TECHNICAL SKILLS

• Professional Services Management
• Project Management
• PMO Development
• Six Sigma, Black Belt

PROFESSIONAL EXPERIENCE

Sr. Director, Project Management Office

Confidential, Boston, MA

Responsibilities:

• PMO Implementation - Designed and implemented a portfolio-focused PMO utilizing Project Management, Six Sigma and Portfolio Project Management best practices.
• Rationalized multimillion-dollar project portfolio to optimize project selection and management.
• Portfolio encompasses a variety of complex initiatives, from technical to technological, business development, process reengineering, cost optimization and revenue optimization.
• Business owners included Finance, IT, Legal, Commercial, Marketing and Operations.
• o Established business case management process for all approved projects to track funds disbursement and report on project performance versus capital invested o Designed and implemented standard project management methodology including processes, protocols, forms and templates and disseminated best practices across the organization o Developed formalized training programs and continuous learning objectives for Sr. PMs, PMs and Financial analyst.
• Training included 50 hour in class review of project management standards and best practices applied within the context of the company and its culture.
• Projects and Programs - Managed full cycle high visibility, company-wide projects and programs, including large software and systems implementation (45M+).
• Product Software Development - Led the set of projects that culminated in a complete revamp of a core software solution for one of the companies in the portfolio.
• Implemented Agile as a core project management model for new software development and developed a standard model for deprecating "end-of-life" software solutions with end users.
• Integrations - Project managed integration of new financial functions through the set up and management of a cross-functional program, coordinating each sub-project to meet tight timelines.
• As a result, accounting functions have been centralizes, increasing standardization, efficiency and effectiveness of operations.
• Standardization and Process Improvement - In conjunction with parent company, conducted portfolio-wide assessment of IT functions and business planning to identify savings and opportunities for high-value returns.
• Developed road map to execute findings. o Enterprise software implementation - Implemented a set of enterprise-wide CRM solutions in portfolio companies according to their needs.
• Managed the implementation of Salesforce, Oracle (HR and Finance), and others.
• De-mergers -Led the development of company-wide framework for de-merging of business lines, coordinating requirements and timelines for all functions, managing international teams and building relationships with key stakeholders and partners o Capital Improvement Program - Initiated Capital reengineering program to improve overall capital expenditure management and controls through a sophisticated analysis of opportunities, threats and risks.
• Developed phased approach to drastically improve funding request process, estimation discipline, invoice payment and reconciliation, and corporate financial reporting.
• Associate Development- Had integral part of establishing the "People First” culture in shared services group
• Led the establishment of the shared services vision, mission, objectives and goals o Coached and mentored over 100 associates
• Developed and delivered multi-faceted training to over 200 associates
• Consistently received excellent ratings in associate relations survey, customer relations survey and leadership feedback
• Growth and Expansion - Grew scope and influence of shared service division
• With peers, developed strategic plan and business case for growing the shared service division by highlighting savings, benefits and strengthening of the company's position long term
• Operational and Sales Development
• Developed the first "Customer Success” group in our portfolio
• Worked with focus groups to develop a deep "engagement” program for Sales Directors, Relationship Managers, and Account Managers o Developed a suite of Professional Services offerings to deepen customer relationships and broaden product offerings beyond software solutions o Grew Professional Services offerings to $ 200k in one quarter

Sr. Project Manager, Consulting

Confidential, Washington, DC

Responsibilities:

• Developed the core Project Management Playbook for PMs using Project Management and Portfolio Project Management best practices.
• Worked in and managed over 20 different client portfolios that constituted over 120 discreet projects
• Through rigorous project management methodology, coordinated all aspects of software development, QA, and solution delivery.
• Implemented Agile Delivery Methodology for software development projects
• Implemented a new Enrollment Management offering for large University clients.
• As a result services revenue increased by 30%.
• Optimized staffing model to support broader and more complex projects and programs o Managed program to reengineer the groups indirect spend process, resulting in annual saving of over $350k
• Adjusted Consulting Delivery pricing model
• Increased Latin-American Caribbean business by 25% through direct services and product bundling o Managed a portfolio of "high touch” clients

Sr. Engagement Manager, Consulting

Responsibilities:

• Developed PMO Delivery Playbook and checklist
• Worked with project team to integrate functions of current and future software needs o Worked to employ process that would streamline and standardize functions while keeping headcount neutrality.
• Developed and executing comprehensive training programs for supervised departments to improve productivity, knowledge and morale.

Project Manager, Technology

Confidential, Washington, DC

Responsibilities:

• Doubled responsibilities at the end of 2006 with the assignment of two additional workstreams o Transitioned new responsibilities into existing operations without increasing headcount while maintaining same level of efficiency.

Senior Manager, Change Mgmt

Confidential, Dallas, TX

Responsibilities:

• Change management consultant working with specialized ERP service rollouts. Direct all levels of functional ERP deployments from planning to execution.
• Work to provide proper level of technology, finance, accounting, and other key processes for company stakeholders and "change" champions.
• Managed a cross—deployment team of up to 11 consultants.

Senior Audit Consultant

Responsibilities:

• Work on various Internal Audit assignments within the energy and pharmaceutical area.
• Provided controls assurance services, technology change management assessments, and SOX 404 IT services in order to help companies meet corporate governance guidelines.

Technology Assurance

Responsibilities:

• Worked in a cross functional team of 14 consultants on engagements working with Executive Management (C— Level) teams developing corporate "go ahead" strategies as pertaining to full scale ERP integrations.