Confidential

Responsible for organizational daily operations of the TechQuest portfolio of enterprise programs and services, event planning and management, sponsorship solicitation, business and investor development and relationships, and staff employee supervision. Accomplishments include re-engineering business processes and technology architecture, increased event revenues by 200 percent from the previous year, established a basic Customer Relationship Management system that increased contacts and outreach by 300 percent, and managed the re-branding from the Technology Council to TechQuest and upgraded associated marketing collateral. Also established a weekly eNews update to all constituents, upgraded TechQuest web site to capture management reports, helped manage an RFP process for a consultant for the Pennsylvania Health Information Exchange, and coordinated the first Pennsylvania Infrastructure Summit attended by 3 cabinet secretaries, 10 CEOs, and more than 360 guests.

Confidential

Managed a portfolio of 25 business and information technology programs and projects related to the Spring Grove, PA facility. Acting as a mentor, coach and change agent, trained Project and Program Managers on organizational processes based on Glatfelter's implementation of Kepner Tregoe's Project Management methodology. Built solid relationships at various levels throughout the organization to enable change and to develop cross-project synergies. Held strategic planning sessions, created detailed project plans, facilitated lessons learned reviews, monitored overall project status, maintained executive dashboards, reviewed benefits realization, and conducted potential problem analysis.

Confidential

Designed and implemented an internal IBM quality assurance program to proactively monitor interim project deliverables to meet Service Level Agreements. The early warning notifications generated from this program helped senior business area managers prevent delays in delivery which would result in financial penalties. Created various management reports used to communicate schedule and progress across the organization and reengineered executive dashboards for high level management communication. Acted as a change agent and primary relationship manager between U.S. and off-shore teams. Reduced non-compliance of required system updates by 100 percent.

Confidential

Using existing Microsoft Office applications, created a suite of office automation tools to help track toll booth activities, including collections and personnel performance. Worked with the director on a number of external and internal executive presentations and reports. Created the basis of a communications and ideas exchange program with the Florida Turnpike Enterprise.

Confidential

Responsibilities for this 100M contract included: preparing and maintaining the project budget, evaluating weekly burn rates, reviewing timecards, preparing monthly financial reports, presenting financial data to both Deloitte senior leadership and the client, managing A/P and A/R functions, preparing client invoices, writing contract correspondence, negotiating subcontracts and establishing vendor relationships, managing the project plan, reporting on status, maintaining facilities and controlling associated operating expenses. Implemented program management office structure and procedures, including a deliverable tracking system. In addition, worked four months on a special project which recovered 400k in unbilled expenses and services from a previous contract.

Confidential

Managed the Program Management Operations for a large scale Enterprise Resource Planning project implementing SAP R/3 for the U.S. Navy. Responsible for the overall project schedule and Cutover Plan, issues and scope management, and coordination of all project deliverables. This also included maintaining the project's data repository and implementing configuration management tools and practices. Worked with subcontractors and helped manage vendor relationships. Acted as a primary liaison between project teams and Navy leadership.

Confidential

Supported a 200 member technical team's implementation of workflow and imaging systems for the Department of Defense. Created technical manuals, documentation, project reports, tracking projects and general office management duties. Worked with computer analysts and programmers to gather the necessary information in creating technical user manuals by executing on-line programs, and usability testing.

Confidential

Worked as the lead analyst on a technical team responsible for evaluating the Pennsylvania Department of Labor and Industry's need for a web-based electronic document, artificial intelligence and object management system. Evaluated business processes and worked with functional areas to have an in-depth understanding of the customer's business needs. Acted as a liaison between the technical staff and the customer's functional users. Worked and managed vendor relationships and subcontracts for the project.

Confidential

Responsible for working on the organization's efforts for internal process improvement and CMM Level 3 certification. This included maintaining organizational standards, managing quality audits, leading weekly meetings, and coordinating all process improvement activities. Developed and maintained an organizational web site as the primary tool to inter-group communication. The EDS Federal Process Assurance Organization assessed the organization as operating at a Level 3 capability in August 2000.

Confidential

Responsible for the company's employee communications program and supported media relations, community and public affairs programs. Primary responsibility included writing, designing and publishing the weekly employee newsletter. Coordinated the scheduling, writing, design and production of the quarterly community relations newsletter with a third party vendor. As a requirement for this position, assigned media relations duty on an on-call schedule. Also represented the company at public meetings.