SUMMARY

• Successfully managed multiple highly complex projects in fast pace environments through entire SDLC, involving multiple development teams to include offshore components.
• Over 15 years of experience in the various leadership roles supervising as many as 60 employees at one time.
• 10 years of combined experience in Business Intelligence and Business Analytics.
• Over 8 years of active duty United States Army service predominantly in Special Operations.

TECHNICAL SKILLS

Advanced Skill Level: SQL Server 2012 to include Microsoft SQL Server Data Tools; SQL Server 2008 R2 to include Microsoft Business Intelligence Development Studio (SSIS, SSRS, SSAS); IBM Cognos 8 Business Intelligence.

Intermediate Skill Level: SAS, Oracle, Oracle BI, MySQL, Tableau, MicroStrategy, QlikTech, Pentaho, Jaspersoft, MATLAB, MAPLE.

Familiar with: Teradata; Hadoop; NoSQL, Non - Relational Databases including Redis, Cassandra, Solr

PROJECT MANAGENT SOFTWARE: MS Project, Version One, Jira, Planview, STAMP, PCAT, and CREST sizing.

MANAGEMENT SYSTEMS / METHODOLOGIES: Scrum implementation of Agile, Waterfall, Hybrid of Agile / Waterfall, Six Sigma, PMBOK, Confidential Wholesale Project Management Methodology, Confidential Corporate Project Management Policy.

Advanced Skill Level: C# 5.0 .NET 4.5; ASP.NET, Visual Studio 2012.

Intermediate Skill Level: VB.Net, HTML5, VBA, Java, Java Script.

Familiar with: JQuery, AngularJS, MVC4, REST Web services, WebAPI.

PROFESSIONAL EXPERIENCE

Confidential - Charlotte NC

Senior Engineer / Senior Technical Project Manager

Responsibilities:

• Managed highly visible portfolio of projects with an annual budget of over 2 million dollars through entire software development life cycle from conceptual phase to the deployment to production.
• Managed 3 projects with Data Warehousing and Business Intelligence components that included data extraction from legacy schema, data cleaning, and normalization. ETLs were used to integrate multiple transactional data sources into flatter less normalized physical views containing pre-aggregated data for more efficient queries.
• During a companywide innovation project, lead the only team that produced a prototype, and then developed a new system that is being used in production today.
• Took the lead in tactical planning to achieve the team’s immediate objectives, and advised senior executives up to the CEO on methods to improve strategic planning on enterprise initiatives.
• Took the lead in developing a successful strategy for optimal utilization for offshore resources with onsite teams that had serious apprehension to the idea. Senior management had a strong desire for the department to leverage offshore resources as a scalable solution during a period of rapid growth and reorganization in the company.
• Took the lead to improve processes in multiple areas of technology, from documentation, change management, defect reporting, initiated substantial change in process by getting buy in from Senior Management to act on findings from metrics extracted from Jira project management software.
• Used Microsoft Business Intelligence to develop a solution that filled gaps in production system health and business activity monitoring.
• This solution resulted in the detection numerous revenue impacting issues that were missed by the enterprise monitoring system. There was such a high occurrence and broad range of errors in the legacy systems that the development team had become overwhelmed with the information from the application error logs, and did not have a way to prioritize fixing issues based on financial impact of the issue.
• Implemented a fuzzy matching algorithm to group defects by most likely root cause and returns aggregate totals by timeframe. This provided actionable intelligence that was used by Senior Management to allocate resources to resolve the most serious revenue impacting issues first, and used by development team in root cause analysis of the issues. I integrated this system with our defect ids from Jira defects tracking system enabling filtering of known issues to reduce noise. Thresholds were set in the system for known issues so they will return a warning if a known issue occurs more than the threshold set for each issue. This enables known issues that may have no impact in small numbers to be noticed in the event of a spike in occurrences.
• Developed Microsoft SSRS reports delivered by email subscriptions to report the findings of this tool.
• Analysis of potential financial impact is presented in the reports that help triage issues.
• Enhanced enterprise test automation framework.
• Designed architecture that adds back end validations to the test automation framework, using C# .NET and MS SQL Server Stored Procedures.
• Leveraged the Microsoft BI stack to add reporting, and audit capabilities to the test automation framework.
• I started with the company as a contractor, during a large growth initiative. When Confidential reached completion of these initiatives I was approached by the head of technology who was the Executive Vice President of the company about a position. I was unable to accept due to a non-compete clause with my consulting company. After the non-complete had expired I received a call from the Executive Vice President and was offered a Senior Engineering position. I accepted this position with one caveat that I would need to move back into a management position as soon as it became available. This is a great company with an environment that fosters innovation, and productivity, but the recent organizational restructuring here limits professional mobility in management due to the flat structure.

Confidential, Ft. Bragg NC

Senior Technical Project Manager

Responsibilities:

• Managed project migrating IMB Cognos 8 Business Intelligence over to Microsoft Business Intelligence Development Studio (BIDS) for a major military command on Ft Bragg NC. This included Oracle 10G and SQL server 2008 Databases. SQL Server Reporting Service (SSRS) was configured in multiple instances based on the needs of the client, both SharePoint Integration Mode and Native Mode.
• Managed a long term project sustaining and enhancing a key decision support application utilized by the military. Profiled existing SQL server 2008 databases and managed the design of new data warehouse.
• Interviewed key stakeholders to identify their business needs and functional requirements. Used rapid prototype development to demonstrate possible options, and elicit feedback from users, then managed delivery of solutions with consistently high level of satisfaction from the business.
• Drastic cuts in Department of Defense budgets were beginning and more were being predicted. DOD civilians were being furloughed without pay, and many defense contracts were being discontinued after they expired. A the technology director at Confidential had called me several times asking if I was interested in coming back. I had a discussion with the Executive Vice President of Confidential on some potential carrier opportunities and what they could lead to. I left the defense contract company and returned to Confidential .

Confidential - Charlotte, NC

Senior Technical Project Manager

Responsibilities:

• Managed 2 fast paced, short duration projects in parallel from planning to testing phases with a combined budget of over 3 million dollars.
• Managed a high risk project that required conditional deliverables to be met that are not required for all projects. This provided an opportunity for exposure to the entire span of the Confidential Wholesale Project Management Methodology. Deliverables included, but were not limited to PDD, Risk Analysis, SOW, BRD, Requirements Traceability, Project Budget, Issue Management Plan, Risk Management Plan, Enterprise Architecture Alignment Assessment, Capacity Planning, R & E tax credit Eligibility, FSD, Test Strategy, Test Plans, Test Cases, Test Scripts, Test Results, Implementation Strategy, Transition Approach.
• Lead, and trained three Business Analysts. Automated a large portion of contractor workload minimizing the duration of time the additional Analysts would be needed, as well as training them on production tasks, in order to maximize use of time saved on project tasks by these automations.
• Collaborated with technology team utilizing SQL Server, MS BIDS, Excel, and VBA to conduct analysis in support of the Oracle General Ledger Conversion Project. Utilized Microsoft Visio and Microsoft Project for project management documentation on the business side, as well as Version One in a hybrid between Agile and Waterfall methodology for technology project management.
• SSIS ETLs that loaded account transactions from flat files sent from banks around the world, into the database that served as the backend for an accounting system. Complex transformations were required due to the inconsistent formatting in the flat files.
• SSRS Modified existing reports to account for changes in the system that would occur due to the GL conversion.
• SSAS created an OLAP Cube that was used for analysis of account transactions in the legacy system based on various dimensions and measures.
• Completed 3 week Confidential Project Management training course 2 weeks ahead of schedule with 100% score on all graded portions.
• Used Planview as the source of record for tracking milestones, deliverables and budget variances that were reported to the program, and enterprise level. STAMP was the source for budget approvals, and reports. Utilized Version One to track low level development details, and MS Project to develop and maintain the overall project plan. Designed SharePoint site tailored to fit the needs of the project team.
• Trained new contractors on IntelliMATCH, Nbalance, Snapshot, and Oracle General Ledger accounting software.
• Identified and corrected significant mapping errors that we inherited when establishing the chart of accounts for lines of business involved in the Oracle GL conversion.
• I completed a contract and an extension for the Oracle General Ledger conversion. Upon completion of that contract moved directly to Confidential . The last timeframe was a very short duration project during which I began talks with a defense contract company, that upon completion of the Confidential position I took the position with the Confidential .

Confidential - Charlotte, NC

Senior Business Analyst / Project Manager

Responsibilities:

• Project Manager for Customer Service Data Warehouse Project, and Federal Flammability Compliance Implementation Project.
• Improved market analysis capabilities by developing geographic mapping system to plot various sales data by zip code, which was used by senior executives including the CEO in support of their business decision process.
• Utilized SQL Server, Excel with Analysis Tool pack, and SAS to extract, manipulate, and analyze data. Conducted cost analysis, periodic audits of financial records and designed forms for eleven stores and factory in the region. Briefed senior executive officers to include the President of the company on analytical findings and methods of improvement.
• Directed federal flammability compliance program, including daily inspections, and maintaining flammability compliance records. Translated all flammability compliance documents to Spanish.
• I started with the company in a sales position with flexibility during College, I returned after my final term of military service and was able to apply many of the concepts I had learned in school, as well as pursue my passion of Business Intelligence, and Project Management. I left this position for higher position at a larger company.

Confidential

Senior Intelligence Analyst / Project Manager

Responsibilities:

• Selected as a Special Operations Consultant, and Project Manager supervising twenty five people for a Joint Task Force, due to my experience, and performance record.
• Graduated the Long Range Surveillance and Reconnaissance Leaders Course with the highest score in my class.
• I voluntarily returned to military service because of the Global War on Terror. Ultimately I was medically discharged due to a serious injury that occurred during a surveillance and reconnaissance mission overseas.

Confidential - Raleigh NC

Weekend Service Manager

Responsibilities:

• This position enabled me to work fulltime, and begin undergraduate work at a small private college.
• During this time volunteered as an EMT Paramedic with local EMS. I left this position when I transferred to UNCC.

Confidential

Responsibilities:

• Within 2 months of arriving to my first unit the 82nd Airborne Division, I was promoted to lead an anti-tank team.
• Within one year of service I was the first soldier in my unit in more than 2 years to graduate Army Ranger School.
• At age 19 I was the youngest person to be selected and graduate in my class for Army Special Forces also known as the Green Berets.
• Military mission planning has many similarities to commercial project management. I coordinated rigorous planning and preparation sequence for each mission. Prepared and presented Operations Orders to General Officers detailing mission plans. Advised senior executive officers on risk assessment and mitigation.
• Managed team's medical section, responsible for forecasting expenditures, and maintaining supplies for the medical section.
• Certified for four years as a National registered EMT - Paramedic. Completed Advanced Trauma Life Support, and Advanced Cardiac Life Support courses. Selected to assist a civilian special rescue / hazmat paramedic unit in NY.
• Selected to field test a highly classified system. Required to engage in detailed after action reviews, providing feedback to high level Naval Officers, and civilian contractors.
• Taught medical classes to local healthcare providers in the Serbian Language, and taught medical classes to Russian Doctors in an effort to improve relations with Russia during the Kosovo crisis.
• Utilized and maintained HF, VHF, and SATCOM radios and encryption equipment.
• Left this position to attend college.