SUMMARY

• Served as PM Advisory Council member, recommending and influencing process/procedures for Confidential (developed method of mapping tasks and artifacts, ensuring accuracy and simplified audits).
• Helped deploy Program recognized by the President and CEO as a major milestone for Confidential .
• Deployed data and ACH reporting enhancements for TD, addressing Federal audit findings.
• Managed the second largest data conversion project for the integration of TD and Commerce Bank.
• Directed a critical compliance project for Comcast, meeting FCC deadline.
• Managed COTS projects ( Confidential ’s US Bill Pay Project, TIAA - CREF’s Planned Sponsored Services Program).
• Vendor Management (including backfilling the Vendor Management resource for IBM during the Filenet Integration Program, and all vendor management for Acorn Accounting).
• Responsible for updating project budgets ranging from $250K to $10-20M.
• Experience in Waterfall, Agile and blended environments.

PROFESSIONAL EXPERIENCE

Confidential, Cherry Hill NJ

Senior IT Project Manager

Responsibilities:

• Developed spreadsheet for IT PMO to monitor pipelines across all projects per channel.
• Mentoring EPMO relative to artifacts such as Roles and Responsibilities and Lessons Learned.
• Mentoring junior project managers on Workfront and general project management.
• Responsible for Technology Project Management for the Compliance Ease Project, Closing Corp Integration Program, Licensing Data Integrity Program.

Program Manager

Confidential, New York NY

Responsibilities:

• LERM Day 2, BBDE IRS Project: Very high visibility project to address the Interest Rate Swaps (IRS) audit finding which was deferred from the Investment Bank’s Liquidity Execution Risk Management (LERM) Day 1 project. Managed project business work streams (Collateral Management, Risk Management, Treasury, Accounting) during period of intense business input. Generated status reports to IB, created project plan, scheduled requirements meetings, established weekly status meetings. Transitioned to IB after BRD approval and decreased business involvement.
• Dodd-Frank Program: Provided Finance Department oversight of Data Infrastructure Activity (Manual Hand-Ins), FFEIC 041 Project (Call Report); Structured CD Project (cancelled)

Confidential, Cherry Hill NJ

Vice President, Project Manager II

Responsibilities:

• Developed Template ID mapping project plan to templates, ensuring accuracy, organization and simplified PMO audits. Deployed by TDBNA PMO to 200+ project managers in 2014.
• US Access Remediation Phase II, Tier 5: Investigate Administrative access for Finance Non-SOX applications, document and review potential gaps, recommend remediation and apply as appropriate. Transitioned to IT’s REAP/Currency Program.
• US Essbase Upgrade Project, Tier 3: Upgrade SY9 Essbase to a more current version of Hyperion (11.1.2.3), and align to ITS prod and non-prod environment standards. In flight.
• Vector Reconcile Stability Program, Tier 3: Addressed audit finding caused by capacity and stability issues, forcing Business to manually reconcile new accounts. Deployed.
• US General Ledger Project: Key project to deliver underlying technology and process improvements for the One GL Program (Tier 2). Program paused to review scope (Oracle terminating AIX support).

Confidential, Mt. Laurel NJ

Business Project Manager

Responsibilities:

• Maintained project documentation on SharePoint. Submitted monthly Clarity status updates.
• OLC US Bill Pay Replacement Program: Upgraded the US Bill Pay platform wif CheckFree RXP for Retail/Mobile and Small Business and transitioned to a new vendor (Fiserv). Converted Bill Pay Services to Mobile and SBIB and RIB platform.
• In a company-wide email, TD’s President & CEO cited the successful RIB/Mobile deployment as a major milestone, to compete wif Top 10 Banks and Biller-Direct sites
• Core Team comprised of 19 work streams, including Business, IT and vendor (Fiserv).
• Online Channel TDB Money-In Time-Ordered Posting, Partner Project: Post transactions based on date/timestamp to comply wif future OCC or Regulatory Mandates and improve transparency for the Customer. Paused due to CFPB guidance uncertainty.
• ACH Risk Mitigation Program: To address Federal audit findings, TD enhanced internal reporting capabilities through the successful implementation of the following projects:
• 12.31 Reports/Interim Solution: Monitored retirement of 12.31 reports as LARU and MIS Enhanced Reporting deployed.
• ACH Clarity LARU: Delivered reporting capability and data enhancements to Governance, Risk, Payment Systems Risk, and ACH Operational Excellence Pillars.
• MIS Enhanced Reporting: Delivery of critical Portico reports to Governance, Risk, Payment Systems Risk, ACH Operational Excellence & Credit Admin and Underwriting.
• ACH Over Limit: Delivered enhancements to the Over Limit system report and deployment of a new, blackberry-friendly version for officers in the field.
• Maestro CL to PEP+ Interface: Brought this inflight project to successful deployment. Monitored training and Corporate Communications for the Credit Pillar.
• BLDM to PEP+ Buildout: Delivery of a new, robust data universe to satisfy Federal requirement for ad hoc reporting and analysis. WEBI access planned for 200 power users in the Credit Administration & Underwriting and ACH Operational Excellence Pillars.

Program Director

Business Program Director, Waterfall Environment

Responsibilities:

• Next Day Porting Program: Very high profile program ensuring compliance wif FCC May 2009 order. Program impacted IT, Comcast University, Legal, and Call Centers.
• Designed Lessons Learned template; ePMO to automate and leverage for other programs.
• Managed program from Inception through Closure. Deployed on time, wifin budget.
• NENA e911 Program: Assumed management of this national program to upgrade 911 architecture to NENA i2 standards. Core team: Business, IT, E911 Operations, NASR 911 Data Operations, Process Engineering, and TCS (outside vendor).
• Designed dashboard for key stakeholders to monitor progress by each state.
• Tracked vendor deliverables, avoiding misalignment of Engineering and TCS deliverables.
• Program transitioned from Comcast ePMO to Deployment PMO.
• Port-Out Automation Tool-CSG billing System Program: Assumed management and deployment of inflight Market Trial to automate the manual generation of Port Out work orders in the CSG biller, enabling NASR to significantly reduce vendor headcount.
• Trained NASR resources to facilitate fall-out reviews wif market representatives

IT Project Manager III

Confidential

Responsibilities:

• Core team: Technology, Business Analysts, Infrastructure, Data Conversion, Solution Architects, System Admins, QA, outside vendors (IBM, Fidelity, CTI)
• Maintained high team member morale while adhering to very aggressive timelines
• Managed the Central Command Center during Data Conversion rehearsals and deployment
• Coached 6 BAs to manage sub-projects as PMs
• Resolved misalignment of Technology and LOB project plans, enabling LOB to report status

Senior IT Project Manager

Confidential, Philadelphia PA

Responsibilities:

• BJ’s Photocard Re-Launch Project, Eastern Bank IPS Launch Project, and the Account Segment Profitability Project (a bank-wide financial reporting initiative).
• Recovered projects by providing structure, management and organization
• Ensured Technology met approval and testing deadlines
• PhotoCard and Eastern Bank were implemented on time; ASP is ongoing
• Maintained project documentation on SharePoint.
• Partnered wif work stream leader in establishing a Program PMO
• Built core group of 14 work streams comprised of the Business, Technology and Vendors
• Monthly status updates to executives, as well as project artifact storage and project plan maintained in Clarity.

Sr. Technology Officer / Development Manager / IT Project Manager

Technology Project Manager, Agile Environment

Responsibilities:

• Assumed control of a 2-month Y2K remediation project, delivering all goals wifin 30 days
• Monthly and yearly implementation/submission to the Federal Government of the HMDA LAR
• Dozens of reporting projects for HMDA Compliance, including creation of new databases and feeds
• Founded “MIF’d”, a national peer support network of 30 managers
• IT representative on Six Sigma project replacing Legacy System wif client-server based application