Multi-Department Change, Turnaround, and Process Initiatives

• Lead and Manage Large, Complex, and High Impact organization changes
• Successful turn around of multiple troubled programs
• Proven leadership, relationship building, and team/organization development skills
• Demonstrated knowledge and practical application of multiple methodologies and frameworks including COBIT, ITIL, CMMs, and Six Sigma
• Accomplished caree of ove 19 years leading, innovating, and driving the successful delivery of critical IT and Business engagements from concept and buy-in through implementation and governance fo industries including tobacco, lumber, software, financial services, and automotive, as well as fo multiple Federal Departments and Agencies.
• Demonstrated ability to launch and direct multiple, concurrent work streams. Broad technical expertise utilized to anticipate and creatively drive through obstacles. Diverse experience in performer, management, and consulting roles provides deep, practical knowledge, skills, and insight across an array of disciplines.
• Entrusted to provide approach, plans, and leadership to overcome significant time, money, and talent challenged IT and Audit programs facing new regulatory requirements, o struggling to cope with inefficient and costly operations. Superio relationship building and communications skills keep all stakeholders focused, driven, and accountable.

Core Competencies

methodologies/Platforms/Software

PROFESSIONAL EXPERIENCE

Confidential

External IT Audit Consultant

Program Manage

Program Manage Test Program Re-engineering and Management

Highlights

• Reoriented IT and Audit programs, aligning them with COBIT and business, and enabling Sarbanes-Oxley success
• Redesigned and Implemented Incident, Problem, Change, Project, and Access Management Processes
• Designed, Implemented, and Managed IT Management Testing programs
• Redesigned, Streamlined, and Managed a previously underperforming IT Management Testing Program
• Redesigned and Implemented Security Models fo core Accounting applications
• Directed and collaborated with National/International divisions fo design, audit, and remediation activities
• Coached and Trained Business and IT staff, management, and executives
• Provided ongoing reporting to, and participated in Executive Steering sessions

Confidential

Challenge: Re-orient an IT department fo Sarbanes-Oxley success and bette business service in the face of severe time constraints, immature/non-existent processes and controls, and insufficient skills and knowledge.

Response: Performed baseline COBIT assessment to determine starting point. Applied technical, process, planning, and leadership skills to re-orient the IT department, resulting in a successful 2008 external audit.

• Collaborated with all levels of business and IT to assess organizational, system, and process/control situation relative to COBIT and best practices.
• Proposed and obtained buy-in from executive leadership fo strategy and plan.
• Established schedule and garnered required resources fo IT implementation work. Managed delivery and established remediation plans and follow-up.
• Led design and implementation of processes fo Project, Change, Problem, Incident, and Access Management.
• Partnered to designed and implement an appropriate security model fo the General Ledge system, Prelude.
• Participated in and provided ongoing status updates to Executive Steering committee.
• Coached business and IT personnel in regards to control/process purposes, requirements, and performance.
• Retained to oversee the IT program fo the entire yea 1 2008 performance period. Provided ongoing executive status reporting. Provided continued coaching to personnel IT and Audit in regards to effective performance.

Confidential

Challenge: Re-enginee an IT management testing program suffering from excessive direct and indirect labo costs, and yielding inconsistent and unreliable results across divisions.

Response: Assessed control conditions fo each of the 4 geographically dispersed divisions, identified refinements and common approaches. Introduced a new common approach and established divisional accountable owners, yielding significantly reduced staffing needs and establishing consistent, reliable results across divisions.

• Conducted numerous fact-finding sessions. Built synergies with personnel across the various organizations, ranging from divisional CIOs to staff.
• Proposed approach and obtained support and resource commitments.
• Collaborated with divisional leaders to implement a common approach, structure, format, and responsibilities.
• Worked with each divisional delivery manage to establish and manage delivery schedules and priorities. .
• Coordinated remediation activities with divisional delivery managers and thei supporting personnel, allowing fo re-testing when possible unde the time constraints.
• Successfully conducted concurrent with Swedish Match and Lumbe Liquidators engagements.
• Recognized as an instrumental contributo re-engaged to execute program in 2007 and 2008.

Confidential

Challenge: Rapidly design and implement a domestic control environment, in collaboration with Sweden based corporate counterparts, so as to eliminate o diminish fraud and security risks pe Sarbanes-Oxley legislation.

Response: Partnered with anothe external consultant to perform baseline COBIT assessment. Developed and implemented according processes, frameworks, controls, and remediation plans. Additionally we collaborated with Swedish team, to establish global standards and processes fo adoption by all othe divisions.

• Redesigned Implemented Project, Change, Problem, Incident, and Access Management frameworks processes.
• Collaborated with Sweden-based counterparts to establish global standards and processes that aligned with COBIT.
• Defined Configuration Management database structure and managed capture of initial data elements.
• Coached / Developed internal staff and management to assume ongoing responsibility and oversight.
• Re-engineered and launched the security model fo the General Ledge system, Movex. Defined and implemented ongoing administration procedures as well as supporting report and analysis macros.
• Provided ongoing status updates to Division Executive Management team.
• Re-engaged to re-enginee the Security Model fo Movex, the Corporate Accounting system. Successfully delivered and remains in use to this day.

Confidential

Internal Consultant Senio Process Engineer, Six Sigma Black Belt

• Confidential Project Management, Resource Identification, Governance, Facilitation, Coaching and Mentoring.
• Led multiple cross-functional and inter-departmental teams through a variety of initiatives.
• Conceived, developed and implemented ITIL Change, Incident, and Problem Management processes fo 300-person Infrastructure Services organization, resulting in time to resolution reduction by more than 50 .
• Co-develope and implemente fo multiple assessment / self-assessment tools.
• Led Design and Implementation of the first department-wide Resource Allocation Process fo IT's 4000 resources based on project/initiative importance, urgency, and priority.
• Performed Gap analyses of U.S. and U.K. ITIL processes against each othe and against COBIT, yielding alignment and improvement changes fo both organizations.
• Established and developed multiple ongoing Process Governance boards.

PREVIOUS EMPLOYMENT EXPERIENCE

Confidential

Consultant, Capital One Test Program Evaluation and Recommendations

Confidential

Pre-Sales Solutions Architect Designed/delivered presentations fo commercial and government clients Configured Work Flow, Change and Configuration Management products fo demonstrations

Confidential

Advanced Systems Engineer

• Department of Treasury CMM lead Level 3 obtained , SQA Manage - Northern Virginia and DC accounts
• National Labo Relations Board dual role, SQA Manage and SCM Manage brought in to turnaround SCM
• Department of Education Co-Lead programmer/analyst fo account turnaround team

Confidential

Programme Analyst

Confidential

Systems Engineer

• Immigration and Naturalization Service Project Manage and Lead Develope roles
• Federal Aviation Administration Project Manager, Task Leader, and Lead Develope roles
• Chevrolet Warranty and Service Project Leader, Developer, and Business Systems Analyst roles