SUMMARY:

• Global Program Manager with 20 years of Information Technology (IT) and business management experience in both the public and private sector with key emphasis on infrastructure management, vendor management, financial management and program management delivering on time and budget.
• Career started with EDS overtaken by Confidential then split to Confidential and finally the Confidential Services moved to the new company Confidential .
• During this time period my major accounts were with Confidential, Shell and Delphi.
• Seeking a new opportunity where I can apply my experiences and bring success to your clients.

WORK EXPERIENCE:

Global Program Manager

Confidential

Responsibilities:

• Program is responsible for Physical separation activities related to the split of Aptiv and Delphi Technologies.

Global Program Manager

Confidential

Responsibilities:

• Responsible for Confidential Management increasing the portfolio of work to include all Run Programs throughout the account.
• Responsible for Server Consolidation, Virtualization, scoping Million dollar cost saving initiatives for 6 month implementation.

Global Program Manager

Confidential

Responsibilities:

• Responsible for the Confidential Management Program on the Shell Account 98 Technologies 30 - 50 projects (including Agile) per year of multimillion dollar contract.
• Program is responsible for ensuring that the agreed Core/Mandatory Technologies on the Shell Estate are upgraded and measured for deployment compliance across the estate and is the basis for the Run activities.
• Flag ship program across Confidential accounts for producing Estate Plan compliancy for all agreed products on the overall estate
• RM PMO team published quarterly Confidential Plans, and executed the plans to launch and manage close to 30 - 50 concurrent in-flight projects, utilizing on average 20 - 30 Project Managers Globally.
• Delivering new technologies to over 140K Shell clients, and monitor 2400 servers in order to maintain technologies at N (latest version or N-1 (prior version) as agreed with Shell.
• Development of a Financial automation tool that collecting Financials on all Projects across the account, integrates CATW, MPL and EDW (existing financial Tools), and creates financials reports for our Financial Analysts and PMs.
• Front office automation - Team took the initiative to drive consistency in reporting developing and implementing Deployments, Patch Management Dashboards to drive savings, reduction in rework and facilitating remediation teams to deliver best in class data.
• Implementation of Global Confidential Program, Implementing/Developing Centralized Server reporting including Project Management milestones, Automated Tools like SCCM, AD, Antivirus and Inventory. Refresh and Decommission of 400+ Servers delivering Global Unified reporting to Client, Contract Service Levels, Delivery and the leadership teams.
• Implementation of the Confidential (Electronic Information Accuracy) tool deployed to the Shell Account. It has increased our 4 way matching accuracy for all automated sources and will be used in all of Operations and the Next Generation Workplace Services program to ensure we have accurate reporting numbers on all servers and clients for the account .We have 6 teams we are working with in Operations to deliver KPI Reports across 15 fields for cleanup activities. The current percentage of 4 way matches in the account is 72% May 2014 with has increased to 92%. The Goal on the Account is 97% which is expected to take 6 months to complete. Identified revenue adjustments for billing.

Program Manager

Confidential

Responsibilities:

• Confidential Tool (DIAR LOG) has been implemented in the Program to ensure we are capturing all Decisions, Issues, Actions, Change controls are captured for all Program Meetings.
• Regular sessions are being now held with the Program PMO to ensure we have consistency in our plans and each area is being progressed.
• The Confidential tool (outside of the RM Projects) has now been approved leading the activities to deploy the tool through the Shell Account.
• This will increase our 4 way matching for all
• Automated sources and will be used in all of Operations and the Next Generation Workplace Services program to ensure we have accurate reporting numbers on all servers and
• Clients on the account. Effectively in the future we will be able to use this reporting with the client to show their assets are reporting correctly in all systems giving confidence to our
• Reporting numbers and establishing clear evidence for our billing. We have 6 teams we are working with in Operations to deliver KPI Reports across 15 fields for cleanup activities.
• The current percentage of 4 way matches in the account is 72% May with increase to 73% in June.
• The Goal on the Account is 97% which is expected to take 1 year to complete.
• Deny Reports requirement from the Confidential for Shell across the account. Stepping in to establish the team for engineering, report out automated AD Deny reports for the Account.
• Client has a requirement to in corporate the RM In flight projects, Joint Deployment plan - Future Projects, IRM Red list projects and all Patching releases into

Global Program Manager

Confidential

Responsibilities:

• Responsible for the implementation of New Services Development under the Confidential portfolio.
• Completed the Proof of Concept of the Confidential Enterprise Cloud Services
• Implementation of Confidential Enterprise Cloud Services into the Shell Environment in the Tulsa and Confidential locations
• Virtual Private Cloud is a cornerstone offering supporting the Confidential Enterprise Services cloud strategy. Considered one of the primary “as-a-service” offerings, it is a prebuilt, off-premise, hosted service.

Global Program Manager

Confidential

Responsibilities:

• Upgraded Confidential Farms with globally standard infrastructure to address end-of-life issues of non-supported Microsoft Windows 2000 Advance Server O/S by July 2010.
• Enabled common user experience/interface for thick and thin client users when they migrate to Confidential, and enabling support for Windows2008 /Vista applications
• Ensured that the Confidential server platform hosting of the MOP/DTRS and Business Application (BA) services continues to be supportable by the key suppliers like Microsoft and Confidential and, especially for the BA platform, staying in compliance with Sox requirements.
• Reduced business and user disruption as a result of efficient monitoring providing alerts that maintain or reduce the incidence of end users having to call the Service Desk (problems are logged for action before end users call the Service Desk).
• Created the Ability for Shell to respond quicker to market changes through the ability to quickly estimate and establish a new Site through basic criteria, such as number of users.
• The infrastructure will enable Shell to take full advantage of existing and future market services offerings.
• Completed Application Consolidation CMO 1200 to FMO 116 Applications
• Completed Server Reduction CMO 900 to FMO 488
• Completed 29,060 users migrated to FMO MOP service

Global Program Manager

Confidential

Responsibilities:

• Managed Confidential of 1197 Servers in 47 Countries 223 Cities Globally
• Maintained 95% data accuracy for Global Servers
• Managed 4 Regional Leads with 26 SMC/PM resources
• Automated Refresh reporting process reporting Milestone activities for every server
• Maintaining Regional/Global Client relationships
• Working with Internal teams to Refresh 435 Tools server supporting the environment
• Trained replacement lead for GME/LAAM/AP Regional Leads

Global Program Manager

Confidential

Responsibilities:

• Deployment/tracking refreshing 400 servers in 23 countries
• Interfacing with over 58 resources throughout GME to ensure successful deployment.
• Maintaining 98% data accuracy for GME Servers
• Responsible for Asset Management, Change process, Reporting
• Worked to develop Master server list and automated update process for the contract.
• Integration/training of 6 different teams on process automation creating efficiency in reporting and data
• Trained 4 PM’s/Deployment lead for the Confidential Team

Global Server Transformation Manager

Confidential

Responsibilities:

• Responsible for integration and Transformation of non-standard Global servers to an approved Standard environment
• Provided daily direction to a team of up to five installers working on multiple projects.
• Experience interacting with union supervisors and providing direction to union skilled trades.
• Integrated Global Collaboration Center conference rooms.
• Each Confidential room consisted of video and audio conference systems, and collaboration tools such as Webster electronic whiteboards, NetMeeting, Farsite, Laptop computer display inputs and custom external audio systems.
• Performed software setup of Polycom 512MP, View station and VS4000 to work with BRI/PRI ISDN networks and H.323 LAN’s. Terminated audio, video, and control cables. Performed audio system tuning to optimize custom audio systems performance.
• Installed and configured LCD and DLP projectors in both front- and rear-projection environments. Provided direction to the ISDN provider for circuit provisioning. Turned up PRI circuits and tested with Central support groups. Reported software issues back to Polycom for investigation and resolution in software updates.
• Attended weekly Facilities Project meetings Reported to Confidential Deployment Manager daily and weekly project status reports. Worked with General contractor to resolve any construction issues. Directed and Managed the Union skilled trades on the construction of Collaboration Rooms in new construction and renovation projects. Acted as the communications focal point between the Customer Project manager, the Construction trades, and the Customer.
• Researched emerging technologies to update the room design and functionality.
• Performed periodic site surveys to ensure that locations were built to specifications, taking necessary action to resolve issues that arose
• Designed and installed a Model Office facility to beta test emerging audio, display, and collaboration technologies. Reviewed testing of model office (beta test) results to determine office performance and made recommendations whether or not to use specific components
• Led an in-house installation team which resulted in a 56% cost reduction to EDS, by using leveraged internal resources rather than outside vendors.