SUMMARY

• As a Motivated, detailed oriented Portfolio Manager with extensive customer service experience.
• A proven performer who has demonstrated success in portfolio and program management as well as business process design and optimization while building relationships across workgroups. Dedicated team member with a reputation for creative problem solving and outstanding service.
• Highly experienced professional managing globally complex technical projects, to lead diverse teams of professionals in support of digital transformation of business operations.
• Strategic thinker with experience in constructing and facilitating cohesive teams across the organization.
• Identifies opportunities to develop innovative and cost - effective solutions, increasing revenues and improving customer satisfaction in a 24X7 Global environment.

TECHNICAL SKILLS

• Microsoft Dynamics 365 CRM, Azure, Power BI
• SAP, MM, FICO, BI, CRM, ABAP, SM, PM modules
• Salesforce.com Leads and Opportunities
• Visio, MS Project, SQL, .net, Oracle, HP-UX, SAP, HTML, XML, HTTP, Web services,
• MS SharePoint, MS SourceSafe, MS Office 2016; Google, Office 365, VMware, ITSM, ITIL
• PMBOK Standard Project Management Practices / Software Development Lifecycles
• 5+ years of Portfolio Management
• 5+ years’ experience working in AGILE environment
• 9 years of Project management experience
• 8 years Program management on global program
• 10 + years of experience in SAP global Implementations as program manager
• 15+ years of management experience
• Application Development
• Network Management
• Outstanding training, leadership, and communication skills.

PROFESSIONAL EXPERIENCE

Confidential

Global IT Program /Change Manager

Responsibilities:

• Managed the implementation Unit 4/Business World’s ERP system for General Ledger, Accounts Payable, Fixed Assets, Budgeting/Planning and Human Resources. Unit 4/Business World’s ERP system is a UK based organization that is a leader in ERP systems for non-profit and education organizations.
• I came into a project that had no clear direction, cost over-runs and false go-live dates. The CEO gave the directive to take the project live in four months.
• What I did for the project was access the state of the project and formulated a plan that would meet the go-live date. I did this by meeting with department heads and programmers and I determined that the system was configured and met the requirements that would allow the departments to go-live as is. I did this during the first two weeks of starting my role as Program/Change Manager
• I stopped all changes to the environment and set up a change review board to evaluate the business needs of any further changes.
• I created a detailed project plan that outlined the tasks necessary to meet the go-live date.
• I held daily meetings in an agile scrum format that evaluated logged Integrated systems issues and set up user acceptance scripts (UAT).
• UAT was performed in an agile scrum methodology for with all defects evaluated and prioritized daily
• Created a go-live task list for developers, departments, IT and managed the go-live tasks through the go-live with post go-live support

Confidential

Global IT Program Manager

Responsibilities:

• Managed the Power BI project using an agile scrum methodology this was a BI reporting project
• Hosted daily scrum calls to manage the program and sprints acting as the scrum master
• I hosted the sprint planning sessions with the business and digit transformation team using T-shirt sizing to manage future sprints
• Each sprint had a retrospective to help improve future sprints
• On this project we improved velocity of the sprints as the digital team and business became more comfortable with the tool
• Managed the integration project, which was an interface between the Microsoft Dynamics 365 CRM system and the JDE ERP system using an agile scrum methodology
• On this project I was the project manager working with the scrum master to manage issues using a RAID log to remove blockers during the project
• I hired the Microsoft Dynamics 365 team on this project to work with the JDE team members as all other Microsoft Dynamics 365 team members were fully utilized in the core Dynamics project
• Project Governance:
• The Microsoft Dynamics 365 CRM project for Otis is a transformation project taking regional systems for CRM, field support and customer call center to an integrated global system that will allow better communication, allow managers better visibility to the pipe line and customer needs as well as real time reporting.
• Manage third software implementor to drive software development project (SDLC) to implement Microsoft Dynamics 365 CRM in the Azure cloud
• Drove the development and execution of project plan by working with project team to define, sequence, and estimate duration of activities and determine schedules to meet project objectives and ensure the traceability of requirements through software development and into production
• Ensures consistency and adherence to the client’s standards, processes, and policies for all projects
• Managed all aspects of the project execution including: chartering, scope definition, requirements gathering, project planning, change control, risk management.
• Manage the identification, resolution and escalation of project risks and issues. Plan and execute project communications ensuring timely and accurate distribution of information to the senior managers.

Confidential

Global IT Portfolio/Program Manager

Responsibilities:

• Portfolio Management
• Oversaw the IT portfolio, monitoring projects and progress - creating a weekly report on the overall health, budget, risk, quality and resources of the project portfolio to senior managers including the C-level managers
• Responsible for governance of IT portfolio and participate in the development of IT strategic planning sessions. Maintaining the projects and project requested list in a single view that the senior management team or any employee could view the status of existing projects with expected completion dates and budget information, projects that were requested and in the pipeline with their expected start date. Projects would be evaluated on revenue generation, expense reduction, regulation/compliance, operational efficiency, customer loyalty and keep the lights on.
• I created the IT Project Delivery Framework which was a process that was designed to be collaborative, reliable, predictable and supports business initiatives on time, within budget and with high quality. The framework includes a defined process facilitating project request submittal, estimation, approval / funding, scheduling, risk mitigation, scope definition, development and delivery to meet business applications and systems processing requirements. Additionally, various artifacts are used in project delivery management, including: Master Project Schedule, Project Plans, Business Requirements Document, Functional Specifications, Technical Specifications, Resource Plans, Budget and Project Status Report.
• Created and manage the Business Project Review Board /Customization Control Board creating a partnership between the different business units and IT to establish and articulate a cohesive change process to implement enterprise solutions as well as to prioritize and monitor projects submitted to IT
• 3rd party vendor management of Gerber’s Application Managed Services (AMS) and the Infrastructure Managed Services (IMS) providers
• Manage the support activities of the Application Managed Service Group to ensure that service level agreements are met or exceeded
• Evaluated, recommended and assisted in the implementation of an Application Managed Service group
• Manage the day to day Global operations of the SAP ERP (FICO, MM, SD, SM, ABAP) and .net application groups to meet the business requirements
• Working with the individual business units held weekly meetings to review new and current project and ticket request, set priorities and reviewed milestone dates of each project
• Managed, evaluated, recommended and assisted in the implementation of an Infrastructure Managed Service group (IMS)
• Managed the cloud migration of the Gerber data center into a Public Cloud environment at SunGard
• Met weekly with the IMS service delivery manager to review the service desk higher priority, network issues and server issues. Monthly met with the IMS team for the quarterly business review to review SLAs, and metrics for the service desk, network, servers and the SAP public cloud environment
• Work with the Business Analysts from each module including the ABAP lead to review project and tickets, setting priorities evaluating risks in each area and removing roadblocks
• Created and managed the resource plans for the AMS vendors assigned to projects, tickets and break fixes, aligning resources to the prioritized work. I facilitated the weekly IT management meeting to review the resource plans and project alignment.
• Project Governance:
• Maintain customer relationships; provide business process expertise and guidance on solutions to business problems and challenges
• Managed, evaluated, recommended and assisted in the implementation of a Global VOIP that reduced costs by 20%, while improving services
• Manage the mobile phone vendors reducing costs 15% this was later outsourced to a third party to monitor
• Evaluated, recommended and assisted in the implementation of a credit card process that ensured that Gerber was PCI compliant
• Participate in compiling the IT application budgets during budget season
• Managed the resource plans for the IT department for employees and AMS, IMS contractors. Tracked Support minor changes, projects, break fixes by resource and by skill level.
• Gerber’s Software team of customer environments at AWS
• Managing the interface between AWS and SAP to control access to Gerber’s software at AWS
• Implementing a third-party tool called Zuora to manage the subscriptions of Gerber’s software at AWS
• Resource management in an Agile/Scrum and Waterfall environment
• Actively manages relationships with vendors
• Ran the discovery sessions working with the business and IT to review salesforce Configure Price Quote module and develop the ROI to be presented to Senior Management
• Ran the fit to standard discovery of SAP S4/HANA - working with the senior managers from each business unit reviewed the SAP fit to standard questionnaire and helped them through how they used SAP today and what benefits of going to SAP S4 would mean for their departments
• Ran the evaluation of new PC/Laptop purchases for the coming 4 years for our North America and European sites. Developing the selection criteria that included rating on service, quality, reliability, performance and price that met the business needs. The business requirements were broken down into three sub groups for the employees: one for senior managers, one for engineering and one for general population
• I also would periodically sit on evolution from other business units to review vendors such as the quality team to evaluate a new product to support the subcontract processing done by Gerber’s vendors

Confidential

Senior Project Manager

Responsibilities:

• Provide strategic and tactical direction in the selection process of an ERP system to meet the customer requirements. Work with all aspects of the company to build customer roadmap in the implementation process
• Defined the achievements of selecting an ERP system
• Working with the business units Created the selection criteria checklist
• Set up meetings with vendors a created meeting minutes with action items and deliverables
• Designed and implemented infrastructure solution to increase productivity and eliminating outages
• Led weekly meetings and created project schedules to implementing a cloud base system saving the company 20% in infrastructure and personnel costs
• Replaced existing Outlook with a cloud-based environment

Confidential

Senior Program Manager

Responsibilities:

• An original member of the SaaS Cloud Team, hosting and managing customer’s applications and projects through the Software Development Life Cycle; outlining scope, goals, deliverables, resources, budget and timing. Created project plans using MS Project and communication plans while analyzing and minimizing risk, for a variety of customers in a variety of industries. I tracked and reported project progress and milestones to project sponsors and created status reports for executives (in red yellow green format). I resolved issues and problems throughout the projects life cycle
• Manage and led a cross functional team to migrate BMC’s Remedy SaaS customers to data Centers is the US and Europe at Capgemini to drive performance improvements by reducing unplanned customer outages in 6 months
• Implement and develop project schedules, to meet critical deliverables, resource allocation plans, and other support requirements for assigned programs
• Used an Agile/Scrum methodology to migrate customers
• The team consisted of the project sponsor, developers, testers, service delivery managers and project managers
• Using sprints of 2 to 3 weeks we would migrate a customer’s environment using session-based testing to ensure that a customer’s environment was ready to go live
• Coordinate the activities of supporting project teams; tracked progress against established plan and made decisions to alter or update schedule and resource allocation to exceed product requirements and development schedule
• Communicate program progress, escalations, and issue analysis to product stakeholders; collaborate with executive management to implement changes to resolve escalated issues. Produce solutions to ensure adherence to budget and established project roadmaps and schedules
• Developed and Chaired the Customization Review Board
• Ensured quality guidelines and standards to meet best practices, delegating the process to a successor
• Led weekly meetings with customers, architects, software consultants and tactical engineers to review customer requests for customizations (these global projects totaled more than $50 million)
• Created Customer Change Management process for SaaS operations
• Created the Request for Change Process (RFC) through the software development life cycle
• Provide direction and support to the Change Management program team
• Established and Chair Customer Service Delivery Managers Implementation Board
• Identified program scope including goals and expected customer deliverables
• Review activations to ensure all on-boarding project design docs are complete
• Train the On-boarding partners in the SaaS process model