SUMMARY:

Results - oriented executive with an extensive history of successful accomplishments. Consistent implementation of complex undertakings that enhance operations and deliver a high quality product on time and within budget. Strong leader with a record of building cohesive, cross-functional teams, providing the motivation and direction to meet and exceed goals. Superior communication, writing, and interpersonal skills resulting in productive relationships with employees, clients, partners, and vendors. Proven ability to define and implement successful strategic visions by adequately planning, funding, staffing and monitoring appropriate tactical initiatives.

CAREER SKILLS AND KNOWLEDGE:

• Information Technology
• IT and Business Consulting
• Project and Program Management
• Business Process Re-Engineering (BPR)
• ERP/Process automation
• Waste/Defect Management
• Risk and Change Management
• Issue Management
• Business Planning and Analysis
• Schedule (Project Plan) Management
• Portfolio Management
• Quality Management and Assurance
• Resource Management
• Testing Management
• Budgeting
• Software Implementation/ Conversion/Testing
• Staff Supervision
• Production and Operations Support
• Customer Service/Satisfaction Turnaround
• Facilitator/Leadership Skills
• Staff Development/Productivity Growth
• Team Building/Communications/Training

REPRESENTATIVE CAREER EXPERIENCES:

Confidential

Principal

Responsibilities:

• Project Management Office (PMO) assessment, road map development and implementation. Served as PMO Director for the implementation of the organization structure and associated standards, procedure development, staffing, organizational change management, and on-going management activities.
• Schedule Management assessment, road map development and implementation of associated standards, procedures, tools and organizational change management components.
• Project Portfolio Management (PPM) assessment, road map development and implementation. OTHS had earlier minimally implemented the Computer Associates Clarity PPM software system; the road map provided an iterative series of releases to propel Clarity’s usage to that of system of record for all project management activities while cementing its organizational acceptance across hundreds of Xerox and OTHS users. Provided the management expertise for the planning and execution of three separate Clarity PPM releases.
• Executive Consulting provided to both the Xerox Account Executive and the OTHS CIO on a variety of subjects including resource management, CMMI, testing assessment and tool implementation, quality assurance, Medical Assistance programs (MMIS), business process re-engineering, risk and financial management. These activities included the chairmanship of committees responsible for both the recommendation of specific courses of action as well as the oversight for the implementation of the accepted proposals.

Confidential

Director

Responsibilities:

• Project management responsibilities for strategic, complex and varied initiatives. Representative engagements include:
• Global implementation of BearingPoint’s Project and Schedule Management methodologies, tools and assets. Implemented Computer Associates’ Clarity PPM software and BearingPoint’s PMO Accelerate solution which is configured as a part of Clarity. Customized BearingPoint’s System Development Life Cycle (SDLC) methodology to Avaya requirements in order to unify and standardize enterprise project planning and monitoring activities as well as overhaul and unify business processes. Provided training and support for US and European team members.
• Global implementation of SAP Financial and Indirect Materials Management functionality to replace upwards of 20 outdated systems and provide associated new business processes. This initiative was in response to inaccurate global financial reporting.
• The scope of this engagement started with the establishment of a successful program management infrastructure supported by Computer Associates’ Clarity PPM software and continued with providing day-to-day program management oversight. This $300M+ Program required, over its three-year span, evolving project teams staffed by hundreds of IT, Organizational Change and Business professionals. The scope of this engagement covered all facets of a major software system implementation lifecycle from requirements definition through integrated testing and conversion activities.
• Implementation of HIPAA Legislation in Florida’s Medicaid Management Information System along with the overhaul and unification of associated business processes. Florida Medicaid is the 4th largest in the US with $11 B in yearly expenditures, 24 million annual cases, 120 million annual transactions submitted by over 67,000 providers. The project encompassed a $29M appropriation elapsing over three years and a project team of over 150 people.
• Acquisition and in corporation of the assets, operations, employees and systems of Consolidated Rail Corporation (Conrail) in the Norfolk Southern Corporation structure. This $50M project elapsing over a period of two years provided oversight to 80 cross-functional teams involved in the integration activities and massive Business Process Re-Engineering refurbishment.
• Assessment of the ability of the Wholesale Banking Groups’ sixteen (16) business integration teams and 235 active projects to comply with Wells Fargo’s internal QA “Testing” certification requirements. As a part of Wells Fargo’s acquisition of Wachovia Bank the bank needed to ensure that their applications were thoroughly and consistently waste and defect free prior to the commencement of the merger of the two banking institutions’ IT systems and that any necessary remedial activities were identified and carried out.
• Quality Assurance and Test Manager working with the Business and IT executives for Fannie Mae as a part of an eighteen-month financial restatement initiative. Implementation of a Quality Assurance and Testing model, waste and defect management processes, procedures and tools to be used by the organization and the project team members throughout the project life cycle. This initiative also included the definition of a project-reporting platform rolling up dashboard components from project team level to executive level. The engagement utilized Mercury’s Quality Center and Test Director software to support a project team of 1,100 Fannie Mae and contractor personnel.
• Implementation of eight concurrent strategic financial projects and overhaul of associated business processes. This initiative was in response to new financial requirements originating from the transition from a Mutual to a Public company. The scope of this engagement started with the establishment of a successful project/program management infrastructure and continued with providing day-to-day program management oversight. This $250M+ engagement required, over its five-year span, evolving project teams staffed by hundreds of IT and Business professionals.
• Deployment of a uniform software platform and business processes across all departments and groups of businesses for a leader in the specialty insurance products market. The scope of the Atlas program included Policy Administration, Underwriting, Agency Management, Billing & Collections, Claims, Reinsurance, Accounting & Finance and Forms. Implemented BearingPoint’s Program and Schedule Management Methodologies along with our proprietary PMO Tool to quickly stand-up the program’s PMO infrastructure and provided day-to-day program management oversight. The goals of this three year, $200M+ Program included dismantling barriers to cross-selling, managing expenses in order to improve profitability, improving the effectiveness and efficiency of corporate processes and expanding career and market opportunities.
• Implementation of a new statewide financial system. This engagement included the implementation of PeopleSoft 8.8 financial software and associated business processes as well as the conversion of the State of Florida’s in-house system including all interfaces to the new system. This $52M engagement elapsed over three years with a project team of over 250 people.
• Remediation of all mainframe, client-server and distributed applications (10M+ lines of code) and business processes associated with the operations of all FedEx airplanes, long distance trucks and facilities and equipment. The remediation activities also encompassed all embedded chip components for the FedEx fleet of 650 aircrafts and all US hub facilities for sorting and managing express packages. This three and a half year project required the coordination of hundreds of employees and consultants across the US.

Confidential

Principal

Responsibilities:

• Financial services consulting firm offering Information Technology, Business Planning and Analysis and Testing Services to large national and multi-national corporations. Representative engagements included:
• Responsible for all Orlando based Life Insurance and Annuity applications, personnel and IT activities (strategic projects including system conversions, upgrades and retrofits, new product introductions, system development activities, vendor software maintenance and production support) as part of a $50 million project to restructure Information Technology operations.
• Supervised the planning, design, installation, training and modification of automated tracking applications to analyze project performance, facilitate test planning and execution as well as track test problems and associated resolutions. These applications were used to improve the performance of complex multi-year and multi-million dollar projects.
• Advised Top and Middle Management Executives from Information Technology, Life and Annuity Administration, Accounting and Actuarial on the use of automated as well as manual tracking applications to properly control and evaluate project planning and monitoring, test planning and execution and production support activities.

Confidential

Vice President of Information Systems

Responsibilities:

• Initiated the conversion of Security Confidential ’s in-house and vendor Payroll and Personnel Systems (5) to a centralized corporate system using Tesseract software. The conversion effort covered a population in excess of 53,000 employees. This project was planned over a three-year period at a cost of 5.5 million dollars with a two and a half year payback period. This project was interrupted by merger related activities.
• Spearheaded the conversion of Security Confidential ’s Payroll, Personnel and Benefits systems to Confidential ’s systems. Responsible for both Confidential and Security Confidential project staff (60+).
• Supported Payroll, Personnel and Benefits production systems for all 53,000 Security Confidential Corporation employees and retirees.