Strategy, Operations, Governance and Information Assurance

Healthcare, Financial Services, Government, Energy/Utilities, Ecommerce

I am a Information Technology and Operating Governance professional who drives organizations to achieve excellence in program delivery and provides cost effective IT solutions. I have a proven track record for generating operational savings through process reengineering, efficiencies, effective program management, governance, and sound management practices. I am recognized for successes at deploying/upgrading technologies and directing major IT initiatives to support mission critical business processes. I have been recognized as an accomplished financial and project manager, analytical problem solver, adept negotiator, and motivational team leader. Effectively manage Fortune 100 and 500 companies and large federal agencies. Provide strategic consulting to several key public and private organizations and established PMO and Governance organizations.

PROFESSIONAL EXPERIENCE

Confidential

Senior Business Analyst

As the Senior Business Analyst, my responsibilities include directing a team of Business Analysts to capture the existing, multi-agency processes supporting the management of affordable housing activities for the District of Columbia. To create a work flow, and execute the project plan with appropriate activities to produce defined business process reengineering deliverables characterizing the As-Is business process. I also am responsible to oversee the collaborative development of a To-Be business process for the District, and the decomposition of that process into sub-processes for the identified agencies and management teams in the Executive Office of the Mayor. I am responsible for the team's development of processes for data collection, analysis of supply and demand affordable housing data, the specification of core IT system requirements to enable the affordable housing management process, management reporting materials, dashboards, and formats, and providing recommendations related to procedures for the management and implementation of the affordable housing data collection processes.

Confidential

Executive Director, Portfolio Management

Leadership: I was responsible for Strategy, Operations, Governance Business Transformation, and Information Assurance for the Health Plan Organization of Kaiser Permanente Payer . This organization was the result of reorganization and consisted of existing components as well as the need to establish the PMO office. Overall, the organization was responsible for the Strategy, Planning and Portfolio Management organization at Kaiser Permanente. I managed four senior managers who managed a total of 240 employees. The workforce was hybrid and made up of permanent and contract employees, both on and off shore. The organization was responsible for the following:

Strategy: The Strategic Planning team consisted of senior analysts and planners who were direct reports. We worked with the business with attention to the creation of business strategies and then transformed them into information technology deliverables. Established governance to ensure the deliverables were in a consistent and uniform manner. All projects were reviewed to assure alliance with the strategic plans. I lead meetings with the management to assure that IT strategies were aligned with business objectives.

Planning: The planning team was responsible for the multi-year planning effort for the Health Plan Organization. Their major focus was Patient Protection and Affordable Care Act Healthcare Reform and legislative changes and how they would impact current processes, architecture, and strategic plans. Managed the Health Plans Enterprise Architecture practice. I was actively involved in Healthcare reform planning and the multi-year planning efforts.

Enterprise Data Warehouse EDW : The EDW production Managers were direct reports. The EDW was the only centralized source of membership, benefits, and claims information at Kaiser, therefore was used to generate Medicare and Medicaid EOBs, Claims and supplier communications. The EDW organization was comprised of four major components: requirements, design development and testing. The project management and deployment was provided by portfolio management. I led requirements gathering, design, and design review sessions.

EDW Development Team: Two Senior Managers of Development reported to me. They were responsible for the extraction of production data for the staging area and the extraction and transformation of the data to the EDW. They used Extract, Transform and Load ETL development tools Informatica and Ab Initio .

EDW Testing: The Senior Manager Quality directly reported to me and was responsible for the testing and data quality of the EDW. The testing for EDW was inadequate and as a result the quality of the EDW was often question. I lead an assessment of the EDW test process and recommended and implemented a number of changes to improve the process. We created a process to focus on data completeness, data transformation accuracy, data quality, scalability and performance, user acceptance and regression testing. These changes greatly improved the quality and reliability of the EDW data.

Information Management: Responsible for the information management systems requiring enterprise level reporting for the Health Plan organization of Kaiser Permanente. The reports included the generation of management information for Centers for Medicare and Medicaid Services CMS , Medicaid management information systems MMIS , internal executive dashboards and on demand reporting.

Portfolio Management: The Director of Portfolio Management was a direct report and I was actively involved in enterprise projects. The Director managed the Program management office and the project management of large projects which spanned the Healthcare Business using the Clarity tool. The team consisted of a senior manager, 10 project managers and 12 program managers Kaiser uses a hybrid Portfolio Management approach that puts project management of single domain projects, such as claims or membership, in those organizations, with oversight, standards and governance in the Portfolio Management Office. Large multi-domain projects such as the ICD-10 or 5010 projects were managed by the program management office, which reported directly to the Portfolio Management Team. Our project managers managed projects which used either or both waterfall and Agile development technologies.

ICD-10: The ICD-10 leadership consisted of myself and a co-leader from the business. Together we were the executives responsible for the ICD-10 program for Kaiser Permanente's health plan, which included the creation of a project office, seven regional program offices, and SPOCs in each of the five health plan program areas. I was responsible for the IT Activities, which included coordination, reporting, staffing, and governance over the groups to maintain progress towards common goals responsible for validating the ICD-10 compliance timeframes, test plans, implementation plans, and remediation plans of software vendors, billing services, clearinghouses, and provider and I was responsible for the development of roadmaps to identify implementations planned that may impact ICD-10 implementation plans, release freezes, and healthcare reform issues.

Enterprise Governance: I served as the subject matter expert for the Enterprise Governance Team. The Enterprise Governance Team was responsible for governance of the SOA, Data Management and EDW access control processes. I also served on Kaiser Permanente's Policy committee, Data Management Committee, Disaster Recovery Committee, and Business Intelligence Committee.

Quality Improvement: I managed the Quality Improvement Program, which included leading process improvement program for the Health Plan organization. The process team consisted of a group of process analysis professionals certified Six Sigma who supported process improvement initiatives. I was also responsible for test governance, which included policies, standards, and test procedures. The test teams used HP Quality Center for the management of defects and process management. I provided governance and oversight to the HP Testing organizations Claims, Membership, Call Centers, Benefits Marketing, Sales, Benefits and Medicare.

Disaster Recovery: I lead an assessment of the Disaster Recovery practices of the Health Plan organization and found that Kaiser would not be able to effectively recover systems required to perform critical business functions in the event of a disaster due to how they assigned levels of recovery by applications. I changed the practice to assign recovery by business requirement and then aligned the required applications to support the business functionality. This process saved Kaiser 11M annually and was adopted throughout Kaiser.

EDW Resource Management: I was responsible for the implementation of a Master Service Agreement MSA with a third party resource vendor which resulted in a cost reduction of 28 for EDW development and operating resources.

Architect: As the claims architect I was responsible for providing solutions for the business for claims processing initiatives to include Medi-Cal Medicaid for California , Medicare, EDI, claims correspondence in multiple languages and CMS and MMIS reporting systems. During the process I worked with both on-site and off-site resource vendors.

Technologies: Program Management, Project Management, Enterprise Architecture, Governance, Strategic Planning, Clarity, Disaster Recovery, SOA, Server Virtualization, data de-identification, HIPAA data protection, Informatica IBM MDM, Enterprise Data Warehouses EDW , Business Intelligence BI , SOA, Pega BPMS, Call Centers, Informatica, Ab Initio, SAS, Cognos, MVS, CICS, Cisco Routers

Confidential

Senior Management Consultant

Project Leadership: I served as the engagement and project leader. The goal of the engagement was to analyze and improve the operational governance of the e-Commerce platform order fulfillment, invoice, payment processing . The objective was to reduce the amount of down-time experienced as a result of change. I was responsible for establishing a project plan which clearly each phase of the project and the roles of the client versus the vendor for each deliverable.

Infrastructure: Identified the hardware and software necessary to create redundant processing centers using Big IP and active/active technology. I created and proposed the architecture required to support business continuity. This provided Symantec the business continuity needed to support their ecommerce platform.

Technologies: Disaster Recovery, Business Continuity, Project Management, Program Management, Engagement Management, Oracle, Oracle Active/Active data replication, Quest DB Monitoring Tools, Data Encryption, HP Quality Center, Big IP, Cisco Routers, and Information Technology Service Management.

Confidential

Senior Team Leader -

Leadership: I was responsible for the Project Management and implementation teams for the consolidation Internet, customer facing and billing systems for three SBC acquisitions PacBell, SNET and Ameritech.

Acquisition: I was involved in all phases of the acquisition data and systems integration lifecycle from initiation to closing. We utilized a standard project management lifecycle with standard artifacts and gating reviews. In my role my responsibilities included assuring the project mangers complied with established processes and methodologies and stored required artifacts in appropriate repositories. The process included assessing the current state of the acquired company, designing the best course of action for data, process, and data center consolidations, developing a roadmap, plan development Activities included the identification common components, database mapping, the creation of master data management, and establishing consistent data management practices and governance.

Project Manager Internet Services: I project managed infrastructure and billing projects for Internet Services projects included, implementations, billing system changes, and billing systems consolidation as a result of mergers and acquisitions. I managed the vendor led CRM implementation. This was an Oracle CRM implementation replacement of the Vantive system, both systems had order processing, ticketing, billing, and provisioning components.

Infrastructure: Lead data center relocations/consolidations, data migration projects in support of internet or billing services or a result of a merger or acquisition.

Consultant to the President: I served as a management consultant to the President of Internet Services. One of the major goals was business transformation to change the organization climate from a public utilities view to a competitive view. I conducted security risk assessments.

Technologies: Oracle CRM, Vantive, Quest Release Management, Microsoft Project, Rockwell ACD, MS Office Tools, Visio, Solaris, Sun Hardware

Confidential

Senior Consultant

Acquisition Project PG E: I provided consulting and oversight for the acquisition of a gas company. The task was to assess the IT capability and provided an assessment, transition plan, and resource requirements necessary to integrate the IT activities. Implementation was the responsibility of PG E.

Acquisition Project Autodesk: I provided consulting and oversight to an acquisition project of two graphics companies, one US based and the other Canadian. The tasks involved conducting an assessment of the current systems and develop a roadmap to migrate the acquired organization to SAP and the general ledger. I provided the business analysis and a risk assessment involved with the options available each risk included a mitigation plan.

Joint Venture Project Azurix: I lead the integration team for the joint venture of the City of Cancun, Mexico and Azurix Water Company. The project involved the integration of technology data and governance.

Technologies: Microsoft Office, Microsoft Project, Visio. Citrix

Confidential

Data Center Director, Quality Assurance

Leadership: I managed the disaster recovery and testing data center. The organization was responsible for the disaster recovery data center, testing, change control and release management. The team was responsible for data center consolidations, help services ticketing and problem management , and the complete Information Technology Service Management ITSM layer.

Infrastructure: Project managed the implementation of hardware, middleware or software to support the data center.

Technologies: Hitachi Skyline, IBM Mainframes, Microsoft project, Microsoft Office Tools, Active/Passive DR tool, Mass Storage and Retrieval System for Magnetic Tape, quality center, and ITSM.

Confidential

Vice President and Manger

Leadership: Managed the client services delivery and help services for 14,000 internal employees. I managed the service contracts and vendors for hardware and software support. Managed the help services which included ticketing, incident management, and problem resolution.

Acquisition: I Led the IT employee assessment team to develop an staff integration plan as a result of Wells Fargo's acquisition of First Interstate.

Infrastructure: Led the project team to consolidate servers into a server farm which grew to 500 servers supporting internal applications. Served on the data center build project.

Technologies: Novell Server, NT Server, Profs, Microsoft Exchange, Object Oriented Programming, HP Quality Center, Microsoft Office Tools, ITSM.

Confidential

CTO Data Center Operations

Leadership: I served as the Data Center Operations Management Executive at the Internal Revenue Service. Responsible for the information technology staff, infrastructure and operations at the regional and district offices 71 , data centers 12 and call centers 28 . Managed the Information Systems Service Management program for all data processing centers.

Infrastructure: Responsible for the acquisition, allocation and implementation of all hardware for the data centers, call centers and field offices.

AWARD-WINNING PERFORMANCE: Earned recognition as the Federal Manager of the year for delivering effective and sustainable solutions to meet the needs of the federal sector. For his commitment to excellence in customer service earned Malcolm Baldrige Quality Award from the Commerce Department's National Institute of Standards and Technology recognizing quality and business achievements of U.S. Recipient of the Vice Presidential Hammer Award recognizing teams of federal employees and their partners whose work resulted in a government that works better and costs less. The National Partnership for Reinventing Government administers this award. October 1995

Other positions held at IRS: Field Information Officer, Audit Services Branch Manager, Management Consultant, and Data Processing Manager.

Technologies: Unix Servers, Univac and IBM Mainframes, Bull and Xerox Print Systems, Rockwell ACDs, Microsoft Office Products, and ITSM.