SUMMARY:

• Organizational change architect and technology leader with career - long experience managing internal and client facing project, strategy, process and PMO functions to drive organizational improvement, program delivery and long-term strategic goals. Twenty years’ experience in program and PMO management including implemention of six IT and Enterprise Project Management Offices in multiple industries. Have also led product, operations, audit, architecture, finance, chief-of-staff, and vendor management functions in multiple companies.

EXPERIENCE:

Confidential

Lead Program Management Consultant

Responsibilities:

• Program Lead for $70m, 30 month program to modernize Barclays credit card platform from a 3-tier to a domain based architecture, positioning the bank for future growth though streamlining operations, increasing reliability, automating processes, retiring outdated technology, and resolving regulatory and compliance issues. Program is the division's number-one 2019 priority and is leading the Barclays US organization in implementing a Lean-Agile project execution methodology. It will employ over 350 concurrent team members in the

Confidential

Director - Enterprise Project Management Office

Responsibilities:

• Portfolio of projects in support of company’s divestiture, acquisition and outsourcing initiatives
• $20 million divestiture program in support of $10 billion sale of company’s Aerospace division.
• Outsourcing of company’s mortgage servicing operations
• Program of work to reduce company’s $1.1 billion expense base by $175 million (14%) over 3 years.Development and implementation of enterprise PMO functions:
• Implemented and managed enterprise-wide delivery-focused project management organization and global capital planning processes including project delivery and governance, capital expenditure prioritization, selection, management and measurement process, and resource management allocation and management.
• Reimplemented IT PMO processes and Waterfall, Agile and Iterative project methodologies in order to extend standard oversight and accountabilities from IT to entire company
• Redesign of processes and systems to link, automate and create efficiencies within Procurement, Vendor Management, Finance and organizational delivery functions.
• Developed centralized governance and oversight processes to remediate existing regulatory and audit issues and to ensure projects follow consistent processes to meet audit, and regulatory requirements.
• Built full lifecycle portfolio reporting suite, tracking projects from strategic pipeline, through execution to post-implementation using MS Project Server. By integrating financial and business systems, introduced automated project financial management and forecast reporting into existing processes.PMO Oversight and Executive Committee for the following:
• $85 million CCAR, SIFI and Regulatory program to comply with post-acquisition increased Prudential Standards.
• $150 million annual company BAU project portfolio covering all corporate areas with major spend focused in IT, Facilities, Finance, and front line business units.
• Finance Modernization program, including redesign of General Ledger, Accounting Operations, Treasury, Financial Planning & Analysis, Reporting and Banking functions and supporting systems.

Confidential

Global Project Management Office Head

Responsibilities:

• Reporting to CIO and CFO, oversaw overall delivery of projects ($300k+ budgets) and 85 project managers with IT, Infrastructure, Business, Shared Services or major process impacts. Representative major projects included the following:
• $40mm+ Oracle R12 General Ledger upgrade. Central PMO also acted as IT Business Lead and subject matter expert with a focus on Project Accounting and Capitalization Module and processes.
• $70mm+ search-engine development program to integrate company products from a customer perspective.
• Deal closure and integration for over 12 company acquisitions during 5-year tenure.
• Developed and implemented standard global project funding models, governance, HR processes, financial management guiding principles, lifecycles, accountabilities, reporting and oversight across the company.
• Designed and implemented project cost management, forecasting and financial processes and systems using Oracle Project Accounting and HP PPMC.

Confidential

Senior Vice President, Enterprise Project Management Office

Responsibilities:

• Defined and led company’s annual and quarterly project portfolio processes for Senior Management team to ensure project deliverables aligned with near term financial goals and mapped to long-term strategy for approval by CEO and Board of Directors. PMO measurement processes directly linked project implementation and success criteria delivery to compensation for all project stakeholders from analysts to EVP Executive Sponsors.
• Designed and implemented (via Compuware/Change Point system) project workflow and resource management processes to align resource needs.
• Program Lead for the following:
• Oracle General Ledger and ancillary system redesign of Business Unit, IT, Operations and HR processes.
• Acquisition of 3 failing companies / company assets during 2008 financial crisis to support Indymac’s struggling financial standing and operations.

Confidential

Director Enterprise Project Management Office

Responsibilities:

• Redesigned and had overall management responsibility for an Enterprise PMO and six divisional PMOs. This represented approximately 150 projects and $90mm per year.
• Defined and implemented standard integrated change, release and project management processes via Business Engine Network (now Planview) project management suite of tools.
• Execution lead for body of work in support of company’s attempt to transition from non-profit to public company.

Confidential

Vice President / Performance and Quality Management

Responsibilities:

• Created central project, performance and relationship management processes and group to support over 10,000 employees, $300mm of projects and 25,000+ metrics covering its products, employees, vendors and supporting systems. Responsible for oversight of major projects, applications and networks delivery. Among s was a 70% reduction in the time and cost of network repairs and implementations across 65 countries supported by the network organization.

Confidential

PM Solutions for Bridgewater Associates

Responsibilities:

• Reimplementation/optimization of departmental vendor contract onboarding and procurement processes.
• Facilitation / structuring of $5+mm departmental redesign program consisting of 20+ projects.
• Responsible for deliverables management between Security and other divisions as well as all management of internal departmental deliverables.

Confidential

Financial Risk Management IT PMO Head Consultant

Responsibilities:

• Defined and implemented Agile-based requirements, release and defect management processes to better. New processes decreased late-stage project delays by 50% in first 4 months of implementation.
• Implemented departmental day-to-day project management tools/processes to enable divisional management oversight and integration with enterprise-level MS Project Server and HP PPM systems and processes.
• Redefined and implemented departmental SDLC governance, audit, financial, and reporting processes.