Professional History

Confidential,Oregon 2008-2009
Global Support & Technology Manager

• Responsible for managing all aspects of their Global Customer and Technology support. These resources were located in Copenhagen, Bucharest, London, Chicago, and Beaverton Oregon.
• Reorganized the entire Support team to encompass ITIL Service Delivery foundations. Implemented a three-tiered level of support that consistently gave our customers exemplary support worldwide. This reorganization reduced the Support operating costs by 60%.
• Executed a world wide ‘Support Chat’ using LiveGuide to enable our customer base to reach support 7X24 via the Internet.
• Designed and executed a Cisco VOIP system in each location for this corporation. This phone system allowed us a one-team foundation no matter the location.
• Instituted Best-Practices and Process Methodology for First, Second and Third levels of support. Instituted the Rally application for communication and Operational-level-agreements between Development and Support to effectively track and resolve application progress and errors.
• Responsible for executing SDM to maximize resources using PMP/PMI standards ( Agile & RUP ).
• Partnered with Product Management and Marketing to execute major product launches in 2 markets, which will drive a 1year product vitality of 51 %, in the Administration, and Educational software markets.

Confidential,Tualatin, Oregon 2005-2008
IT Program Director

• Responsible for managing all aspects of GE Security Key-Control product applications, infrastructure, PMO and data centers.
• Responsibility encompassed project management, application development (FTE & Off-shore resources ) , quality assurance, telecommunications, business analysts and data center operations.
• Responsible for executing Software Development Methodology for GE FTE and offshore teams to maximize resources using PMP/PMI standards (Agile & RUP).
• Responsible for the creation/monitoring of the contracts and results of the offshore teams.
• Executed major product launches in 3 markets, which drove 3-year product vitality of 31 %, 25 %, and 7.3 % in the real estate, automotive, and consumer markets.
• Launched a new electronic key-box system into the automotive market that generated $ 630K in revenue in the first 6 months.
• Restructured the data center operations team to increase data center reliability from 90 % to 99.99 % while increasing the number of daily key synchs supported from 96,000 to over 350,000.
• Managed a project (VMWare) that resulted in data center telecom improvements that provided over $ 850K annual savings.
• Implemented ITIL methodology for all processes.
• Responsible for Sarbanes/Oxley reporting, audit and administration.

EasyStreet Online Services, Beaverton, Oregon 2002–2005
Manager of Network Operations, Customer Support & Project Management Office.

• Designed and implemented ITIL based support and service foundations for Application, Colo and Managed Services offerings for Easystreets’s customers which led to a 120% revenue increase for the organization.

• Managed and directed the staff of 28 project managers/system architects/operations/Noc in the servicing and provisioning of all business processes. Using ITIL foundations we identified operational and support deficiencies and implemented technical solutions to reduce costs by 45%.
• Managed EasyStreet’s Application Development and was responsible for executing Software Development Methodology for the entire organization to maximize resources using PMP/PMI standards.
• Responsible for managing all aspects of support which included Network Operations, Engineering in concert with Tier One /Tier Two and Advanced Technical Support.

• Realigned Support services to align with business direction and reduced operating costs by 45% and upgraded the level of support to our customers significantly.
• Senior Project Manager for all facets of the ITIL/PMI project including management organization, staffing levels and the application and hardware selection. By upgrading all facets of the business, we were able to effectively upgrade and bring new services on-line in a seamless manner for all customers.
• Responsible for design and implementing Project Management encompassing company wide standards and PMI processes. (Using MS Workbench, Agile & RUP)

Confidential,Tempe, Arizona 2000– 2002
Director of Projects and Planning

• Responsible for the overall design of technical infrastructure architecture and application development for all related projects and the implementation SDLC, AGILE-RUP methodology company-wide.
• Managed and directed a core staff of 26 senior project managers/system architects/ business analysts in the analysis of all business processes, which involved identifying deficiencies and implementing technical solutions using IBM RequisitePro and HP Quality Center to gain these
• Directed USAir’s Project Management Office exercising an Agile full-cycle software development Methodology (Agile MS Project Workbench, Primavera and Visual Studio) to implement new applications and guarantee seamless enhancement/changes to existing applications. Included in our SDM Life-Cycle was the creation and publications of a corporate wide infrastructure & application development standards and procedures.
• Utilized best practices from PMBOK, Agile, SCRUM, XP and EVO (Tom Gilb). Advocated cross-functional teams of experts for successful project delivery and applied the ‘Theory of Constraints’ to monitor progress and assess all project risks.
• Directed and designed USAir’s new generation architecture upgrade to our System Network to implement all 154 field stations and corporate data centers. This initiative reduced the overall operational costs by 80%. This implementation included infrastructure to enable all existing applications to use “message brokering” (MQ Series) architecture as well as upgrading the company-wide telecommunications system and streamlining operations.
• Application Development modules that were designed/engineered through this process were E-Procurement, Crew Scheduling & Planning, and Carrier Weights/Balances. For every initiative, all Internal application and Cyber Security was implemented through Imperva.

Southwest Student Services Corporation, Phoenix, Arizona 1999 – 2000
Director of Information Technology & PMO

• Responsible for the direction and management of the Technology Division.
• Responsible for the growth of the division that grew from Sixteen (16) to Fifty-five (55) members creating structured departments of Application Development, Network Services,Teleco,Q.A./Testing, Web Property and Operations.
• Responsible for preparing and maintaining an annual budget of more than 6.2 million dollars and acted as chief negotiator for all partnerships and contracts.
• Reoriented the servicing/origination of loans to an in-house environment that had been previously 100% outsourced. This process included an extensive corporate analysis of all business processes to implement ERP (JDE) applications, enhanced infrastructure and the management structure to succeed. To support this new business model we instituted an Accenture-based software development methodology to attain 100% success rate concerning project deliverables. Implemnetd Change Management for application development after implementation was accomplished with the full suite of ALDON change control.
• Project managed the design, creation, and implementation of the SSSC Web Property that increased business revenue by 95%.
• Responsible for executing Software Development Methodology for SSSC to maximize resources using PMP/PMI standards (Agile & RUP).
• Initial Phases of projects required interviewing all business divisions to document existing processes and application, then implementing reengineered processes to enhance productivity. Under my direction, SSSC implemented a Project Management Office exercising a Full-Cycle Software Development Methodology to implement new applications and guarantee seamless enhancement/changes to existing applications. Included in our SDM Life-Cycle was the creation and publications of a corporate wide infrastructure & application development standards and procedures.

Confidential,Phoenix, Arizona 1996 – 1999
Senior Manager of Information Technology

• Responsible for the directions and development of the I.T. Department.
• Responsible for managing the 65-member department which was organized into seven divisions consisting of Application Development, Data Communications, Telecommunications, Unix Support, Help Desk, Network/Desktop Services, and Data Center Operations.
• Responsible for preparing and maintaining an 11.2 million dollar annual departmental budget.
• Managed and executed the conversion from a mainframe to Client/Server ERP (Oracle E-Business) environment and upgraded AS/400 architecture from CISC to RISC.
• Executed and implemented a Web property with an on-line inventory and financial transaction vehicle.
• Implemented a cross-platform full data center scheduling process (CA Unicenter).
• Executed a Frame-Relay network with a savings of 50%. Encompassing a business resumption plan (using an EMC-product infrastructure) that leveraged existing hardware and software.
• Responsible for design and implementing Project Management encompassing company wide standards and PMI processes. (Using MS Workbench, Agile & RUP)

PREVIOUS WORK EXPERIENCE

Manager of Operations – Confidential,Seattle, WA 1993-1996

Technology Specialist - Confidential,Issaquah, WA 1986-1993

Application Developer - Confidential,, Seattle, WA1983-1986

Education / Certifications

Masters. - Theology/Ministry.