables and DW tables.
•	Prepared final design documents and general instruction to follow during development. 
•	Used constructs such as BULK COLLECT, FOR ALL to reduce context switching while using collections.
•	Fine-tuned the SQL queries using Explain Plan and applying appropriate hints and indexes. 
•	Using SSIS built high performance data integration solutions, including extraction, transformation and loading (ETL) packages for data warehousing.
•	Created PL/SQL program units to include DML, DDL statements using Dynamic SQL.
•	Extensively worked on developing KORN shell scripts for scheduling the jobs using Cron jobs.
•	Involved in writing data Migration scripts/create table scripts to load data successfully from old schema to new structured schema.
•	Implemented Autonomous transaction and Distributed transaction processing in PL/SQL, Non-Distributed transactions, Distributed transactions, Remote transactions.
•	Developed and testing of various Reports (10g) and associated Forms (10g) using Oracle Developer Suite 10g.
•	Fixed customized dashboards in the charts and associated with the slider control using Interactive reporting.
•	Experienced in performing database export/import activities for core data.
•	Analysis of customer reported issues, which could be a code issues, Data fix issues, performance issues, setup issues, functional issues or an RDBMS issue.
•	Developed Test Plans and participate in Unit testing, System testing, thru production implementation.

In my most recent role I do not have a typical day. The most occurring duty for me would be client inquiries. These are queries from my existing clients, they usually consist of reporting questions, or valuations related issues. My clients also reach out when they are going to try and get into something that they have not performed in the past and want a walk through of what the process involves (steps, documentation, time line and parties involved).

Because I am often on boarding new clients or implementing new projects I am often in different phases of these things with different clients at the same time. 
As an example,
Tuesday AM:
I maybe on a call with internal and external operations managers discussing a new fund launch for an exiting client ,this would include gathering information such as what products are in scope, what third parties will they be using, initial funding amount, currencies to be traded in and time line of how soon they are looking to get off the ground.  

Tuesday Afternoon:
Have discussions with an internal sales team on what client is in the pipeline next and scoping out potential service offering, this would include getting volumes, products, FTE impacts.

Tuesday Afternoon:
Assist internal teams perform new systems upgrades and testing and review results before requesting internal signoff on project. Usually have a daily testing call with internal and client operations team to go over results and explain UAT reporting. 

I also assist my team member on general queries that they may have. Provide updates to senior management on progress or bumps along the road.

I really enjoyed workjing at The Northern Trust Company over the past 7 years that I was employed there.  I managed our Financial Budgeting System which was written in-house in Mainframe Focus where I was responsible for performing a total re-write of the system, systems maintenance, systems security as well as the Disaster Recovery Plan.  As time went by I became responsible for the FAP or FIxed Asset Planning System which was a GEAC (Infor) mainframe platform then G/L month-end, quarter-end and year-end close/open procedures.  I worked on a team that started out with 9 people but because of conversion to PeopleSoft my immediate team shrunk but with the creation of a new multi department division grew in other aspects.  I became part of a Global IT group that supported Financial Applications for the bank world-wide supporting countries in the Netherlands such as, Sweden, Asia, China, Japan, Hong Kong, and the UK, London, Guernsey, Jersey, Ireland and Australia as well as many others.   

We had a lot of fun as well as hard work. We often had parties and outings throughout the year as well celebrating different achievements such as successful project completions, retirement parties and promotions.

The position I held could be very demanding at times.  We all worked many hours way beyond the normal 9:00 to 5:00 job a lot of positions call for.  But it is the nature of systems support to be on-call at all times just in case there is a systems problem some where.   

It is a high energy environment, very upbeat and motivating.  I enjoyed working with everyone very much.  Especially our partners across the globe.  It was a very interesting place to work, never boring, where I was always learning something new.

3 stars only because the main offices in Chicago are substantially better than Tempe as far as overall culture, relationships and  management. 

Pros-Overall great place to get in just to learn the business, make good mentor and contacts. Great benefits and decent pay. Bonus at the end of the year-max 10% for management, 5% for staff. Business Resource Councils are great! EAP, STD, ltd benefits are great as well. Tuition Reimbursement. 

Cons-Tempe is a new sight for the organization and has had a very rocky first few years. Over promised and Under Delivered. Management dangles carrots of opportunities that will never happen. Claim they want to build a new culture of innovative thinking, employee engagement and development, but stifle ever idea you have to make things better. All growth and opportunities that were promised are not available. They tend to hire for one position/job description and then when you start it's a totally different job. Management in Tempe is too busy competing with management in Chicago that there is no cohesiveness or structure. Stay on your toes because everyday a plan changes based on who decides to step in and throw their weight around. Have had 7 org changes in less than 3 years. Lots of Executives stepping down and moving on. No job security, every week the message is do more with less, be grateful you have a job, cut cost and try to send work to offices abroad rather than hiring in the states to save money. Prepare to be a viewed as a widget producing number and nothing else.

I was at this company for more than 10 years. My personal experience is based on the department I worked for, the people on the team, and what kind of Director or Manager I had. If you have a manager that believes in you, appreciates your contributions, and promotes you (which I had for the majority of my time there), then it's a fast-paced, challenging and rewarding environment. 

As with any job, if your manager doesn't appreciate what you bring to the table or even bullies you, it's time to make a move. I found this out the hard way. My new manager was hired from an outside consulting firm, and was most likely brought in to restructure the department. Hindsight is 20/20. I experienced abusive and bullying behavior and so did some of my colleagues. This included humiliating people in public, making critical remarks about to key stakeholders, displaying anger towards employees in private meetings, and being just plain rude. When team members, like myself, went to Human Resources for advice on how to manage the situation, help was no where to be found. Therefore, I really felt abandoned and that the values and the mission of the company had changed for their own purpose.

Northern Trust is a non cutting edge place to work.  Managers are friendly but have no idea how to incentivize performance.  As such when top people do go above and beyond they are not rewarded. 
Leads to high turnover of the best talent.  Compensation is currently not market.  Groups have literally had to stop targeting things like Big 4 accounting experience because they see no interest.  Systems are for the most part antiquated and bad.  Project teams use outdated methodology for builds (multiple layers of oversight, multiple consultants and project managers on projects that only have one or two developers or SME's, no agile development at all,etc.) so nothing is ever seen through to completion and any effort to modernize systems and process goes nowhere.  Their are too many people who have spent their whole career there and have no idea of advancements in systems, integration strategy, products management, product development, etc. over the last 20 years outside of the NT bubble.  Basically their are many common sense ways to solve for their internal deficiencies and meet client needs but instead of doing what makes sense they always seem to take the path of most resistance to do anything.  Not a good way to run a business.

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Analyst 18 salaries reported	$77,722 per year
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