Project Manager Consultant Resume Profile

Summary

Professional project manager utilizing analysis and process oriented skills, in conjunction with project methodologies PMLC, SDLC to successfully deliver large, enterprise projects which achieve business objectives, and/or develop and implement process changes to improve efficiency and quality. Manage organizational changes by conducting group presentations, employing educational programs, personal persuasion and leadership by example. Experienced corporate representative and committee chair for engineering industry organizations. Personal disposition and character allows an ability to relate to all personnel levels within an organization. Experience in Biopharmaceutical, Chemical, Construction and Financial Services industries.

Work Experience:

Confidential

Project Manager/Business Design Analyst Consultant

Credit Card enterprise/matrix risk and controls regulatory driven gap analysis and change implementation project. Worked with international group of business design analyst to vet data collection documentation, process and obtain business input to complete gap analysis and identify tactical and strategic solutions.

Confidential

Project Manager Consultant

Credit Card enterprise/matrix risk and controls process mapping/process improvement project management
Led the process mapping, the risk/control/gap identification and the planning phase for process improvement target state for three lines of business within Card Consumer, Commercial and Canada. Created weekly status reports for executive sponsor, facilitated weekly status meetings with mapping vendors, internal control officers and business process owners to determine status, identify issues, mitigate risks and communicate resolution.
Maintained SharePoint site as the repository for all project documents related to Chase Key Matters business risk and control projects.
Created templates for use by other project managers leading risk and controls projects for other businesses within Chase.

Confidential

Manager Project Management

Facilities and Biopharmaceutical project management and process improvement
Led 1 million cross functional project team to establish a new operational facility in Pennsylvania aligned with European operations to allow global expansion of the business. The project scope addressed: regulatory issues, facilities remodel and site services, laboratory equipment purchase and validation , security, and IT.
Managed subject matter experts who did not have prior project experience and were not familiar with project management software SharePoint .
Led process improvement efforts to remove process inefficiencies which resulted in 220,000 annual savings.
Mentored internal project managers.
Initiated and lead a forum for project manages which identified and obtained buy-in for a process improvement project.
Drove efforts to document the Certificate of Analysis process process mapping as the first step to a process improvement project.

Confidential

Credit card marketing operations project management and process improvement projects to support card acquisition and marketing objectives.

Project Management Office PMO Lead-

Managed the scoping process for portfolio marketing requests, and the scoping and prioritization process for all the acquisition unique marketing requests, enabling resource assignment to be aligned with business goals.
Initiated and assisted in developing a new system to allow a single point of entry for all marketing requests. Improved tracking and reporting on marketing requests and provided weekly information so the business could align project starts with resource availability. Improved communication between the client/requestor and PMO office via real time data capture and reporting.

Project Manager,

Managed marketing projects related to software conversions with multiple stakeholders IT, data warehousing, commercial banking/lending, credit/risk unfamiliar with the execution process.
Managed the Business Card Relationship for Portfolio Operations.
Managed recurring marketing programs with the additional complexity and risks associated with a corporate merger Bank One to Chase Card , and two core software system conversions FDR to TYSY I and then TSYS I to TSYS 2 .

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