PROFESSIONAL EXPERIENCE:

Confidential - Chicago, IL

Project Manager

Responsibilities:

• Developed a training program and delivered instruction on the topics of technical/business writing, investments, economics, statistical modeling, regulatory compliance, and risk assessment. Trained and supervised new hires and interns.
• Process gap analysis for regulatory requirements; development and implementation of processes and procedures to fill those gaps.
• Contributed to the bi-annual capital adequacy reviews (CCAR) for the Federal Reserve Bank (FRB) on four executive committees in support of compliance, governance, process development, and technical efforts.
• Supported the data modeling teams (Operational Loss, Credit Risk, Pre-Provisional Net Revenue, and Treasury) in the development and delivery of statistical models and systems enhancements for macroeconomic scenario projections for the FRB reporting cycles and interbank data analytic initiatives.
• Developed a Project Management Organization (PMO) to manage an initial portfolio of 120 technology (infrastructure design/installation, application development, off-the-the shelf implementations, e-learning and standardized desktop rollouts, and buildout of testing environment), compliance, and facilities-related initiatives. Trained all stakeholders (57 individuals) and 5 new project coordinators.

Confidential - Chicago, IL

Midcoast Neuromuscular & Cosmetic Dentistry at St. Francis Hospital - Evanston, Illinois

Responsibilities:

• Added a Six Sigma group under the Quality Control & Client Compliance Department, introducing methods for implementing process changes using root cause analysis and data analytics. Trained all stakeholders and managed three analysts. One of the larger projects resulted in the recovery of $1.2 million and eliminated future losses. Another project increased receivables by $1 million in the first quarter.
• Enhanced the Vendor Management program to comply with regulatory expectations in terms of SLAs, the competitive bidding process, monthly scorecards, annual audits, and risk assessments. The changes resulted in high approval ratings from the Government - Sponsored Enterprises (GSEs).
• Evaluated vendors in terms of contracts (both initial and renewals) and performance metrics. Implemented the competitive bidding process to secure new IT and operations products and services.
• Introduced new technology in support of organizational development efforts. Contributed to the implementation of SharePoint, a standard desktop platform, a new case management system involving extensive process mapping, testing environments, UATs, testing plans, and Help Desk enhancements.
• Generated new and improved existing curricula annually.
• Delivered individual development plans and assessment of productivity for 1,000 individuals within diverse populations. Used data to drive goals and measure gains.
• Expanded understanding of resource skill sets and proper placement for success individually and in groups.
• Delivered presentations to leadership, faculty, and professional groups on: improved teaching methodologies; hands-on/high-interest instructional programs for multiple intelligences; excellence in instruction and classroom management; driving school improvement; and use of technology in the classroom.
• Introduced new technology to the practice, including a more robust infrastructure, standard desktop, patient management, billing, and dental insurance management software, digital imaging, in-house porcelain crafting, and laser cosmetic capabilities.
• Managed a merger and the acquisition of two practices for the organization.

Confidential - Chicago, Illinois

Senior Project Manager

Responsibilities:

• Improvements increased profits from $750,000 to $1.2 million dollars in one year.
• Developed the IT PMO and trained 10 Project Managers.
• Managed seven to eight small to medium projects or one to two large-scale projects simultaneously.
• Engineered and installed infrastructure on a large scale. Designed and build out data centers and telecommunications centers. Developed robust and easily modifiable testing lab; created process and procedures for customer utilization.
• After a merger, minimized space requirements by moving the remaining 1,200 people from 180 Maiden Lane to 40 Wall Street in four months. The scope included the scrap/resale of equipment, furniture, and miscellaneous office supplies occupying 1.9 million square feet, the build out of 131,000 square feet of new office space, design and build out of a new data center and network infrastructure, complex systems integration with legacy sun-setting, and optimization of a variety of trades. The project resulted in the timely sale of real estate worth $350 million. In addition, vacated a second large office facility in Cranbury, New Jersey within aggressive timeframes, saving the corporation $1 million per day in rental fees to the buyer.
• After a merger, managed the project to convert newly acquired offices to standardized infrastructure, desktops, laptops, print, MS software tools, and other applications.
• Managed projects for data migrations for several business lines as the result of business line sell offs.
• For operations supporting a government contract for employee health benefits, improved resource productivity and environmental support by rolling out a standard desktop and infrastructure, including a complex systems integration effort for 1,300 users. Subsequently moved operations and the data center to satellite locations in seven months, for which oversight of the construction of two office buildings was required. The second phase resulted in improved and localized service for client constituencies. Introduced the organization to formal Request for Proposal (RFP), vendor negotiation (SLAs) and selection processes, consistency in documentation, and regulatory compliance.
• For 127 field offices and 25,000 clients, delivered a standard desktop, shared print capabilities, and distributed network infrastructure in 11 months, improving employee productivity corporation-wide and a reduction in FTEs. The effort also included the development of a test environment for the integration of 300 applications and regularly obsolescing equipment, curriculum development and training of end users and LAN administrators, a high volume of engineering, procurement, timely delivery of product and resources, and 7x24 support.
• As a member of the mainframe help desk, improved the workflow for the problem tracking system, improving data reliability and reporting to 98% accuracy.