SUMMARY:

• Successful, hands - on program leader, manager, communicator, and mentor. Strategic initiatives and programs delivered on schedule, budget, scope, quality, and customer expectations. Directed and managed IT teams of 90+ with budgets ranging from $200,000 to $110M.
• Utilize deliverables based technology strategies for staff development and delivery of customer based services. Proven track record in adherence to funding, scheduling constraints, contractual commitments, and staffing requirements. Annual department budget development.
• Proficient in best practices, methods, and processes, necessary to improve the capabilities and efficiencies of customer satisfaction to increase profitability.
• Inspire trust and credibility while establishing close working relationships with executive management, stakeholders, vendors, and customers. Accomplished in building, developing, and directing teams in global virtual organizations.
• Excellent communication skills, both oral and written. Able to prioritize, multi-task, and maneuver between mission critical priorities, multiple demands, and quickly change direction.
• Management of IT Governance Risk and Compliance: currently studying for my CISA, highly experienced with internal and external auditing of enterprise information technology, financial IT audits, security provisioning, segregation of duties, re- of access, system administration, personally accountable for the development and maintenance support and schedule for all IT policies, standards, procedures, documentation and deliverables for the IT enterprise, created solution for a document repository, ensuring that all aligned to the business goals/requirements, the IT strategic plan, based on leading global standards including Cobit 4.1 controls, NIST security, CIS security controls, GITC, ITGC, SANS 20, ISO 27001 & 2, and SOX to meet all legal and regulatory requirements, internally the business goals were to have the best corporate security while keeping data usable, reliable, and available
• IT Program Management with associated deliverables: charters, statements of work (SOW), work breakdown schedule (WBS), initiation, business requirements development, functional requirements translation to technical specifications, design, build, requirements traceability, testing (unit, master, integration, end-user acceptance, stress), implementation,, go-live, post production support, operational maintenance, program closeout (post-mortem, lessons learned, compliance auditing), creating/responding to RFI, RFQ, RFP
• IT Resource Management: manage virtual, internal, external, matrixed, cross-organizational, on-shore, near-shore, off-shore, multi-site, mixed vendors, outsourced, global teams; review and prioritize top priorities for development team resources, collaborate and influence priorities with 3rd party vendors on joint development efforts to quickly enable new technology solutions
• Financial and Contract Management: Software, hardware, infrastructure, procurement specializing in contract negotiations, contract management, terms & conditions (T&C’s), Service Level Agreements (SLA’s), commercial-off-the-shelf (COTS) applications, networking, on-site and cloud based servers, databases, storage, hardware, security, financial invoicing reconciliation, developed an approval process for new or changes to work orders, monitor milestones and key deliverables in contracts, adjust critical terms and conditions, resolve contract disputes, monitor responsibility of security practices and standards to meet all required compliance
• Vendor Management: vendor evaluation, performance management, purchasing contracts, vendor audits, invoice review, contract change management, vendor summaries (critical success factors, KPIs, SLAs, spend limits, mission critical, key deliverables), governance/risk management, create and track factual analytics, escalation and resolution, continual tracking communications, ensuring that 3rd party vendor security standards met the minimum business security standard within the organization
• Partner/Supplier Management: use a consistent methodology (developing and optimizing processes to improve the efficiency of partner programs) for gathering, producing, reporting metrics and performance for all partner/supplier services, establish and facilitate an agreed upon partners/suppliers processes that includes escalation, dispute, change control, regular vendor audits, manage the relationship by supporting joint performance and improvement planning discussions, working with partners/suppliers to understand their roadmaps to success as opportunities to leverage positive outcomes, review partners/suppliers pipelines to mitigate delivery risks, apply best practices of standards and procedures to govern assets, optimize partner/supplier opportunities and engagements, develop close working relationships with partners/supplier to influence priorities and supply any needed access to complete the contractual agreement, support partners/suppliers assigned to develop infrastructure management monitoring tools, track market data to validate vendors continued capabilities to meet business needs, review how vendors collect and analyze performance data to contracted services
• IT Management: strategic planning, change management, roadmaps, scope definition, workflows, build vs. buy, out-of-the-box vs. customization, risk assessments, financial tracking, benchmarking, infrastructure strategy, on-site vs. cloud-based server assessments, system security, business continuity, provisioning, application integration, data conversion, issue and resolution tracking, resource management, risk management, configuration management, system administration, privileged user access, segregation of duties, data center operations, governance and compliance tracking, status reporting, evaluation, selection, and implementation of best-of-breed enterprise (ERP) commercial software/hardware, best-in-class vendor/product selection, selection of infrastructure services and solutions for proactive issue resolution and reduce resource-intensive response
• Software Development Lifecycle (SDLC) Models: Agile/Scrum, Iterative, Rapid, Unified, Waterfall
• Project Management Office: successfully implemented two PMO best practices to effectively provide strategic alignment, governance, accountability, visibility to projects, effective contract negotiation, vendor support, phase gates for management decisions
• Foster collaboration and consensus in matrixed organizations, cross-functional business lines, internal partners, external customers, and third-party organizations
• Deliver strategic valued-based initiatives and programs to achieve enterprise business goals and profitability
• Improve reliability, response time, customer satisfaction, while decreasing errors, delays, and costs
• Align people, processes, and technology to achieve strategic objectives and investment prioritization
• Reduce operational costs while maintaining continuity of operations
• Review accountability, controls, and validation procedures to exceed regulatory compliance requirements in support of federal, state, and local regulations
• Incident resolution of services provided according to SLA with ITIL and COBIT best practices
• Develop frameworks and best practices for governance, risk, and compliance: GRC, COBIT, ITIL, SOX, ISO 20000’s, 27001 & 2
• Subject Matter Expert on COBIT 4.1
• Passionate pursuer of customer service excellence, never satisfied with the status quo
• Proactive project manager utilizing one principle - Communicate, communicate, communicate
• Role model of workplace values, morals, ethics, work approach, integrity
• Positive team player with the desire to foster the IT staff
• Exercise independent judgment, courage of convictions, and discretion in matters of significance
• Utilize empathy and active listening to constructively solve problems and resolve conflicts
• Prioritize and balance business demands with IT resources while being fiscally conservative
• Attract, develop, empower, and mentor each individual while embracing diversity
• Translate/communicate highly complex information to technical and non-technical audiences effectively

TECHNICAL SKILLS:

Project Planning Tools: MS Project, Innotas

Collaboration Tools: SharePoint, LiveLink

Enterprise ERP Vendors Software: SAP, Oracle Enterprise

Financials: SAP, PeopleSoft

Databases: Oracle, DB2, SQL

Software Development Lifecycle (SDLC) Models: Iterative, Rapid, Unified Process (RUP), Waterfall

Compliance and Governance: Control Objectives of Information and Its related Technology (CoBIT), Information Technology General System Controls (ITGC), General Computing Controls (GCC), Sarbanes-Oxley (SOX), ITIL

Productivity: Microsoft Office—Word, Excel, PowerPoint, Access, Outlook, Publisher, Visio, Project, OneNote, MS web-based productivity tools—Office 365

SAP: Working and General Knowledge

Oracle Forms: Nuclear Specific Enterprise Software

PROFESSIONAL EXPERIENCE:

Confidential, Houston, Texas

Manager IT Enterprise Governance, IT Program Manager

Responsibilities:

• Prior to my assignment to this role, the prior 7 years had 8 to 14 reportable IT findings. I managed the annual external IT audit for the years 2013, 2014, 2015, we had no reportable findings
• Developed SharePoint sites to ensure repeatable/reusable repository for all evidence and processes documents
• First School District in America to formalize all processes in the IT Department
• From concept through implementation, develop tools to measure maturity growth year over year, define a single repository of technology systems, standards, documented processes that assures compliance in security, using KPIs and SLAs.
• Managed all resources in the IT department in their process documentation in an environment that is adverse to documentation.
• Wrote all required documentation to meet ITIL and Cobit standards for Infrastructure, Operations, and Engineering.
• Developed the phases, stage gates, deliverables from inception through closeout
• Promoted to the IT Manager of Enterprise IT Governance.
• Served as the only IT Program Manager to implement CoBIT throughout the IT department working through the PMO.

Confidential -Houston, Texas

Senior IT Consultant

Responsibilities:

• Our contract team negotiated the only SAP software contract in the history of SAP that included a complete list of all modules and all functional subsystems. The 40+ page list I created, required the approval and signature of SAP’s global executive management team, their legal team from two countries, as well as, SAP CEO.
• Led the negotiation of the SAP software purchase, annually saving $5 million in license fees, for 10 years, totaling over $50 M in saving. Mr. Bill McDermott, CEO of SAP, fly to STPNOC personally for the contract negotiation.
• Well recognized vendor requested that they be able to review the project (plan, scope, schedule, estimations, resource allocations, compliance, and other project documentation) to identify any weaknesses in the project, as they wanted to win the overall project implementation. A team of five senior project managers spent one week reviewing the project…no weaknesses were found.

Confidential - Houston, Texas

IT Consultant, IT Senior Business Analyst

Responsibilities:

• Overall, the average time from order to invoice improved by 80%.
• By re- the accounting personnel, invoicing time went from 20 days to 4 days.
• Backlogs were eliminated, corporate reporting became more accurate, and revenues increased due to the reduced turnaround time for accounts receivables.

Confidential- Houston, Texas

IT Project Manager

Responsibilities:

• Negotiated the vendor implementation contract, service agreement, and had them on site within one month.
• Managed the solution team which consisted of the external business process re-engineering vendor, Maximo implementation vendor (both offshore and onshore resources), and internal technical management teams.

Confidential

IT Program Director

Responsibilities:

• Provided a web-based global solution for an estimated program value of $200M, to recall, return, replace computer part(s) to the customer, while receiving, collecting, packaging, and returning the parts to the original manufacturer for chargeback—B2B (Business-to-Business).
• Customer / Consumer web portal: provided end users with a downloadable utility program capable of operating on a single notebook or on a networked environment to validate unit(s) with affected components—B2C (Business-to-Consumer).
• Account representative web portal: provided visibility to the HP management team of HP account rep orders and the specific component returns against those orders—E2B (Employee-to-Business).
• Employee web portal: provided for all global employees affected machines—E2B (Employee-to-Business).
• Authorized Service Provider (ASP) web portal: handled transactions outside the norm—B2SP (Business-to-Service Provider).
• Fully staffed call center for an estimated 100,000 consumer calls—C2B (Consumer-to-Business).
• Near-real time inventory management for ordering replacement parts without aging shelf inventory.
• .NET Reporting web portal: provided weekly online review of all detailed financial metrics including tracking of all issues, vendors, shippers, manufacturers, contractors, internal expenses, and overall program expenses.
• Successfully met all performance metrics in a near-real time environment and in monthly program reviews.

Confidential, Austin, TX

Software Implementation Manager

Responsibilities:

• Served as a Software Implementation Manager for Planview’s project management software in the Houston area. Conducted business needs analysis with client executive management teams.
• Served as the single point of contact for customer. Met with functional stakeholders throughout the organization and translated client requirements into customization of the software.
• Scheduled at client sites. Assessed / assigned team member roles and responsibilities. Reviewed weekly statements of work, progress reports, and invoices with project stakeholders.
• Developed implementation plans for client’s enterprise-wide adoption of project management software.

Confidential - Houston, TX

IT Project Manager

Responsibilities:

• Created the technical specification for three laboratories to submit 2.5 million soil samples from their Laboratory Information Management System (LIMS) coded to upload directly into our Oracle database.
• Served as a senior reviewer of multi-year IT budgets.
• Managed all IT projects and generated revenue of $2M+ at ChevronTexaco’s remediation PMO.
• Developed and implemented an enterprise-wide IT project delivery methodology that was adopted on first pass (14,000 engineers).

Confidential- Houston, TX

Project Manager / Senior Business Analyst

Responsibilities:

• Served as Project Manager at Dynegy on enterprise application integration (EAI) compatibility of middleware services. Lead teams in analyzing, testing, and performing quality assurance for all client server applications. Reported to portfolio directors on status of their mission critical applications, resource constraints, project planning, risks, coordination of the technical environment, contingency planning, desktop applications, communication plans, vendor compliance, infrastructure capabilities, city/government utility compliance, and supply chain management. Served as the liaison between IT and the portfolio directors, business users, application owners, and subject matter experts.
• Served as a Senior Business Analyst for Dynegy on a $110M program for middleware services. Served on the strategic planning team for developing enterprise-wide integration of 62 IT applications and business services. Efforts consisted of identifying and removing data silos and centralizing information into a data warehouse.
• Served as a Project Manager for TEPPCO a major pipeline corporation. Responsibilities included designing and implementing a pipeline product scheduling program using a web-enabled extranet for pipeline partners. Provided the first extranet for four pipeline companies that increased utilization of the shared pipeline from 45% to 96%.