PROFESSIONAL SUMMARY

• 1981 - 2000. Built and sold award-winning 30 employee software engineering firm. Role included software design, development, delivery, and project management of all projects.
• 2001 - Present. Contract project / program management. Contracted with a variety of large corporations including HP (Hewlett Packard), Aetna Insurance, Sherwin-Williams Paints, Confidential Bank and Signet (Sterling Jewelers).
• Entrepreneurship and Project Management in software, infrastructure and on occasion business, through verticals including engineering, rubber/polymers, state level healthcare - Medicaid, banking, accounting, paints manufacturing, retail, transportation, legal, ATMs, media, and insurance has provided me with wealth of experience allowing an extraordinarily strong understanding of methodologies, technologies, and what exactly is required to deliver successful projects, of all sizes, including skills of ownership, communication, and mentoring.

PROFESSIONAL EXPERIENCE

Confidential

Sr. Project Manager

Responsibilities:

• Disaster Recovery - Development / Building of initial SAP Disaster Recovery (DR) site via AZURE through construction of Virtual Machines (VMs) for BPC, Fiori, S4 Hanna, CAR, SLT, Process Orchestration, Vertex, Open Text, EDW, Web Dispatcher and associated applications as well as Oracle and SQL databases through the use of Mobility Manager and other tools. This project included VM builds, database copying, replication and testing of all VM servers. One terabyte of data to be replicated. This project included daily planning and presentations to Directors and VP s
• Active Directory Consolidation - Review of Active Directory (AD) Consolidation vendors. Analysis of Active Directory (AD) Consolidation for 3500 active users desktop, remote, and cloud products across multiple disperse domains in the U.S. Consolidation of AD domains. This project include interfacing between vendor SOW and VP s, and estimation for order of magnitude for executive signoff.
• IP Overlap - Completed discovery of all stores and datacenters. This project required order of magnitude documentation for leadership sign off as well as management of vendor.
• Use of Microsoft Project and ServiceNow PPM for all requirements. Requirements included reporting, vendor cost and project, plan, and resource estimates in required documentation.
• Signet is a $6 billion organization with 3000 retail stores across the US.

Confidential

SR. SAP PROJECT MANAGER

Responsibilities:

• Sr. Project Manager for SAP projects. The first was the modification of SAP ECC modules for new cost center / company code in Singapore along with five other office workstreams for office build out. The second project was the migration of Oracle, SQL, and flat files for daily global business reporting and analysis, to the SAP HANA Enterprise Cloud (HEC) in MS Azure Cloud. The second project included working with SAP Sales and Support, Confidential BASIS team, Security team, and BOBJ/Analysis team and training of development team. Organized SAP training for project team. $1.0+ million worth of projects. All projects included reporting and presentations to Senior Management.
• Use of ServiceNow for all PPM requirements which included resource management. All accounting and expenses, whether internal or external were complete in custom corporate software.
• Confidential is a $2 billion global engineering products organization.

Goodyear Tire and Rubber

SR. SAP PROJECT MANAGER

Responsibilities:

• Sr. Project Manager for two on premise SAP S4/Hana application projects. a.) the upgrade from Oracle DB s to S4/Hana Database and b.) the full rewrite of ABAP application and installation of S4/Hana.
• Use MS Project and MS Enterprise Portfolio Manager for Cost and Expense Accounting of $2.0 million project.
• The Goodyear Tire & Rubber Company is a $15 billion American multinational tire manufacturing company.

Confidential

SR. PROJECT MANAGER

Responsibilities:

• Sr. Project Manager for 3 - month contract as member of PMO. Project management prototype dispatch optimization application rollout. Discuss transition from Waterfall to Agile processes with management team.

Confidential

SR. PROJECT MANAGER

Responsibilities:

• Sr. Project Manager for 3 - month contract in IT. Project Managed core group of Internet software developers including offshore resources in Kula Lauper, Hong Kong, China, and QA testing to expedite the effort to complete application modification of currency transfer enhancements.
• Confidential is an approx. $2.7 Trillion Financial organization.

Sherwin-Williams

PROGRAM MANAGER / SR. PROJECT MANAGER / CERTIFIED SCRUM MASTER

Responsibilities:

• Year One - Reported to and worked directly for SW General Counsel and CFO. Acted as the Program Manager / Sr. Project Manager with mandate to initially build teams across multiple departments and then to replace the in-house corporate Legal Matter system Serengeti Tracker for both domestic and international use. Integration included Oracle Accounts Payable, eAccounting, eExpense, Invoicing, SW s Risk Management System, Oracle Identity Manager, and mobile Supplemental Approver. This project was delivered on schedule and on time for the SW General Counsel and CFO.
• Year Two - Program and Project Manager for multiple corporate customer applications which includes maintenance and support projects, modifications to existing projects and development of new applications.
• Year Three - A.) Project Manager and Scrum Master, for staff of 21 Agile developers, for large integration / migration of multiple CRM applications into single Sales Force application Sherwin-Williams (Agile) and B.) Project Manager for legal data migration project for corporate acquisition.
• Sherwin Williams is a. $8 Billion Financial organization.

Confidential

PROGRAM MANAGER / PMO SR. PROJECT

Responsibilities:

• Member of the Enterprise Services (Working for St. of Oh Medicaid) managing
• 15+ Manage Care (MC), Financial, EDI and/or Big Data Medicaid projects of varying scale at any one time, valued between $250,000 - $2+mm each with 10 - 25 team members each, in varying phases.
• Resource managed 25 Technical resources including Tech Leads, Analysts, BA s, Developers and Testers daily.
• All projects were customer facing. These 15+ projects required strong relationship across State of Ohio Infrastructure team, multiple Medicaid teams, and onshore and offshore HPE software development teams.