SUMMARY

• Executive with demonstrated experience driving professional services and developing project management offices within both technology and business departments that support expense reduction and increase revenue production. Through servant leadership, improved time to delivery, resource utilization, and increased professional services revenue. Hands - on experience managing numerous, complex programs in various industries including financial, health care, brokerage, retail, manufacturing, publishing, and insurance.

AREAS OF EXPERTISE:

• PMO/EPMO Development
• Strategic Planning
• Financial Planning
• Portfolio Management
• Mergers & Acquisitions
• Vendor Management
• Solutions Delivery
• P&L Management
• Program Management
• PPM Tool Implementation
• Agile / SAFe / Waterfall
• Project Estimating

PROFESSIONAL EXPERIENCE

Confidential, Austin, TX

Vice President Project Officer

Responsibilities:

• Extended the project management process to use the Agile methodology and SAFe using Jira and other Atlassian suite products.
• Initiated resource utilization and forecasting processes for technology team and integration with business.
• Improved intake and prioritization processes and integrated with capital expenditure planning
• Identified and engaged new technologies to support business initiatives
• Developed executive committee dashboards and associated KPIs to support strategic planning decisions
• Responsible for capital planning and reporting for technology department
• Micro Services / Mobile POS Initiative
• As the product manager for a mobile POS application and micro services development owned the overall delivery of the application, hardware, and software of a micro services architecture in Azure
• Engaged with vendors from Argentina and India for software development
• Team consisted of multiple international development pods successfully delivering over 20 production releases on time and within budget.
• Owned SOW management with software and hardware vendors.
• Responsible for strategic roadmap planning and implementation of a SAFe methodology

Confidential, Houston, TX

Vice President PMO

Responsibilities:

• Developed and improved control processes to increase speed of delivery and professional service revenue via Lean techniques. Reduced standard implementation costs by 20%.
• Developed flexible SDLC processes to support agile, waterfall and iterative development to support projects as small as 100 hours up to 150,000 hours of labor.
• Improved interactions between technology and business by clarifying roles and responsibilities
• Directed CA Clarity PPM tool migration from HP PPM across 6 corporate sites. This included implementing organizational change management and training
• Developed and implemented portfolio management, intake and prioritization processes
• Developed C-level reports and KPIs to facilitate transparency and allow informed decisions
• Support of SOC1 & SOC2 auditing
• Implemented business case, forecasting and budgeting for all projects

Confidential, Chanhassen, MN

Senior Director EPMO

Responsibilities:

• Forged the creation of an enterprise-level project management office
• Drove creation of Agile project life cycle management including integration with SCRUM
• Identified and implemented tools to support successful project management including CA Clarity PPM, Jira, SharePoint, and Workday integrations
• Introduced and formalized portfolio management, Intake, and prioritization processes for the enterprise. This included the development of processes to support the annual and 3-year budgets.
• Integrated with internal creative agency and marketing teams
• Improved Financial forecasting and budgeting across all programs & projects for enterprise
• Engaged C-Level resources to develop metrics and reports to facilitate transparency and allow informed decisions
• Implemented stage-gating process, including post-deployment benefit validation across a 6 and 12-month window.
• Successfully recovered a failing web interactive department and several key initiatives.
• Managed a team of 12 FTEs and consultants using the Agile methodology. Department had an annual budget of $1.9 million.
• Assumed ownership for rewrite of mission critical member website
• Program consisted of 5 projects spanning a 36-month period with the objective of redesigning the overall architecture and branding of the existing Life Time interactive presence.
• Program had an overall budget of over $24 million
• Directed the creation of a Health Wellness screening product available for sale to corporate, retail, and club members. Program had an overall budget of over $500k.

Confidential, Minneapolis, MN

PRESIDENT

Responsibilities:

• Responsible for business strategic direction and P&L.
• Annual revenue exceeded $3 million with an average staff of 35 consultants.
• Provided hands-on Program/Project Management on programs up to $65M in size.

Confidential, Minnetonka, MN

PMO Program Manager

Responsibilities:

• Created processes to facilitate business ideation and prioritization of initiatives.
• Owned and facilitated processes to support strategic road mapping and coordination between business and technology initiatives.
• Defined project and portfolio governance processes to ensure visibility to executive leadership.
• Direct program management responsibilities for the creation of an external Provider portal to support the automation of health care notifications and integration of newly acquired health plans across the UnitedHealth Group enterprise.
• Responsible for the coordination of 23 impacted applications across 4 business segments.
• Program consisted of 10+ projects spanning a 3-year period and was managed using Planview.
• Program had an overall budget of over $19 million.

Confidential

Sr. Program Director

Responsibilities:

• Implementation of a single brokerage platform (Broadridge Financial), and re-branding of new organization.
• Responsible for the management of 12 projects and a total staff of 65 people, both technology and business. This included the management of 5 key vendors.
• Creation of unified data analytics source for the organization through the use of an enterprise data warehouse.
• Responsible for management of Confidential and Teradata teams, both technology and business.
• Creation of single HR function within merged organization. Reported to HR executives to ensure both business processes and technology components would support the new organization.