SUMMARY

• A highly motivated Sr. Management professional with experience in teh Telecommunications, Cable, Banking/Financial, Engineering, Healthcare, Government, Energy/Utility, Media.
• Mining, and Advertising/Marketing vertical industries. Have a reputation for saving/turning around troubled programs by setting priorities, reorganizing efforts, and surpassing goals.
• Extensive achievements based on strong analytical, problem solving, organizational skills, and ability to develop and lead productive teams.
• A skilled negotiator who can resolve complex situations and deliver solutions to enhance customer relationships.
• Solutions driver who bridges teh gap between business and technology with expertise in managing complex programs and multiple concurrent projects.
• Directs PMO teams to develop high - quality programs dat solve business problems and provide tangible results for enterprise-level programs.

TECHNICAL SKILLS

• Organizational Change Management
• Vendor/System Selection Process
• PMO Development: Portfolio/Program/Project Management
• PMO, SDLC, Policy/Procedure Development & Standardization
• Vendor Relationship Management
• Financial Management Planning & Budgeting
• Release Management
• Strategic & Tactical Planning
• Leadership & Coaching/Mentoring
• Business Development and Business Management
• Turnaround Operations
• Business Process Engineering

PROFESSIONAL EXPERIENCE

Confidential

Program Manager

Responsibilities:

• Aligning News & Sports division w/ Regional Sports Network Executive and Product Management teams to define clear Portfolio Roadmap and direct business forecasting and financial analysis activities and identify opportunities and risks in teh portfolio along with action plans to ensure attainment of financial goals.
• Initiated and manage teh Security Risk Threat Assessment program for News & Sports suite of products ensuring applications and websites meet security standards following guidelines in NIST 800-39 (Managing Information Security Risk) and teh NIST CSF (Framework for Improving Critical Infrastructure Cybersecurity.) Authored first ever Security Checklist documentation for teh News & Sports team to incorporate development around security best practices.
• RAVEN Application Development - Scrum Master (Interim) - implementing best practices in agile software delivery including continuous integration and continuous deployment DevOps principles. Integrated QA into teh team to increase quality software output and incorporated Product Manager into backlog grooming and UAT.
• SportsNet LA Dodgers - Project Manager and Interim Scrum Master for development of new SportsNet LA iOS/Android apps and update to current SportsNet LA website to provide customers access to 24/7 live streaming of SportsNet LA linear channel with live Dodgers games.
• LA News & Midwest Market Onboarding - Spectrum Networks is launching linear news channels in teh LA, KY, OH, & WI markets. Teh current websites, apps, and supporting systems need to be updated to onboard teh new regions and align them with other established Spectrum News channels. Managing 3 development teams, 10 cross-functional technical teams (Accessibility, Customer Operations, Information Technology, Legal, Marketing, Network Operations, Product, Software Engineering, Spectrum Reach (SalesOps), Technology Services, and AE-Video Infrastructure Integration); and Vendor Management of 3 outside vendors/broadcast engineering teams.
• Liaison to Corporate Portfolio Planning for project intake process, financial reporting, and portfolio performance metrics.
• Improved Project Management processes through teh implementation of a new business case template—enhanced project visibility to determine project status for Executive decision-making.

Confidential

PMO Director / Sr. Program Manager

Responsibilities:

• Provided training and mentorship on PMO, Scaled Agile Framework (SAFe), CCB, and Release Management best practices.
• Through only teh power of influence, trail blazed teh organization's move to SAFe, championed best practices, coached and provided training. Planned, scheduled, and facilitated all Agile ceremonies including daily stand-ups, program increment planning, release planning, sprint planning, retrospectives, sprint demonstrations, team building, and other events.
• Managed key organizational change management strategies and conducted current state/future state gap analysis for key business processes for teh Transformation Portfolio.
• Captured 60% savings in projects costs in only five months—reengineered project plans and renegotiated contracts with new vendors; enhanced quality assurance and maintained timelines.
• Managed teh successful completion of over 10 software development projects over a range of software utilizing .NET, Java, HTML, CSS, Javascript, SQL components, SalesForce, SharePoint, external and internal Web Portals, Oracle and SQL Server data warehouse projects, MS Azure, Tableau, and ESRI GIS integrations with budgets ranging from $10k-$1M+.
• For both teh SalesForce CRM and BI data warehouse Programs established new self-organizing scrum teams by training on agile fundamentals and coaching teams for sustaining changes introduced. Implemented agile process for re-platform, re-hosting data projects by training team to use Jira and Confluence. Involved in database, networking projects modifying flow for BHM updates between data centers,
• After teh burn-in period, teh team was able to execute 80% - 90 % of user stories over multiple sprints.
• Rapid bootstrapping of distributed team and excellent cadence build-up with-in 2 iterations.
• High-performing and motivated team created with record close to 95 % participation in agile meetings.
• Team designed and trained to follow Kanban or Scrum based on project or user story.
• Executive briefing and reporting on scrum metrics, burn-up, and process improvements periodically.
• Decommissioned legacy Oracle data warehouse and implementation of new SQL Server eDataHub and integration with MS Azure. Preparing BHM for integration of new data warehouse with integral back-office systems and reducing BHM total cost of ownership by $24k per year.
• Responsible for financial performance of teh Transformational Portfolio Budget including creating cash management strategies, and directing teh company's investment activities.
• Provided budgeting, forecasting, and analysis of financial results for divisional projects with high level of complexity from conceptualization through implementation.
• Built a Portfolio Management Financial KPI Dashboard including metrics such as BCWS, ACWP, ROI, Cost Variance, Cost of Managing Processes, Schedule Variance, and Resource Utilization.
• Reviewed Monthly financial results and provided analysis for divisional budgets and forecasts to Executive Management.
• Examined, verified, and provided cost benefit analyses for key divisional projects. Created cost-benefit analysis to identify potential risks and opportunities for COTS vs Buy; in-house versus onshore/off-shore consulting resources.
• Participated with senior managers to establish strategic plans and objectives
• Identified and organized IT Infrastructure Roadmap for 2017/2018 designed to help BHM reduce cost and risk in teh current portfolio as well as make better choices with future investments.
• Managed SalesForce B2B, B2C, and B2P Program across Sales, Client Success, Marketing, Finance, Case Management, Billing, and Provider Network teams. Includes integration with new eDataHub and Marketo Lead Management system.
• Implemented standardized Vendor/System selection process/procedures including strategy to identify upfront requirements and successfully ran teh following system selection projects:
• Phone System Replacement - Discovery and Planning phases: wrote business/technical requirements, created 2018 Implementation Roadmap, and $150K budget to replace 8x8 and integrate with SalesForce CRM (after initial investment will result in $24k savings per year)
• Time & Attendance ADP EzLabor replacement with Ascentis NovaTime (saved BHM $50k per year)
• Performance Management System: wrote requirements, conducted demos, and post implementation drove organization to create standardized individual performance metrics in support of BHM Strategic KPIs.
• Sponsor of new Financial Management Program, wrote business/technical requirements, 2018 Implementation Roadmap, and $1.1M budget to replace QuickBooks and integrate with SalesForce, eShares, KeyBank, eDataHub, and ComData.
• Performed vendor selection to replace current website/portal software consultant resulting in better SLAs, quality, and cost reduction of $15k per year.
• Creation of 2018 SalesForce Enhancement Program and 2018 Roadmap, author of initial requirements, and $1.5M planning budget. Began vendor selection process to identify onshore/offshore resource strategy.

Confidential, Colorado

Platform Delivery Manager

Responsibilities:

• Responsible for all Financial Metrics/Performance of Client Implementations providing weekly reporting to Executive Management: BCWS, EV, ACWP, ROI, Cost Variance, Schedule Variance, and Resource Utilization.
• Set project costs and productivity benchmarks. Successfully managed and controlled budgets up to $1M.
• Controlled project variances through root cause analysis and correction.
• Coached globally dispersed Agile teams (India, Spain, UK, and US) applying Scrum and teh Kanban Method to deliver on program roadmap milestones within multiple projects in a Scaled Agile Framework (SAFe). Projects included big data journey analytics, infrastructure implementations of data center, servers and networks, and custom software development of teh CAE platform.
• Built teh Performance Management Program for teh Data Services division (Data Architects, Information Architects, and Project Managers); including technical standards for outsourced data architects for offshore partners.
• Developed a process to better utilize JIRA for dependency management and provide automated traceability and reporting to teh CAE Program roadmaps which TEMPhas been adopted and implemented across teh organization.
• Responsible for project coordination including planning and implementing content across all workflows while ensuring dat security, risk, and compliance requirements were met.
• Delivered project needs on time and within teh agreed acceptance criteria in a hybrid methodology environment as they attempted to transition to an Agile Methodology.
• Reported progress to all stakeholders through Sprint Burn-Down Reports, Iteration Burn-Down Reports, and velocity target updates.
• Drove progress from idea inception to production release while ensuring quality standards, test automation, DevOps initiatives, and product stability considerations were integrated throughout teh SDLC. Understand project-specific technologies well enough to identify risks and mitigate issues and facilitate production issue resolution if required. Shepherd releases through teh required change management procedures.

Confidential, Colorado

Associate Director, Advisory Services

Responsibilities:

• Responsible for teh development of proposals. Ensured dat proposals were of highest quality, achievable, and competitive.
• Worked closely with teh Global Delivery Executive and Client Managers to achieve teh gross margin target for accounts.
• Work closely with Client Manager and Global Delivery Executive in teh following activities:
• Responsible for teh successful and high quality execution of all work done in teh portfolio.
• Responsible for day-to-day management of delivery, issue resolution, and TEMPeffective risk management.
• Responsible for working closely with teh global practices to ensure high quality delivery of practice owned engagements.
• Responsible for client expectation management on all delivery related aspects working closely with Client Manager and Global Delivery Executive.
• Responsible for overall client satisfaction.
• Responsible for proactive productivity improvement, best practice implementation, and innovation.
• Provided leadership for teh entire delivery team across onsite, offshore and nearshore working closely with local teams and offshore/nearshore delivery managers.
• Responsible for creation and active coaching of strong team structure working closely with GDEs
• Ensured succession planning and career progression for all individuals in teh account.
• Managed Behavioral Health Care - Cenpatico - Interim PMO Director, Senior Program Manager, & Sr. Business Process Engineer
• Conducted a PMO Assessment (people, process, & technology), created a PMO gap analysis and roadmap, and implemented teh roadmap to build an enterprise center-of-excellence Project Management Office.
• Designed and built teh entire PMO framework, supporting policies & procedures, and required tools & templates.
• Calculated PPM software system ROI and performed system selection, installation, and training of CorasWorks PPM in support of teh PMO framework.
• Served as Interim PMO Director to train all divisions in project management best practices and teh newly created framework.
• Hired entire PMO team and made recommendations for continued growth and education within their career path at Cenpatico.
• Built a PMO Governance Committee with teh Quality Management Office to serve as a partner to perform quality audits and ensure both teh organization and PMO team was adhering to PMO policy and procedures.
• Served as Senior Program Manager on highly visible new market business implementations and strategic business process initiatives such as reorganization and reengineering of teh Provider Data Management and Business Systems Operations divisions.
• Utilized Six Sigma principles to reengineer teh PMO, Business Systems Operations, and teh Provider Data Management divisions.

Confidential

Senior Project Manager

Responsibilities:

• In support of COBIT 4.0 IT Control Framework implementation, recommended new Project Management Methodology and defined and wrote proposal for Program Management Office
• Wrote IT Project Lifecycle Management Policy
• Wrote 9 Project Management Plans (across 9 PMBOK noledge areas)
• Created supporting tools/templates (e.g. Project Charter, Stakeholder Register, Project Compliance Plan, Risk Register, etc.), and PM Standard Operating Procedures (PM Handbook) ensuring consistency of these documents across other COBIT process areas
• Within teh policy and management pans, introduced consistent methodology for determining project risk, cost analysis, and scheduling
• Created recommendations for mandatory/optional deliverables by phase of a project based a projects categorization (comprised of risk, budget, resources, and business unit involvement)
• Deliverable recommendations were for both project management and project delivery
• For teh planning, organize, and scoping phase of a Back Office Calypso implementation, served as teh interim Project Manager in charge of scope, schedule, budget, change management, resource management, and executive status reporting to Steering Committee and SVP
• Assigned to align teh project with FHLB approved SDLC, IT project policies and procedures and to ensure teh overall quality of deliverables
• In support of teh FHLB 2012 SDLC modification efforts, provided recommendations to VP of IT Planning/PMO on Project Management Processes Improvements (Issues/Risk/Scope Change Control/Requirements Elicitation/Design Planning); SDLC deliverable template creation/modifications (Project Management Plan/Business Requirements Documents and Traceability Tools/Functional Design Specifications); and RACI and SDLC Stage Gates and standard entrance and exit criteria
• Built teh Quality Management practice for software development, infrastructure, business transformation, and restaurant operations divisions
• Increased maturity level of Release, Change, Quality, and Configuration Management processes from Level 1 to Level 3
• Wrote and implemented a Quality Policy dat was adopted throughout teh organization
• Developed a Quality Management Plan, Requirements Specifications, Software Architecture Design, and Release Plan templates dat are now utilized for every project
• Streamlined Test Plan documentation and testing processes so dat it is easy to follow and adopted by teh business, project, development, and quality assurance teams
• Provided leadership for teh development, implementation, communication, and maintenance of quality systems policies and procedures for teh Company according to teh approved quality system (HP-ALM).
• Achieved a high degree of joint ownership of quality and compliance strategies with all of teh major operational stakeholders in teh Company while addressing regulatory requirements in an TEMPeffective, timely, and responsible manner
• Added teh appropriate upstream quality stage gates at teh time of project planning, requirements, and design to decrease teh number of defects making it to QA, UAT, and Production environments
• Added technical reviews to evaluate teh soundness of work products by analyzing to find mismatches or faults between teh specifications and teh design, code, or documentation
• Wrote Automation Test Tool system selection document and presented to executive staff for teh purchase and implementation to decrease teh amount of QA time required to regression test (140 manual hrs to 20 manual hrs for 1 project), created increased reliability in testing methodology, thus improving quality and saving significant time and money
• Wrote Business Plan for teh Quality Center Enterprise Edition software and became Production Support Project Manager for this implementation effort. Responsible for training and standardizing project templates and reports for all projects
• Served as Sr. Program Manager for custom development of .Net web-based solution in charge of project management, quality management, and fast-tracking requirements gathering for three integrated systems running concurrently
• In less TEMPthan 4 months, fast-tracked and authored 30 detailed requirements and design documents by formalizing requirements and software development management methodologies
• Streamlined business processes so development and use of new systems would be more efficient. Created current state, future state, and gap analysis documents for more TEMPthan 10 critical business processes
• Successfully added Quality and Release Management principles to drive quality level development and regularly scheduled releases to meet tight deadlines
• Open Range Communications - Telecommunications Broadband Company - Senior Project Manager
• Responsible for managing 14 enhancement projects and 5 integration efforts with 7 third-party vendors and 50 team members for organization's SAP project
• In addition to traditional PM responsibilities, performed business analysis to gather functional and technical requirements for enhancement projects and developed integration diagrams, test plans, and test cases
• Work completed in 6 months. All scope, schedule, budget, and quality goals were met or exceeded
• Trust America - Capability Maturity Model Integration (CMMI) Services - CMMI Subject Matter Expert & Interim Development Manager
• Pioneered vision and implementation of a new IT financial analysis and internal project tracking process for four large IT departments including Business Communication Services IT, Manufacturing IT, and Services IT.
• Responsible for increasing CMMI from Level 1 to Level 3
• Performed an internal analysis of current compliance for Level 2 and Level 3 and determined future needs and developed recommendations and roadmap to achieve Level 2 and Level 3 ratings
• Managed initial implementation/execution of approved recommendations and provided oversight for key practices
• Provided, created and/or recommended tools, software, and other artifacts needed to support Level 2 and Level 3 CMMI ratings
• Provided required skill sets and career path recommendations for a Development Manager and assisted with selection of a Development Manager

Confidential, Colorado

Technology Solutions Project Manager

Responsibilities:

• Increased consulting revenue for our number one client by $419,120 per year by extending original staff augmentation contract based upon successful performance managing full life-cycle COTS, custom software development, and infrastructure implementations.
• Denver Health Hospital Authority: Developed, planned, and executed 11 high risk/high profile projects from project discovery & initiation through customer turnover and acceptance over a two year period. Managed large diverse teams of vendors, IT/IS personnel, and functional business units. Project schedules overlapped and varied in length from 3 months to 2 years.
• Created master project plan and software upgrade roadmap for 14 auxiliary software upgrade projects for Outpatient Pharmacy system. Plan included recommend upgrade pathway, technical solutions, hardware, and return on investment dat will yield (-20%) reduction in operating costs.
• Received recognition for generating over $125,000 in annual cost savings for client based on successful implementation of ‘Green’ initiatives nominated by me for teh client’s Vertical Value Stream ‘Going Green in 2008’ campaign.
• Newmont Glod Mining: Awarded $250,000 four-month Microsoft Public Key Infrastructure (PKI) implementation project upon successful completion of “proof-of-concept” project to decommission VeriSign (PKI) and implement MS PKI Windows Server 2003 and RSA as teh new root signing authority. Final rollout included Denver, Peru, Indonesia, and Australia.
• Generated $132,000 annual cost reduction for client by initiating and determining teh technical requirements for them to host their legacy claims processing system internally and not renew teh costly annual hosting agreement with vendor.
• Graebel Transportation: Project Manager/Business Analyst for a MS CRM 1.2 to 3.0 Migration assessment project. Authored specifications and enhancements made to teh current CRM 1.2 system. Developed a migration strategy and critical path to CRM 3.0. Developed teh project plan, cost estimate, functional and technical specifications required to complete teh project.

Confidential, Colorado

IT Manager of Corporate Systems

Responsibilities:

• Increased IT department efficiencies by 40% due to creation of internal IT policies and procedures dat standardized database and programming efforts and document deliverables.
• Created Project Management template documents including but not limited to: Software Project Management Plan; Project Risk Assessment; Quality Assurance Plan; Test Plans; Database Design Document; Functional Requirements Definition; and System Requirements Specification.
• Spearheaded creation and implementation of a Disaster Recovery Plan for NCM's core Corporate Systems.
• In 12 months successfully completed 12 projects meeting or beating established scope, schedule, and budget goals. Including: a) teh decommission of PeopleSoft and implementation of MS CRM in support of 100 members of sales staff; b) decommissioned AS400 and implemented Epicor Financial System and integrated with MS CRM; and c) implementation of SharePoint and K2.Net for automated document and workflow management.
• Reduced hosting/maintenance costs by $240,000/yr by transferred 4 critical systems (Accounting, Sales, Media/Marketing, and HR systems) from out-of-state corporate owner's office to be hosted and maintained at National CineMedia corporate headquarters in Englewood.
• Held a leadership role in a high-profile effort to reenergize a $1.2 billion sales division by decommissioning 5 legacy sales systems and implementing 1 system for all 5 divisions dat resulted in a focused strategy, more efficient sales/marketing channels and improved business processes.
• Directed teh completion of quality assessments, along with teh compilation and analysis of results, dat ensured new Project Management Office and Corporate Systems’ were consistent with corporate strategic goals.
• Additional responsibilities included: requirements and business analysis oversight; developing and maintaining project schedules and budgets; allocating resources to assignments; managing risk and issue resolution; corporate/project planning; quality assurance; and personnel management.

Confidential, Colorado

IT Group Manager

Responsibilities:

• Managed budgets, forecasting, and business case modeling initiatives for North American operations; improved 120 business processes dat boosted productivity levels by 40% in only five months.
• Successfully maintained a 95% utilization rate for technical staff and an 80% + utilization rate for non-technical staff.
• Proven ability to maintain an 8-month backlog for all personnel by exceeding last 3 years sales goals requirements.
• Instrumental in bringing on highly qualified personnel for strategic projects due to proven ability to recruit, select, and retain teh best people. Committed to enhancing teh personal and professional development of subordinates by creating individualized skills assessments and training plans; mentoring, coaching, and counseling.
• Grew office revenue and personnel by 150% in two years due to excellent customer satisfaction and loyalty, and being influential in managing, anticipating, planning, and positioning group for growth.
• Established culture to support rapid growth yet maintain personal touch to individuals.
• TEMPEffectively utilize various techniques for business case analysis to determine likely financial and other business consequences for business decisions.
• Prepare budgets, invoicing, marketing materials, strategic planning & analysis, identifying both organizational and client business needs.
• Successfully managed all projects and tasks to be delivered under budget, on time, and with high quality.
• Proven track record to delivery high profile strategic projects under extreme schedules.

TECHNICAL SKILLS

Languages/Frameworks: VB/C#/ASP.Net, VB 4.0-6.0, Java (J2EE, Applets, Servlets, EJBs, Struts), K2.Net

Methodologies: UML, RAD, RUP, XP, Agile, SCRUM, Kanban, ACEEDO, SEI CMMI L1 and L2, and ISO9000.

Operating Systems: Windows (95, 98, NT/2000/2003, XP, Vista), UNIX, Solaris

RDBMS: Oracle 8i, 9i, 10g, 11i, MS Access, and SQL Server 2000/2005/2007

Defect Management Tools: Assembla, FitNesse, HP Quality Center (9.0)|QTP, JIRA, MS

Technologies and Tools: HP ALM, VersionOne, Confluence, Jira, Remedy, ASP, JSP, HTML, DHTML, XHTML, XML, JavaScript, VBScript, ColdFusion, VBA, ActiveX, COM, DCOM, ADO, JavaBeans, Struts-MVC architecture, ANT, UML, Visio 5.0, OOP, CVS, VSS, Rational Rose, JUnit, Rational Visual Test, Eclipse, Toad, Tomcat, Apache, iPlanet, IIS 4.0, IIS 5.0, Forte, JBuilder, JDeveloper, Homesite, Dreamweaver, Gadsby, FrontPage, Oracle Forms and Reports, MS SQL Reporting Services, MS SQL Server, K2.Net, SharePoint, Drupal CMS, Citrix, MS CRM 1.2 and 3.0, SalesForce, Marketo, MS Azure, MS PKI, Services Oriented Architecture (SOA) web services PL/SQL, SQL*Plus, Section 508, MS PKI Windows Server 2003, c360 Scribe, Camtasia, SnagIT, Macromedia Fireworks, Flash, MapObjects, ArcInfo, ArcExplorer, ArcView, Crystal Reports, MS Scheduler, MS Project, CA Clarity PPM, CorasWorks PPM, Epicor, GigaSoft ProEssentials, SeisVision, Geopgraphix, and Grapher.