Introduction

• A creative, results-driven leader and strong customer advocate. Maintaining a keen eye to bottom line results, my hands-on, collaborative style encourages creative delivery teams to produce top-quality solutions. Unique negotiation skills make me a favorite with clients, contributing to an ability to create win-win solutions and maintain high productivity with multiple programs in-flight.
• Values: Integrity. Relationships. Results. Work should be FUN I like competition, wordplay, wine with dinner, and solutions that make everyone happy.
• Objective
• I'm an organizer, implementor, negotiator, and my love is delivery. I build organizations see PMO Director positions and position with Oracle creating a Call Center program and deliver successful projects and teams. I create and thrive in an atmosphere of energy where work is fun and productive. I love a challenge in a collaborative environment where everyone is a team member and every member is productive.

Specialties

Professional Experience

Confidential

Program Manager

• Start-up Project Manager, Initiating IV V activities for South Carolina MMIS Replacement and Eligibility Projects at CMS request
• Establish program Charter, process, and reporting rhythm for two major projects for South Carolina
• Hire, Train, oversee three IV V staff members as assessment agents for CMS relating to in-process projects
• Develop the program plan in concert with projects' structures, working in concert with CMS for preparatory activities relating to gate reviews, CMS Consults, and other oversight / assessment activities for assurance of program certifications.
• Monitor projects' progress and likelihood of achieving CMS certification according to MITA standards and expectations.

Confidential

Program Manager

• On-site program manager for IV V Independent Verification and Validation portion of the LA Medicaid System replacement for the Louisiana Department of Health Hospitals
• Be the go-to person for validation of deliverables, process, use of industry best practices in management of the 35 million MMIS system replacement.
• Act as advisor to DHH relating to vendor activities and project management.
• Review project plans, monitor progress and report to DHH regarding risks and risk management.
• Understand CMS requirements for Medicaid, ensure the project will pass certification at end.

Confidential

Program Manager

• Managed a portfolio of projects for Microsoft OSSC, Security Group:Enhance Archer OSR module to include variable security configuration baselines by business Group. Monthly scan of over 200,000 servers for reporting security compliance in the areas of server configuration, patch status, and anti-virus software.

• Develop a system of reports, tailored to business group, to show patch compliance according to that business area's negotiated compliance baseline
• Support Microsoft OSSG in FISMA security audit
• Compliance / Risk Metrics enhancement project. Define, develop enhancements to in-house built vulnerability metrics package. Receive scan data on a weekly basis and display for custom report presentation.
• Define and deliver process improvement through customer, team, and management consensus.

Confidential

Director, PMO / Business Development Manager

• Defined and developed PMO for a consulting company who specialized in service to Government of Bermuda. Staffed and trained project managers, supporting them through a portfolio of projects which included:ITO IT Office : Microsoft Exchange Migration from EX 2003 to EX 2007

• ITO Implementation of Microsoft WSUS for Standard Software Upgrade Management. Implemented monthly cycle of Server 344 Servers installed upgrades and security patch monitoring/deployment on an automated basis
• ITO Deployment and upgrade of Microsoft 2008 Active Directory across the country's public sector network
• MOE Ministry of Education : Planned re-design of virtual Local Area Networks to enforce compliance to standard naming convention for all VLANs across the network required systematic redeployment at 26 schools over the course of 9 months, one per weekend.
• DOI Department of Immigration : Provided planning and coordination for an improvement project to troubleshoot and remediate performance problems for the Bermuda Immigration System, issues were hardware/network/system design combinations difficult to isolate and competing vendors were responsible. Required strong leadership and firm accountability management.
• DCA Department of Civil Aviation : Planned and coordinated an office move for twenty staff, three servers, entire network.
• Office of Auditor General: Planned, designed, implemented a SharePoint-based public- facing website to serve 60,000 residents as well as internal staff.

Confidential

Power Management IT Director

temporary appointment to allow a permanent Director search

• Managed a portfolio of projects for the Power Management Division of Seattle City Light.
• Prepared and deployed a federally mandated voice recording system for power traders.
• Planned for a project to RFP a new Energy Trading / Risk Management ETRMS information system, and development of a 5-year departmental staffing plan to support request for supplemental budget in 2009.
• Negotiated, documented and developed baseline Requirements Document for ETRMS
• Prepared City Council and Mayoral briefings, papers, presentations to ensure common understanding at a non-technical but highly political level.

Confidential

Director of IT PMO

• Accountable to develop and staff a project management Office for Business Systems Delivery.
• Trim original staff of five project managers to two then built from there to current staff of thirteen program managers.
• Establish performance objectives for PMO, then for staff members.
• Develop standard repeatable processes and procedures, deliverables, approaches to budget and issue management.
• Establish metrics for continuous process improvement.
• Develop regular status reporting, procedures to support constant business change, oversight of project portfolio.
• Implement key controls for managing risk, building capability, measuring success.
• Examples of projects: several large enterprise-critical projects Axapta-Dynamics conversion, development of a marketing portal, implementation of TIBCO bussing architecture , multiple projects requiring integration to and with the major wireless carriers.

Confidential

• Recovered two months and negotiated scope and vendor to cut budget by 2 million on a Web portal design / delivery project - the single customer interface for a 265 million statewide program. Bi-monthly public demonstration of progress and design reviews with customers, government oversight agencies and the public.
• Received positive reviews and approval on designs and architecture on first iterations every time.
• Collaborated with nine other senior level Project managers to ensure interoperability, data and process integration as well as sharing staff and other available resource.

Confidential

• Managed implementation of Claims Processing Analytics when HMSA was in processing of implementing QCSI, which became QNXT, which has now been transitioned to Facets
• Developed requirements, negotiated needs with internal groups for analytics and reporting
• Documented requirements and negotiated with QCSI for modifications required, as well as configuration of the system to meet user needs negotiated design sessions and pricing for custom work.
• Planned, monitored and statused the testing and rollout to internal Claims Processing.
• Developed metrics reporting designed custom reports for consultants to implement. f
• Developed procedures for managing product upgrades to avoid overlaying customized modules

Confidential

• Developed requirements and use cases for Web-based MyCSP Web portal.
• Managed the program of projects for a re-design to include new look, content and additional functionality. External vendor and contract management, geographically diverse development teams, matrixed organization.
• Delivered program on-time.
• Responsible for activities to manage maintenance and enhancement to Cingular knowledge management program included weekly program updates and budget responsibilities.

• Defined, developed, and implemented a Web-based Intranet Financial Recovery System.
• Facilitated client team through elaboration, design and then managed an offshore development team through testing and delivery.
• Resulted in 1.5 million recovery of misapplied or over-paid claims in first year.

Confidential

• Produced the central subsystem client module for re-design of Medicaid management system.
• Represented DSHS as the customer to vendor CNSI on issues of requirements, design, and implementation.
• Managed the UI design team as well as all integrating transactions portion of the system.

Confidential

Business Analyst/Project Manager Contract through Ciber

• Federally mandated HIPAA project Health Insurance Portability and Accountability Act
• Budgeting, staffing, planning and evangelizing.
• Managed multiple tracks: electronic transactions, data and network security, privacy of information.
• Managed a staff of ten to modify agency mainframe-based production systems.
• Managed a business unit to modify process and procedures for inclusion of privacy standards as mandated in HIPAA rules.
• Managed a cooperative inter-agency task force to ensure common approaches, tools and strategies for implementing HIPAA across state agencies.
• Introduced new technology dot.Net in the state environment, responding to federal mandates and developing cross-agency DOH, DSHS, L I cooperative agreements.

Confidential

Project Manager / Account Manager

• Sales and client relationships for a boutique consulting and staffing firm.
• Key customer contact from proposal and sale through project delivery on a multi-million dollar business base.
• Created and ran CTO-to-go Program, developed technology plans for startups such as RealEstate.com, UBuildIt.com, AllRecipes.com.
• Designed and produced websites for Casey Family Foundation an educational site for age 4-8 year-olds and Immunex external branding and web presence site .

Confidential

1- Sr. Project Manager FTE

• Delivered 3 million Oracle Media Server and Oracle Media Objects, a collaborative effort between Oracle and Bell Atlantic rollout in Reston, VA/ Rome, Italy/ London.
• Created and delivered sales presentation to British Telecom.
• Estimated and controlled 3 million budget and staff of 20 30.
• Managed external vendors in development of set-top box.
• Planned and chaired weekly planning / status meetings Oracle and Bell Atlantic senior management.
• Successful implementation on time.

2- Critical Accounts Program FTE

• Developed and implemented a Critical Accounts Program to support Fortune 500 customers of newly released 11i Oracle Financial applications. Objective: work these high-visibility clients through existing problems with Oracle software to result in reference-able client base.
• Budgeted, staffed, designed the program, contracted with Oracle Support, Consulting, Sales, and Development for critical care and focused attention on selected customers.
• Built programs to quickly engage client representatives and Oracle development, and contracted with Oracle support and Oracle consulting to go onsite and troubleshoot issues.
• Established a stand-alone critical account call center staffed and trained in critical call procedures. Successfully moved over 200 accounts from critical to a positive reference in one year. Successes: Micron computers, Dell, AT T, CH2MHill, UPS, many more.

3- Sr. Principal Consultant FTE

• At customer request, participated as a team member on 1.5 million project to install GEMMS manufacturing software at John I. Haas in Yakima, using Oracle database and Oracle financial applications.
• Participated as a team member on various projects to implement Oracle Financial application suite along with Oracle database.
• Nominated for project consultant of the year.

Confidential

1- Project Manager, mandated Crisis Response System contract

• Developed a legislatively mandated 1.2 million statewide crisis response system, using mainframe technology for over 100 remote access sites.
• This was actually a political project rather than a technical challenge managed a large community of users, including the Legislative Budget committee, Office of Financial Management, House Human Services Committee, multiple service providers Alcohol, Mental Health, 911 and police to provide necessary services in crisis situations.
• Technical requirement was a consolidated database of unduplicated client data for reference during crisis situations, including procedures authentication, authorization, and data transmission for data access.
• This was a political winner for the next phase, Mental Health Reform.

2- Information Systems Service Manager FTE

• Managed system maintenance activities of four divisions and two offices within the Department of Social and Health Services.
• Coordinated operations, development, network activities of staff of 42 with annual budget of 3 million.
• Performed legislative briefings, Office of Financial Management OFM budget reviews, testified before legislative committees.

3- Sr. Information Systems Project Manager FTE

• Planned, budgeted, staffed 3.5 million Mental Health Reform Bill legislatively mandated project.
• Successfully migrated 3 mainframe systems with large databases to a distributed client server environment.
• Installed a statewide communications system, tying together UNIX, OS/2, DOS platforms to enable access to the central database of mental health clients.
• Performed statewide community service meetings to ensure advocate buy-in and ensure political success.
• Managed a large and diverse community of stakeholders: Mental health patient groups, Advocacy groups, Service providers both community, Regional Support Networks, and state hospitals