SUMMARY:

• IT professional with extensive experience leading complex programs and projects for respected Fortune 500 companies. Passionate about helping clients reach business goals through high quality system solutions. Enjoys bringing people, process, and technology together in creative ways to solve complex problems. Poised and confident with the ability to influence business management and technology teams.
• Program / Project Management
• Portfolio Management / PMO
• SDLC - Agile, Waterfall, Custom
• Business Transformation & Reengineering
• Business Process Modeling & Workflow
• Requirements, Analysis & Design
• Change Management
• Software Quality Assurance (SQA)
• Global Delivery Model
• Team Building & Motivation
• Continuous Improvement / Kaizen
• Communication & Facilitation

TECHNICAL SKILLS:

APPLICATIONS DEVELOPMENT TECHNOLOGIES: Led applications development using: Salesforce.com, SAP Sales & Distribution (SD), SAP Environmental and Compliance (EC), SAP Sustainability and Performance (SuPM), Team Foundation Server (TFS), BEA WebLogic, Eclipse IDE, Informatica PowerCenter, IBM DataStage, Webmethods (SOA), Axway, Data Interchange (DI), Esker, MQ Series, MS BizTalk Server, Casewise Corporate Modeler, MS Visio, Zachman Framework for Enterprise Architecture, Rational XDE, Java, J2EE, JSP, COBOL, EDI, NET Framework (3.5, 4.5), Windows Forms, Windows Communication Foundation (WCF), XML Web Services, CVS, VB.NET, C++, C#, PowerBuilder, PL/1, ISPF, REXX, XEDIT, SQL Server 2008/2012, SSIS, Sybase ASE, Sybase Replication Server, Sybase IQ, Sybase Transact-SQL, DB2, SQL/DS, Oracle, Oracle PL/SQL, Rapid SQL, MS Access, Erwin Data Modeler, Sybase PowerDesigner, Embarcadero ER/EA Studio, Distributed Control System (DCS), Intelligent Environments - Application Manager, MS Windows (95, 98, NT, XP, 7, 10), Sun Solaris, Linux, IBM 370, IBM OS/390, IBM RS 6000, IBM AS 400, IBM OS/2, IBM VM, IBM CMS, HP Tandem NonStop

PROFESSIONAL EXPERIENCE:

Technical Project Manager

Confidential, St Petersburg, FL

Responsibilities:

• Directed $2.5 million-dollar European Union compliance initiative (Markets in Financial Instruments Directive - MIFID) with responsibility for Research & Trading and Sales & Distribution workstreams.

IT Project Manager

Confidential, Tampa, FL

Responsibilities:

• Directed $3 million-dollar program, Campaign Management, to streamline business process and systems integration via introduction of Salesforce.com (lead, opportunity, estimate, contract, content management)

IT Project Manager

Confidential, Temple Terrace, FL

Responsibilities:

• Directed $4 million-dollar program to migrate former WorldCom broadband network into Confidential ’s global long-distance provisioning system, which supported $450M in monthly revenue, 26K monthly order volume.

IT Project Manager

Confidential, Deerfield Beach, FL

Responsibilities:

• Directed $2.8 million-dollar proof of concept to determine if JM Family’s vehicle allocation and accessorization MF systems could be reengineered to a distributed platform utilizing JDA Supply Chain suite

IT Project Manager

Confidential, Riverview, FL

Responsibilities:

• Directed RFP and Program Planning for $10 million-dollar global initiative to streamline environmental compliance for phosphate and potash mining and manufacture via two SAP Modules (EC, SuPM)

IT Development Manager

Confidential, Clearwater, FL

Responsibilities:

• Directed $2.4 million-dollar annual budget for Confidential development and support. Supervised development team of 26. Managed concurrent projects with full SDLC responsibility

IT Project Manager

Confidential, Roanoke, VA

Responsibilities:

• Directed $1.8 million-dollar Enterprise Data Warehouse initiative for inventory management. Supervised project staff of 10 with full SDLC responsibility for analysis, design, development, and quality assurance.

IT Program Manager

Confidential, Tampa, FL

Responsibilities:

• Directed 2.5 million-dollar initiative that re-engineered member enrollment across Confidential ’s lines of business. Supervised staff of 25 matrixed resources. Full SDLC responsibility from planning to execution.

IT Director / IT Project Manager

Confidential, Oldsmar, FL

Responsibilities:

• Directed $7 million-dollar annual budget for 35-person Applications Development Team and 15-person Enterprise Architecture Team. Responsible for master data management for television signal data.

IT Program/Project Manager / Development Team Lead

Confidential, Atlanta/Houston/Chicago/New Orleans

Responsibilities:

• Led five strategic enterprise projects in the petrochemical industry with increasing responsibility. Mentored by the best and brightest laying a solid foundation in leadership and software development best practices.

Technical Project Manager

Confidential

Responsibilities:

• Directed $2.5 million-dollar set of projects within a $5.4 million-dollar European Union compliance program called “Markets in Financial Instruments Directive - MIFID II”. Full SDLC responsibility for 2 program workstreams and 8 projects covering a large cross section of the Confidential These 8 projects were successfully implemented allowing Franklin to be in compliance for its European operations:

Client Communications - Cost and Charges Data

Confidential

Responsibilities:

• Full SDLC responsibility for 8 projects, each having their own unique set of Business Users and Application Development (AD) teams. Common SDLC deliverables included: Project Plans, Business Requirements Document (BRD), Requirements Traceability Matrix (RTM), Data Map, Software Design Document (SDD), QA Test Plan and Test Cases, UAT Test Scenarios, and Deployment Plans.
• Coordinated Vendor Management with 8 vendors for 11 vendor products, which included a mix of product upgrades and new products requiring RFP, evaluation and selection, application integration, test and deployment. Vendor (products) included: ITG (TCA), TradeWeb (MTF, APA), FlexTrade, FX Connect, Bloomberg (EMSX, TSOX, RHUB), BATS (APA), Dealogic and MoneyMate.
• Worked closely with multiple Business and Technology teams to transition several sets of Business Requirements into Solution Designs working closely with Business Analysts, Data Analysts, Enterprise Architects, Application Development Teams and Quality Assurance Teams.
• Partnered with 3 Business Project Managers (BPM) and won their confidence for combining business and technical tasks into integrated MS Project Schedules for improved project planning and monitoring and improved project communication and status reporting.

IT Project Manager

Confidential, Tampa, Florida

Responsibilities:

• Led Campaign Management program planning with stakeholder approval of Program Vision, Scope Statement and High-Level Requirements. Facilitated Vendor engagement to kick start Salesforce.com adoption with deliverables: Future State Architecture, Solution Design and Salesforce prototype. Led capture of “to be” Business Process Flows for Estimation and Contracting phases, which provided context for business requirements, data definitions, wireframes, user stories and Minimal Viable Product (MVP).
• Facilitated Campaign Management transition to Agile Development Framework partnering with Product Owner and SCRUM Master to populate product backlog (TFS). Developed delivery plan and provided stakeholders with status on progress, change management, risk mitigation and issue resolution. Attended daily SCRUM standup meetings to monitor progress and help resolve issues.
• Led Project Portfolio Management process and monthly portfolio review meetings with Business and IT stakeholders to monitor projects in flight and assess new project opportunities. Introduced a simplified stage-gate process with standardized project artifacts for consistent project planning and monitoring.
• Led Data Warehouse Consolidation project which merged Confidential ’s SQL Server Data Warehouse into Catalina Health’s Netezza Data Warehouse.

IT Project Manager

Confidential, Temple Terrace, Florida

Responsibilities:

• Developed MECCA Migration Program Management Plan with Business and IT stakeholder approval for Scope Statement, Project Organization, Work Breakdown Structure (WBS), RACI Chart, Project Schedule, Communication Plan, Change Management Plan and Risk Management Plan.
• Oversaw Architecture Team deliverables, which included High Level Architecture (HLA), Business Process Models (“as is”, “to be”), Gap Analysis and Use Cases.
• Oversaw Data Migration Team responsible for ETL development from MECCA legacy DB2 databases to BGW Oracle databases with iterative refinement of data mapping rules, ETL scripts and test cases.
• Oversaw BGW Application Development Team responsible for executing an iterative release plan to enhance the BGW application with functionality needed for new circuit types.
• Coordinated with many upstream and downstream IT teams to identify system interface impacts and dependencies and obtain IT commitments for interface work.

IT Project Manager

Confidential, Deerfield Beach, Florida

Responsibilities:

• Led a team of 23 IT professionals including a Vendor team of 16 consultants (Cap Gemini, JDA, Booz & Company) and a JM Family team consisting of 4 Business SMEs and 3 IT staff.
• Responsible for POC project planning, budgeting, vendor management, communications management, project monitoring and control, and risk and issue management.
• Oversaw functional team responsible for capturing requirements (Use Cases), business process flows and RICEF analysis (reports, interfaces, conversions, enhancements, forms/screens).
• Oversaw data team responsible for extract, transform and load (ETL) of data from JM Family databases into JDA databases.

IT Project Manager, Mutual Fund Systems

Confidential, Saint Petersburg, Florida

Responsibilities:

• Led the POSMAN Rewrite Project, budgeted at $300,000, whose objective was to re-engineer a mission critical Mutual Fund Positions Management Application from the Mainframe to Windows .NET so it would scale for increased volumes expected from the Morgan Keegan acquisition. Re-planned project life cycle from waterfall to iterative approach, which reduced risk and delivered functionality early.

IT Project Manager

Confidential, Riverview, Florida

Responsibilities:

• Led development of OneSource “As Is” business process model, which identified 80 Phosphate and 60 Potash impacted business processes within program scope. Was assigned 2 environmental analysts to assist me and we visited mining and chemical plants to interview environmental professionals and document and validate the business process flows, which provided Mosaic with a comprehensive view of their impacted operations and laid the foundation for the program plan, change leadership and solution delivery planning.
• Led the Argentina Barter Project, budgeted at $200K, which successfully extended SAP SD functionality to allow Argentina customers to pay Mosaic in grain using a 3rd party broker transaction.
• Led the Canada Phosphate Maintenance Scheduling Project, budgeted at $253K, which successfully extended Maximo functionality for improved facilities maintenance scheduling via the integration of a 3rd party application (CIM - Visual Planner).

Senior IT Development Manager

Confidential, Clearwater, Florida

Responsibilities:

• Supervised a software development team of 26, with $2.4 million budget, staffed with 8 .NET Developers, 5 EDI Developers, 10 Mainframe Developers and 3 Business Analysts.
• Led concurrent projects ranging in size from $50K to $800K with full SDLC responsibility for business case, requirements, design, development, change management, quality assurance, deployment and support. Utilized Agile with SCRUM methodology for .NET web development and Waterfall for Mainframe development.
• Responsible for OneDesk, Confidential ’s flagship sales application, used by 800 sales professionals to manage 560,000 orders monthly from 14,000 customers with revenue totaling $800,000,000.
• Authored an article on OneDesk resulting in Confidential receiving a #79 ranking in the 2010 InformationWeek 500 ranking. Attended the InformationWeek 500 conference in person to receive Confidential 's ranking at the request of the CIO.
• Improved OneDesk performance through the introduction of application monitoring toolsets from OPNET. Invited to present a OneDesk case study at the OPNETWORK 2010 conference and was ed special conference recognition for Outstanding Best-Practices Implementation.
• Led SOA and ETL integration development for a $40 million dollar SAP R/3 SD conversion project. This included a 5 person SOA (Service Oriented Application) team and a 3 person ETL (Extract Transform Load) team responsible for delivering a common set of web services to facilitate application integration and a central data repository to facilitate data integration.

IT Project Manager, Data Warehousing

Confidential, Roanoke, Virginia

Responsibilities:

• Supervised staff of 10 including Data Architect, ETL Architect, Business Architect, and Test Lead.
• Managed analysis, design, development, and quality assurance (unit test, system test, integration test, performance and load test) of Reporting / OLAP components and ETL processes. Led analysis of legacy source data and system flows utilizing Embarcadero EA Studio.
• Met weekly with Project Sponsor and Steering Committee to review status and address issues and risk.
• Utilized: Embarcadero ER Studio for atomic and dimensional data models, IBM Data Stage for ETL processes, SAP Business Objects for Reporting / OLAP, Mercury Test Director for test management, Embarcadero EA Studio for data flow diagramming, and SharePoint as an artifact repository.

IT Program Manager

Confidential, Tampa, Florida

Responsibilities:

• Supervised staff of 25 matrixed resources including 3 Project Managers, 1 Application Development Manager, 1 SQA Manager, and 1 UAT Manager.
• Managed analysis, design, development, and quality assurance of server infrastructure, end user work flow, application components (backend processing, web interfaces), and data models and databases.
• System solution delivered with high quality and client satisfaction for: 1) improved work-flow and data reconciliation toolsets, 2) reduced enrollment processing run-times (from days to hours) giving end-users more time to resolve data issues while still meeting service level agreements, 3) reduced IT maintenance and support costs by 150+ hours per month.
• Met weekly with CIO, COO, and Steering Committee to review status, resolve issues, and mitigate risk.

IT Director

Confidential, Oldsmar, Florida

Responsibilities:

• Led Confidential, an applications development team of 35 software development professionals with responsibility for master data management for television signal data. Provided steady delivery of high quality system solutions using a cost-effective global delivery model.
• As television technology moved from analog to digital, managed mission application development projects integral to Nielsen’s ability to produce TV ratings in the digital age. Presented innovative business modeling approach at an international process modeling conference in Belgium (Casewise). In the role of Business Architect led creation of “as is” and “to be” business models (process, data, flow) and worked with technical staff to transition logical designs into system solution designs.
• Initiated Continuous Improvement program that dramatically improved software development process quality and efficiency. Presented case study to PMI.
• Managed Quality Assurance (QA) team and championed development of automated regression testing, which freed up QA for more value-added activities. Managed Development team and championed migration of mission critical applications from client server (PowerBuilder, Sybase) to web (Java J2EE, BEA Weblogic, Sybase).
• Led Enterprise Architecture services team of 15 professionals with business unit responsibility for Business Architecture and Systems Architecture:
• Initiated and directed a 5-person Business Architecture team that introduced Business Modeling (process, data) into the SDLC. Business models were transitioned into business cases and system solution designs in partnership with Product Management and Systems Architecture resulting in system solutions engineered to meet business needs.
• Initiated and directed a 10-person Systems Architecture team that introduced Application Architecture, Configuration Management, and Integration into the SDLC. An Integration Competency Center provided centralized support for data and application integration (ETL-Informatica, SOA-Webmethods.
• Initiated and directed a 3-person Data Administration team that introduced enterprise logical data models into the SDLC resulting in high quality database designs; considered by CIO to be a Nielsen best practice. Partnered with DBA team to transition logical models into physical database schemas.

Senior IT Project Manager

Confidential

Responsibilities:

• Directed 10-person Applications Development team (Distributor Directory) with full SDLC responsibility for application development and support of television signal master data. Grew team from 4 to 10 persons by demonstrating the value of master data management.
• Directed 10-person Sybase Database Administration team responsible for database design and support for several large mission-critical databases and data hubs. Grew team from 3 to 10 persons by demonstrating that good database design facilitated better applications development and supportability.

IT Program Manager

Confidential, Atlanta, GA

Responsibilities:

• Directed a 1.5 million dollar “Amoco Technology Sunset Program” that successfully migrated the Amoco enterprise from IBM OS/2 to MS Windows and from legacy email (IBM PROFS) to HP:OpenMail. Worked directly with 18 business units on four continents to identify 20 operationally critical applications requiring migration. Migrations allowed Amoco to simplify its technology stack and reduce support costs.

IT Project Manager

Confidential, Atlanta, GA

Responsibilities:

• Directed development of a $700,000 dollar Color Products Consolidation Project, which allowed Amoco to successfully consolidate plastics color concentrate manufacture from three plants to one plant, saving over 1 million dollars annually. Supervised development staff of 5. Project delivered one week early, $62,000 under budget, and the project team was ed quality recognition by the Plant Manager. The development of comprehensive “as is” and “to be” business models (process, data, flow) was key to our success.

IT Project Manager

Confidential, Houston, TX

Responsibilities:

• Directed development of a 1.3-million-dollar natural gas trading system, which allowed Amoco to successfully compete in the natural gas spot market in a newly established world-class trading floor facility. Supervised development staff of 7 (IBM OS/2). Developed fully functional end-user reporting facility based on natural language techniques from AICORP; presented case study at an Artificial Intelligence conference.

Applications Development Team Lead

Confidential, Chicago, IL

Responsibilities:

• Directed development of a $600,000 reporting sub-system for Amoco’s first natural gas marketing, supply, transportation, and contracting systems. Supervised contract development staff of 5 (IBM VM, PL/1). Natural gas systems delivered in record time allowing Amoco to capitalize on a unique time-to-market opportunity created by natural gas deregulation. Amoco successfully entered the natural gas spot market leading to the establishment of the Confidential in Houston, TX.

Programmer Analyst

Confidential, New Orleans, LA

Responsibilities:

• Software developer responsible for geophysical applications development (IBM VM, PL/1). Member of a two-person team that developed a new geophysical library application, which provided Geophysicists the ability to search a relational database of thousands of historical seismic studies and request past studies for use in current exploration. Geophysical library search system delivered on time with high quality allowing Amoco Geophysics to perform more cost effective and timely analysis of potential oil and gas deposits.