TECHNICAL SKILLS

• ERP / HCM / Confidential / CRM, Cloud / Virtual / On Primus, Change Agent / Digital Transformation
• Data Center Consolidations, Data Center Migrations, Agile - Scrum Master (CSM)
• Microsoft Azure . Tango Cloud (AWS & Azure), Lean Methodology
• SaaS / PaaS / DbaaS, Middle Tier System / ODS, Waterfall - SDLC Methodology
• Oracle HCM Cloud, PeopleSoft HRMS / Tools, MS Project / Clarity / WBS Chart Pro
• JIRA & Confluence, Microsoft Visio, Software / Infrastructure
• Skype / Teams / Zoom / Cisco, Microsoft Word / Excel, AdobeSign / Adobe Acrobat

PROFESSIONAL EXPERIENCE

Confidential, Johns Creek, GA

Responsibilities:

• Waterfall Software Development Life Cycle (SDLC) initiative of Tango’s Project Management System implementation (AWS and Microsoft Azure cloud/SaaS based ERP solution), for Construction and Capital Management. The solution included ETL of existing data, Mobile Access, integrations via APIs, WebService, files and ArcGIS data, into multiple on primus systems - custom Mid-Tier, Sage (ERP) and Oracles E-Business Suite (EBS). This effort included two Agile work streams, first an integration into EBS and a custom EBS Vendor Registration and Onboarding sub-system via approval work flows, and secondly a integration between Sage and Oracle EBS for automated Invoice Payments.
• HCM digital transformation and re-engineering initiative to streamline business processes, culture changes with the implementation of a new multi cloud and on-primus domain. Drove the implementation and integration efforts through establishing business and system requirements, collaborated with third parties, development, architecture on cloud and local infrastructure, data conversions, and ensuring secure access and identity management. The system included Data Transformation (ETL), integration of Oracle’s HCM Cloud (API’s & REST), Oracle’s Taleo Cloud (Talent Acquisition, Learning & Development and Performance Management), Oracle’s Workforce Compensation Cloud, Salesforce.Com (Care /Helpdesk cloud), Oracle’s E-Business Suite (EBS), Big Data for historical data, Tibco’s Enterprise Service Bus (ESB) to existing systems, OBIEE Tableau and BI Publisher for Business Intelligence Reporting and Predictive Analytics, as well as Kronos for hourly colleague work force scheduling and time tracking.
• Lean transformation initiative of the PTO system, with the team focus of Value Stream, Impact Mapping, and Cost of Delay as the mechanisms to identify the highest and true Value. Collaborated to set measurable outcomes, tested our hypotheses, and implemented fast feedback loops for smaller batches of work, and differing lower value work (see the next two highest valued features below - they were run as Agile given the needs were understood).
• Agile initiative to build an internal “Time Tracking” system using a multi-tier Java solution allowing users to clock their time. The Clocking data is integrated into Kronos and into Oracle’s Cloud HCM (SaaS) for payroll.
• Agile initiative producing a “Colleague Availability” system (based on Angular Java Script) with a dynamic Rules Based Java backend, allowing users to schedule their own work time, by week, at least two weeks in advance, including date and times available to work, scheduled time off (PTO), and pick up Work Shifts at their control.
• Agile initiative for the Legal System upgrade and implementation of iManage, to capture and secure all related documentation including emails, affidavits, contracts, communication system data, logs and others utilizing a secure and structured approach for the handling and filing of sensitive information.
• Waterfall Software Development Life Cycle (SDLC) project, with a third party vendor, to enable Associate Giving and Volunteerism, and the Administration and management via a Cloud based Software as a Service (SaaS), data ETL, product integrated through an on premise Mid-Tier system into Oracle’s Cloud HCM (SaaS) for payroll deductions and Oracles EBS for electronic vendor payments to the given Charity or third part vendor for services payments.

Confidential, Atlanta, GA

Responsibilities:

• Confidential ’s Marketing - eCommerce Order Management System: Implemented a Program Management Office Managed system enhancements and changes to the Customer centric information repository, including Business Objects, Business Intelligence, Reporting and Marketing Software (Unica) integration for enhanced Campaign Management through digital media.
• This initiative incorporated data sourcing and transformation (ETL) from their POS and eCommerce Sites, Order Management Systems, Credit Card Systems (in-house), other Data Warehouses including third-party providers. This system provides Business Activity Analysis, Marketing and Event Analysis, as well as targeted Campaign Management and post analysis.

Confidential, GA

Responsibilities:

• Confidential ’s Systems & Technology - Customer Information Management: system enhancements and changes to the existing customer centric information repository, including Business Objects, Business Intelligence, Reporting and Marketing Software (Confidential Unica) and integration for enhanced Campaign Management through digital media (Digital Transformation) for eCommerce. These initiatives incorporated data sourcing and transformation (ETL) of Point of Sale (POS), eCommerce Sites/Order Management Systems, Credit Card Systems (in-house), as well as internal and external Data Warehouses. This Customer Information Management system is utilized to provide Business Activity Analysis, Marketing Analysis, Event Analysis, and targeted Campaign Management with the associated post analysis.
• AT&T Mobility Enterprise Program Management Office - Program Manager - Asset Optimization Initiatives:
• Asset Optimization - Established scope, tools, operational assessment models, reporting systems, project funding, project initiation, schedule and execution status management oversight for multiple programs, executed through 28 separate and distinct markets (organizational entities). Focus areas included ongoing 2G turndown, 3G stabilization and 4G rollout projects based on strategic and tactical goals, including methods, process, to achieve the Confidential goals.
• Asset Management and Reuse of network 2G and 3G assets based equipment utilization through an offered/carried assessment model, and utilization model. The market verified the harvest opportunity for equipment turn down, harvest and repurposing of the assets. Documented the system and user interface requirements, in partnership the Market level RF Engineering, market Operations, and Supply Chain Management (logistics). Actively established National and Market level reuse targets.
• Established PMO System Tools including In-network Equipment Utilization and Assessment Tools, Demand Validation Summary and Supplied tool, and Equipment Harvest Availability reports. This included scope, business and systems requirements, Use Cases for the application, systems, and user interfaces development management. Data mining, import, and transformation, for Business Intelligence reporting.
• National Customer Care - drove reduction of customer churn by 20%, which was due to network issues. Accomplished by cell sector leveling, excess equipment/assets reused in undersized cell locations.