Capabilities:

• 13 years experience in Sr. Project Management Program Management
• Well versed in Software Development including but not limited to AGILE, Waterfall, SCRUM
• A portfolio of varied experience that encompasses leading projects and programs ranging in duration from 2 weeks to 4 years / budgets from 15k to 80 million / from teams ranging from 3 to 100 / Concurrent projects ranging from 1 to 15 depending on size of projects.
• Experienced with Regulatory arenas such as FDA, FCC, FDIC FINRA and ISO requirements.
• Effective leader across various departments and in various cross-functional environments.
• End-to-End Solution Oriented Hands-on flexible style.
• Effective in identifying problems, investigating root causes, formulating and implementing resolutions.
• Represented departments such as Regulatory, Information Technology, Engineering, Field Operations and Business Operations usually best served as a liaison between Technology and Operations and all departments in between.

Project Program Management Experience:

Project Experience: Software Design and Development, IT applications consultation, support, maintenance, configuration management, testing and maintenance, ecommerce content management, Regulatory FDA, FCC ISO requirements, CRM, POS, WFM, ERP, Business Intelligence, Data Warehouse, , Infrastructure, Software and Hardware rollout, application compatibility testing. B2B, B2C - Systems/applications integrations, conversions and migrations incl. not limited to integration of acquisitioned companies systems / applications to legacy systems / applications, newly enhanced, developed or acquired systems/applications including web applications.

Technology Process Experience:

Full SDLC: Waterfall, Agile, SCRUM, RUP, Naval LCM. Risk Change Management, Working knowledge of PMI concepts and SOX Compliance requirements. Vendor Management, Off site and off shore teams. SCCM System Center Configuration Manager SharePoint 2007 2010, Windows, MS Office, MS Access, MS Project MS Project Server, Visio, , Team Track, DevTrack, SQUISH, JIRA, Remedy. Quickbase, TRS, Beeline, Project Experience including but not limited to: .Net, XML, Java, JavaScript Perl, PHP, Ruby on Rails, MySQL, SQL, Visual Basic C, C , C , HTML SAP BOE Business Objects , SAP ERP, Cognos, Oracle Business Intelligence OBIEE, Oracle Business Intelligence Apps for ERP and CRM, Oracle ERP, Oracle Primavera, Oracle Financial AJAX, AIX, dbase, JDA Portfolio Retail suite including CRM, POS, PWM, Microsoft Dynamic CRM GP, SalesForce.com, Siebel, Epiphany CRM by INFOR Adobe Dreamweaver. Fluent in Cantonese

Professional Experience:

Sr. Program Manager / Sr. Project Manager Contractor

• Responsible for all projects within CRM Program, from gathering requirements, analysis to design, development to successful implementation. Including application upgrading and reviewing infrastructure needs.
• Efficiently identify and solve project issues in connection with team, stakeholders and other impacted by project outcomes.
• Identify areas for process improvement and work to define and implement changes
• Manage client project team relationships and identify new opportunities
• Support early qualification and opportunity assessment for large and complex opportunities

Sr. Program Manager Relationship Manager Contractor

• Within Needs Management 2 major roles as described below, as well as creation of training program for all Project Managers within PMO reviewing their status reports in QuickBase and providing feedback to how their status and their projects could be better run.

Main Role Sr. Program Manager: Responsible for interfacing with multiple business units, conducting requirement analysis with a team of business analysts and overseeing project execution of several different project managers. Serve as the single point of escalation for the project teams and business units. Manage business unit expectation for scope and delivery. Involvement and oversight of projects including status and budget monitoring reporting, escalation and issue resolution assistance, and reporting at a program level when individual projects are part of a larger initiative. Communication and awareness across business units of technology project efforts and involvement or participation required from different areas of the firm. Ongoing interaction / involvement with the solution delivery team for projects throughout the lifecycle. Tasks within this area may be assigned to Portfolio.

• Secondary role Assist as an internal facing Relationship Manager for Human Capital, Corporate Communications and Service Value Chain. Involvement and oversight of relationship between LPL business units and BTS. Tracking the business unit s 's portfolio of projects including high-level status, budget monitoring reporting, escalation and issue resolution assistance, and status reporting at a business unit portfolio level. Responsible for resolving escalated issues and scope changes, and negotiations between IT and the business to ensure mutually agreeable solutions while ensuring that impacts and risks to the business of project scope changes are identified and communicated. Created mapping of all Needs Management reporting and how they affect each other including but not limit to scorecards, EOR, EMC, Board Status, and Project Reforecast.

Sr. Project Manager Contractor

• Windows 7 Compatibility Testing and Deployment, implementation of Microsoft SCCM System Center Configuration Manager
• Analyzed existing and future Software and Hardware needs for an Engineering heavy company, implemented approval process and procedures.
• Created testing process and procedures for Windows 7 compatibility testing for over 300 applications used at ViaSat. Created SharePoint site to track and display progress and results.
• Analyze and created deployment method for over 10 sites and 2200 systems.
• Responsible for running mix team of contractors, Vendors working directly with Engineering and others in house FTEs reporting and documentation.

Sr. Project Manager Contractor

• Analyzed existing Supply Chain business needs for Ad Hoc Reporting through BI solution implementing Data Warehouse and Cognos Solution as well as FDA regulatory medical devices.
• Created Business Solution for Supply Chain allowing the Business Client a method to effectively prioritize scope and IT to effectively build Ad Hoc Data Warehouse and reporting needs.
• Analyze functionality and importance of all systems and applications including not limited to multiple databases and processes across entire Abbott Vascular to include industry best practices for Supply Chain and Systems development and data modeling concepts.
• Responsible for running mix team of contractors, in house FTEs and offshore resources as well as project budgets, reporting and documentation.

On-Site Manager Contractor - Placed on Site at Naval Air Station Base Fleet Readiness Center FRC in San Diego.

• Implemented a New BI solution for all 3 FRCs comprised of a data warehouse and an Ad Hoc reporting system using SAP Business Objects Enterprise replacing localized reporting systems such as Oracle forms, SQL and MS Access.
• Analyze functionality and importance of all core systems and applications including not limited to multiple inventory databases, time management systems across all FRCs as they moved to single site data center and set of applications. Systems development and data modeling concepts.
• Acted as Naval Technical Lead's project manager assisted in estimation processes and strategic analysis to deliver the best BI solution. Within a certain timeline and budgetary requirements.
• On-Site Project manager for 5x Technology team delivering weekly, monthly status reports and appropriate allocation of resources from a team of 3 to 15 personnel. Analyze project requirements assisted Government point of contact in planning the tasking, resource, and duration to complete multiple tracks in a complex reporting requirements project and understand Navy's New Software Development Life Cycle Management
• Assisted with Report Development using SAP Business Objects Web Intelligence product.

Sr. Program Manager Contractor Engineering Technical Operations PMO

• Developed best practices methodologies for Engineering Program Management Office.
• Analyzed, developed, created workflows for provisioning of circuits and equipment in order to centralize and standardized best practices across the entire company into Granite WorXs WorkFlow module . In order to accomplish this had to meet with all key groups have a key understanding of how wireless backhaul functions and how Cricket does business and how that translates to automated system processes and business processes and establish training programs and naming and modeling standards for the data within Granite.
• Overall management of multi-discipline wireless telecommunication projects. Oversaw numerous projects concurrently that required technical and managerial comprehension to provide status and high-level requirements. Projects including wireless features such as Mobile Music, Video and Email available on Cricket wireless devices.
• Managed third party vendors for all hosted solutions for each project ensuring timely product delivery.

Manager Contractor

• Assumed leadership over troubled large special initiative a large scale systems and applications integration program with 9 separate teams over 100 personnel across various divisions in Information Systems including outside vendors.
• Coordinated extensive analysis effort from IT and Business perspective, gathered estimates, prepared high level and detailed level program budgets. Provided direction, leadership and support to team members in order to achieve all aspects at the program level. Saved over 10 million in possible program tasks
• Created and updated program communication to/from all levels from including Executive, Program, and Project levels including but not limited to project plans, status reports, staffing plans, project binders, implementation plans and other items. Facilitated strategic planning sessions across IT.

Director of Business Systems Delivery

• Managed large scale complex projects including not limited to CRM, POS, WFM, MRP, vendor written package suite of products mostly from JDA. Involved most if not all business units. Managed technical infrastructure for servers, store communications, and deployment schedules. Reporting status and issues to business heads, executive management, and external vendors to accomplish objectives.
• Implemented new POS Point of Sale , CRM, PWM - Software and Hardware across 407 stores replacing systems over 15 years old , End to End solutions from requirement gathering to analysis, development, testing, deployment. Yielding a 42 in transaction time, 22 person core team consisting of business owners key point of escalation for all business unit management teams from across the company and software hardware vendors. Project managed software delivery, testing, release. Prepared company for pending changes including technical infrastructure, defining best practices for process and procedures, restructuring departments, scheduling training. Hardware rollout deadline reduced from 6 months to 3 months and was implemented successfully. Worked with all business units including not limited to HR, Legal, Finance, Merchandizing.
• Able to manage cross functional teams by clearly defining work breakdown structure, resources, and following up to ensure tasks are completed according to expectations. Identify where cross functional teams are performing below expectations and work with individuals and teams to perform as a cohesive unit to accomplish project objectives. Including and not limited to remote teams, vendors and internal teams.
• Implemented PMO office and instill PMI principles and methods to structure projects within organization to execute in a repeatable and consistent manner creating a predictable and manageable projects meeting or exceeding timelines, budgets, and functionality. Manage, hire, and identify organizational needs, issues, and staff recognition.

Sr. Project Manager Contractor

• Assumed control of the troubled WebSphere Commerce. Managed team of 6 developers. Rolled out US and Canadian WebSphere eCommerce sites in record time. Reassess timelines, deliverables and requirements, infrastructure implemented solution across cross-functional teams and communicate to executive management progress. Successfully launched 3 months later providing web business a 37 gain in revenue. Implemented upgrades and enhancements to Siebel.
• Responsible for tracking, updating and resolving all ebusiness/Operational issues and needs with Application Development and Support Division within IT department.
• Assigned full-time to The Home Depot Supply on contract basis.
• Defining requirements, develop, and maintain project plans, schedules, allocating resources across various projects, ensuring all projects timely deliverables.
• Created and implemented core processes across various teams, develop and maintain partnerships across multi-tiered organization structures.

Software Department Manager

• Served as the Development Project Manager on all Live Operations Development contracts. Legacy systems integration with Web applications approx. 20 Million a year for 4 year project Tracked and updated Master Project schedules. Project managed each task from Analysis, design, development to integration and QA testing to Release to customer. Coordinate all appropriate parties for various meetings to gather design requirements, use cases, development demonstrations and testing.
• Worked with Product Marketing from Project Conception to development and assisted with other departments to facilitate Product Release upstream and downstream and assisted in creation / development of internal CRM systems on company's proprietary software language based on C for heavy application, together with WEB team migrated to light application using several different web technologies. Refined and implemented new Training Program for new developers, and all other departments.
• Created, communicated, updated and implemented a Change Management Plan / Change Control Board CCB briefed internal customers up to the CEO as well as customers and how Tapestry's CCB can integrate with external customers CCB's.
• Proposed new development time line to major customers instead of 90 day cycle to 180 cycles. Proposal was accepted and created implementing plan and schedule.
• Responsible for managing 2 separate groups of software developers aside from managing above contracts: Web and GUI teams conducting weekly meetings, as well as reviews and any other personnel issues. 12 people . Key in identifying, creating and implementing core processes.

Sr. Project Manager, Implementations

• Served as primary contact for client communication upon signed contract. Responsible for interfacing with all internal departments and clients to ensure successful implementation and integration of the client's telecom needs into internal daily processing workflow. Key escalation for client Business unit management teams.
• Implemented ProfitLine's largest client, Merrill Lynch with 10 million telecom monthly expenditure approximately 200 larger than any existing client, and other Fortune 500 companies such as Starbucks, TD Bank, Penske and Ashland.
• Worked multiple projects at one time, created, communicated, updated and executed implementation plan champion client's concerns and issues effectively addressed in accordance with ProfitLine's best business practices escalate issues to appropriate teams and senior management as required. Adapt, overcame external and internal obstacles and technical issues to a successful implementation. Clients with 170K records approx. 20 million telecom expenditure a month
• Projects consisted of External and Internal projects Internal projects such as software development projects to rollout large scale applications, system upgrades to smaller enhancement and maintenance support projects allowing ProfitLine products to coincide with customer wants and needs. Main SW was developed in house mainly using .NET / java / JavaScript and other web technologies.
• Applied knowledge and understanding of internal technical, and resource issues and their effects. Coordinate with Client, Data Analyst, Product Developers and IT resources to resolve technical issues.
• Oversight of processing work flow, communicate with processing and account management teams ensured SLAs Service Level Agreement are met and client needs are resolved to successfully implement a client and transfer responsibility to Account Management Team.

Program Administrator/Finance Manager

• Projects experience include design, integration and implementation projects for:
  • Software, R D, Bioengineering FDA, Government private contracts such as SPAWAR, DOD, DOE
• Reduced costs and increased project and company efficiency by taking the initiative to perform the following:
• Developed detailed project budgets from initial estimates to award and completion. Presented results to technical review board for program manager.
• Prepared cash flow projections and monitored actual usage prepared project schedules and proposal pricing packages. Saved over 2.8 million in possible overruns approx. 30 projects worth 18 million
• Developed cost, revenue and labor projections for all projects for 3 divisions in addition to division forecasts, balancing

Director of Site Management - SBC, Qwest Adjacent Sites

• Resolved problems identified issues and implemented resolutions at various central offices.
• Effective in remote issue resolution thus minimizing site visits.
• Negotiated with ILECS to implement policies and meet specific needs to carry out projects
• Identified cost saving measures and methods of implementation to minimize expenditures
• Managed unique adjacent sites off-central office premise sites by interfacing with property managers, vendors and various ILEC management to ensure smooth operation. Negotiated site acquisition and leases.
• Lease management, liaison to real estate, space utilization, SME Subject Matter Expert for field forces
• Continued duties as a collocation manager along with the training and supervising of other collocation managers.
• Regulatory forums with FCC and following set on guidelines as well as petitioning for new paths forward
• Custom systems and applications including CRM and roadmap for deployments.
• Managed teams of 5 to 50 personnel.