OBJECTIVE:

To obtain a Technology Delivery position within industry where I can apply my education, experience, and technology delivery expertise to provide business value for clients/customers

SUMMARY:

• 10+ years of diverse IT experience across Delivery, Process Improvement/Management, and Quality Assurance
• Demonstrated ability to effectively lead and manage small to very large teams in delivering leading edge digital solutions
• Strategic thinker with ability to translate an organization’s vision into tactical plans that deliver
• Continuous learner who constantly seeks to build on strengths and enhance leadership effectiveness

TECHNICAL SKILLS:

Technologies: MS Project, MS Visio, SharePoint 2013, MS O365, SOA/Web Services, JSON, XML, Java, C#, C/C++, .NET, Python, Selenium, QTP/UFT, Linux, Salesforce, SQL, Oracle ERP, PeopleSoft, Cucumber, Jenkins, HP ALM, JIRA, Confluence, SharePoint, Clarity/Planview

PROFESSIONAL EXPERIENCE:

Program/Project Manager

Confidential

Responsibilities:

• Managed several successful projects from requirements to implementation including estimates, schedules, budget (<$12MM), and resource plans. Developed and implemented a standard risk management process for large projects/programs
• Co - lead on the deployment of Scrum/Agile to global organization. Delivered Scrum Team training, structured Agile tools training, and facilitated Scrum organizational readiness activities for North American operations. Including creation/grooming of Product Backlogs, and establishing SCRUM teams.
• Spearheaded the Program Management Office (PMO) for principal business process re-engineering effort that generated a more customer focused enterprise. The program scope included end-to-end campaign processes spanning marketing and analysis, card operations, and IT. Led a cross functional team consisting of more than 50 business associates including project managers working in “Agile” fashion to produce the following key benefits:
• Amplified customer interest and transparency through specific focused improvements.
• Decreased end-to-end cycle by 30% with 50% reduction for marketing campaigns sizable in scope.
• Demonstrated viability of Agile project management for non-software development initiatives
• Instituted organizational change management best practices for transformation projects
• Improved process quality, rigor, and governance by developing detailed control plans and design documents for key business processes
• Experience with Enterprise PMO tools such as Clarity, Oracle/Primavera, and MS Project Server
• Managed Enterprise Operations project and oversaw budget, business case creation, requirements management, technology delivery, and system/software testing for more than 240 technology components including PeopleSoft ERP and 200+ matrixed resources (business and technology). $10MM+ budget. Delivered expected scope early and within budget
• Generated and executed US card customer experience strategy in collaboration with internal brand marketing team. Optimized customer experience for existing cardholders while increasing customer value and loyalty through implementation of strategic process changes
• Drove project to streamline data management process for IT organization in a few months. Stakeholders included quality management, IT development, restaurant information systems, business analysis, and UAT. Higher priority, lower cost recommendations were implemented

IT Quality & Process Managemer

Confidential

Responsibilities:

• Managed Security Engineering team responsible for secure coding standards, practices, compliance, and training for Global Application Development organization
• Led team accountable for standards along with administrative and technical support for application development tools and automation such as Jira, Confluence, Bit Bucket/Git, Whitehat, AppScan, CheckMx, etc.
• Conceptualized and coordinated LEAN Event to actively promote LEAN software development practices. Extracted value stream map, cycle times and process improvements from session. Determined key opportunities that would significantly reduce SDLC turnaround by 40%
• Outlined standard processes and best practices for software development and IT Service delivery that resulted in expanding services to internal business projects by more than 125%, while increasing internal customer satisfaction rate by 75%
• Corresponded and addressed 85% of internal audit issues related to System & Software Quality Assurance processes within 9-month period
• Improved process quality, rigor and governance by developing detailed control plans and design documents for key business processes
• Defined and implemented quality assurance best practices, training, and governance for IT programs as well as global organizations
• Leveraged Lean Six Sigma Green Belt concepts to reduce defect leakage for an enterprise application by 40% while reducing test effort by 75%
• Directed team effort of eight (8) SQA engineers rendering Quality Assurance support to 60 projects including audit reviews, requirements traceability, process compliance, and project quality tollgates
• Presented application quality dashboards to technology senior leadership and executive stakeholders
• Utilized Six Sigma and ITIL to outline and implement performance engineering process
• Developed performance engineering standards and metrics, while actively promoting knowledge sharing and service value. Effectively brought $7.5 million cost savings in the first year of formal performance engineering services
• Coordinated ongoing process improvements to support the standard enterprise SDLCs, covering CMMI, Waterfall, COTs integration, RUP, and Scrum/Agile methodologies. Oversaw the implementation of 105 SDLC process improvements in one year

Confidential

QA/Software Test Lead

Responsibilities:

• Built and led application testing teams from smaller Agile teams (6-7) to very large departments (70+). Managed associated budgets
• Testing and release management accountability for a company’s largest technology program to date. Responsibilities included financial oversight of testing spend for $200MM program, end to end testing, functional testing, performance testing, defect management, documentation, resource management, test data management, test environment management, configuration management, and risk/issues management. 54% of 21,000 test cases were automated with a reuse of 40% and an automation execution rate of 60%. Oversaw 3 successful QA/test project audits
• Led QA effort for major project which introduced change across 13 Supply Chain systems. Technologies included: Oracle ERP, Mule ESB, eVision 5.3, SAP Data Integrator, Business Objects, Genio, SharePoint, EDI, restaurant management system, and HP Quality Center. Testing scope included system integration testing, regression testing, performance testing, and end to end testing with 3rd party vendor. Also developed and implemented in collaborative fashion, a standard QA risk management and defect management process for large test efforts
• Estimate testing efforts for projects that includes testing projections, timeline/scheduling, staffing plans, and release planning. Utilizing Full Life Cycle and Iterative Testing Methodologies along with HP ALM toolset, teams deliver within +/- 5% financial target while accomplishing a 98% defect catch rate
• Effective leadership demonstrated across unit, functional, system, integration, performance, security, end to end, and UAT testing. Including test data, test environment, and release management
• Drove effort to boost test automation utilization by 75% and decrease test cycle time by 20% in nine-months. Devised an intuitive and consistent approach to quantify business value of test automation solutions within the organization
• Partnered with senior management and executive stakeholders to design and establish software testing service which included processes, methodologies, tools, and metrics
• Facilitated transition to manage services