OBJECTIVE:

Leadership in Project,Program and Engineering Management in the full product lifecycle of complex software and hardware products

SUMMARY:

• 10 years of Project/Program experience in matrix organizations of Wireless Mobile and Infrastructure industry
• 6+ Years of experience in validation and testing
• Years of experience in all aspects of SDLC
• 21 years of experience in all aspects of product development in the wireless telecom industry.
• Experienced with AMDOCS and CRM
• PMI in Progress
• Experienced with PM Tools/Methodology: AGILE,SCRUM, MS PROJECT, PRIMEVERA
• Projects include IT, Capital Reporting and Telecom
• Experienced with LTE,HSDPA, UMTS, CDMA 1XRTT/EVDO, EVDV, TDMA
• Developed CDMA Confidential system for Verizon,Sprint,U.S. Confidential using C,C++ in UNIX environment
• Significant experience in system integration of SW & HW
• Used to present project status to president of business unit on a weekly basis
• Extensive interface with very demanding customers (KDDI of Japan)
• Significant experience in managing outsourced software projects.
• Expert in Relationship Management
• Champion and recipient of quality s for improving processes
• Outstanding Leader (Quoted in Business Week, Text Books, etc on Leadership Development)
• Willing to re - locate.

PROFESSIONAL EXPERIENCE:

Confidential

VP - Project Management and Development

Responsibilities:

• Startup IT company to create tools for small and medium size companies

Confidential, Naperville, IL

Consulting - Project Management and Services

Responsibilities:

• Using state of the art PM tools like AGILE & SCRUM to manage projects.
• Most of our business is helping troubled projects for the project managers in our client’s business
• Projects included testing of AMDOCs, Blling and CRM

Confidential, Schaumburg, IL

Validation Manager

Responsibilities:

• Managed a team of ~60 engineers
• Responsible for interfacing with customers on quality issues.
• Automated 80 % of Test Cases, thereby freeing up resources to do scenario based testing (Each Tester would assume a user profile)

Confidential

Product Manager

Responsibilities:

• Created new revenue stream by defining and deploying managed services to global telecom operators.
• This revenue stream is critical to meeting the sector’s revenue targets in a negative growth telecom infrastructure market.
• Negotiated Managed Services Contract with Huawei
• Created a new service offering for Automated CDMA Optimization.
• This service wasan industry first and was very favorably received at Confidential .
• Responsible for Sales and Marketing of this service.
• Created services for Push to Talk over Confidential and Deployment Manager, Verification & Validation: Data, Multi Media & Voice Recognition Platforms Appointed by senior management to correct testing practices, sagging morale and high attrition of an existing System Integration & Test group of 18 people responsible for E2E and Stress/Performance testing of WAP, Voice Recognition and Multi Media Services (MMS).
• Raised software Maturity Level from Confidential level 1 to 2 (rest of the organization is at level 1).
• Developed and implemented processes and quality gates reducing escaped defects to customer by 200 %.
• Lead evaluation and selection of automation tools (WinRunner and LoadRunner) achieving a 4X increase in automated tests and taking on additional tasks without increase in headcount.
• Created an environment to improve quality within the department.
• Created a new testing philosophy allowing testers to increase their creativity .
• All of this led to a reduction of attrition from 50% to 5%.
• Managed sales/marketing, product management, business operations, vendor management and software development of Professional Services for WAP and VoiceXML platforms.
• These services were crucial in winning trial contracts in the anticipation of conversion to commercial contracts worth several million dollars.
• Assumed additional territories in Asia Pacific, Middle East and Europe anticipating substantial business, while maintaining work flow for North and Latin America.

Program Director

Confidential

Responsibilities:

• Designed and executed a master plan for global Confidential readiness.
• Selected by senior management in October of 98 to jump-start a stagnated Confidential program.
• With 2 project managers, coordinated a virtual team spread over 123 countries and obtained buy-in from over 50 operators worldwide for the deployment plan.
• As a result of the excellent teamwork, the Confidential deployment was executed flawlessly.

Eng. Manager

Confidential

Responsibilities:

• Managed customer interface, oversight of system schedules, system integration, field trials, inter-op testing (IOT) and deployment for the largest Confidential contract ever ed to one vendor.
• This was the most critical project for division in the 97/98 timeframe.
• Delivered a $3 billion opportunity to KDDI and IDO on time with superior quality.
• Business was crucial to meeting the high rate of subscriber growth in Japan.
• The SEC requires that stringent requirements be met for revenue realization when a new technology is deployed.
• Coordinated and negotiated with a cross-functional team of approximately 500 hardware and software engineers spread.

Section Manager

Confidential

Responsibilities:

• Project Management and System Integration for Japan PDC Half Rate product.
• Responsibilities included customer interface, Feature Champion, managing a cross-functional team of 30 engineers.
• Additionally, responsible for evaluating voice quality of the vocoder and IOT with NTT DoCoMo branded handsets.
• Introduced and institutionalized processes to reduce cycle time by 3X for development of very complex SW and hardware systems across locations.

Section Manager

Confidential

Responsibilities:

• Designed, created and managed the first Stress, Stability & Performance Lab for a brand new digital Confidential system for Japan.
• Managed a team of Confidential and customer engineers in the U.S. and at customer facility
• The lab helped to tune the system’s performance to exceed the contractual obligations and Confidential was able to collect the hold back of $300 million (20 % of contract).