Objectives:

Experienced IT professional with extensive experience in leading broad range of IT projects of varying sizes. As an IT manager and engagement leader, has worked in number of Fortune 500 and large governmental agencies.

Key Strengths include:

• Trusted Advisor: Advised C-Level IT, business leaders on their current and future strategies, established relationships to influenced decision making in IT Strategy, Enterprise Architecture, Organizational performance and IT Process and Quality improvements
• Solution Delivery / Architecture: Developed IT strategies to deliver business results, solution architecture and roadmaps to implement business strategies, initiatives in application rationalization, legacy migrations, new application development, Data Governance, and Business Intelligence
• Risk Management: Performed risk analysis of projects and provided recommendations to correct the issue to implemented corrective measures to deliver on-time and budget
• Implementation and Maintenance: Implemented multiple projects with diverse technologies and maintained IT operations for large clients
• Program Management / Governance: Certified PMP, ITIL V3 foundation certified with 20 years of experience in IT program and engagement leadership. Led a 150 person project at CitiFinancial in agile methodology with offshore / on-site and vendor teams. Led cross functional teams in public, private companies and federal agencies. Led engagements of 15M, and was subject matter expert for large financial services, governmental, pharmaceutical clients
• Practice Development:Leading Mobility Community of Practice for Capgemini Government Solutions, developing collateral, developing team skills in mobility and coordinating RFP responses. Lead Business Intelligence Community of Practice at Accenture for 2 years to help build the practice, solutions and Collateral material form vendor relationships to develop win-win solutions.

Expertise

• Project Management: Agile Development, Budget Management pricing model, financial forecasting using ETC/EAC processes, and WBS , ProgramManagement, Vendor Management, Proposal Development, and Account Management
• Technology Areas: J2EE, Oracle, SOA,Chordiant, Oracle Data Integration Suite, OBIEE,Exadata Web Portals, Forms, GoldenGate, Sybase, Informatica, in-memory analytics, CognosReportNet, WebLogic, Informix and WebFOCUS, COBOL, CICS, TIBCO, Websphere MQ, SSIS, SSRS, SAS, SAP BW, SQL, Business Objects, and Microstrategy, Popkin, RUP, C , VB, J2EE, AJAX, WCF, OOA D, UML, PowerBuilder, HP Vertica
• Operating System Databases:TSO, DB2, Oracle, Teradata, Greenplum, and Netezza

PROFESSIONAL EXPERIENCE

Confidential

• Current Established and leading Mobility Center of Excellence for Confidential. Developed collateral for mobility, aimed at business development. Published Point of View white paper on Testing in Agile Development Environment . Worked with multiple account leads to lead business development in Mobility and Cloud solutions.
• Participated in Account Planning and Solutions planning to go to market
• Account Lead - DHIN 3rd Party Risk Assessment Analysis November 2012 to Current
• Provided leadership to managers, CIO in developing the project approach, resource alignment and delivery schedules
• Provided analysis, recommendations on improving IT Operations, Change Management and Project Delivery
• Review Delaware Health Information Network DHIN IT processes Change Management, Configuration Management, IT Operations, IT contract SLAs etc., and recommend changes to improve services
• Worked with DHIN Executive Director, CIO, CFO and Directors to assess IT efficiency and how to improve to be pioneer in the Health Information Exchanges
• Implementing best practices in program management including pre-project analysis, estimations, risk analysis, change management, Software Development with quality and configuration management
• Introduced earned value analysis concept to track projects
• Reviewed IT Infrastructure issues and recommended on managing Operations SLAs
• Analyzed and documented Enterprise Architecture including Business, Application, Integration, Technical and Security Architectures
• Working on CIO team re-alignment to align the team with DHIN strategic goals and best use the team in project delivery and Operations, developed performance measure to monitor software development, project management
• Working to create reducing single vendor dependency, risks involved and creating a roadmap to transform the programs to help deliver DHIN objectives
• Advised CIO on improving IT Organizational and operational efficiencies, open enterprise architecture
• Working with Architecture teams, vendors and stakeholders to review SDLC, IT process, patient data quality issues, project management practices and recommend changes to exceed delivery expectations
• Review enterprise architecture for interfaces, CMPI, Medicare / Medicaid interfaces, meaningful use 2 measures
• Financial / budgetManagement, vendor relationship management and successful project delivery

Environment: COBIT, ITIL, IT Operations Risk Analysis, HL7, ProAccess, custom development web services

Confidential

Senior Manager IT Management and Architecture

• Lead two managers to develop IT Strategy and Organizational performance
• Developed project plans worked with IT Governance and Deputy CIO to accept the timelines and deliverables
• Developed IT Strategic Operations plan for the Office of the Chief Information Officer, aligned with FEMA Technology Management plan and FEMA mission outcomes to improveservices to citizens in a disaster
• Developed Concept of Operations CONOPS for Organizational Performance Management
• Developed IT Programs Governance Models and organizational performance management processes - define and report metrics to measure performance of federal programs and initiatives on a regular basis
• Worked with 9 OCIO branch directors in development of core business measures and key performance indicators to assess branch and section performances against agreed target levels
• Reported project progress using earned value analysis to FEMA OCIO
• Developed Application Portfolio Rationalization approach to rationalize applications, systems by portfolios

Environment: ITIL, COBIT, FEA, CPIC, Business Objects, MS SharePoint

Confidential

Principal Manager / Architect

• Managed project teams technical and business to implement Business Intelligence and Reporting to support large number of reports and ad hoc analysis, business analytics by CMS OCSQ office and healthcare providers
• Developed Program Work Breakdown Structure for components, deliverables, and activities for creating Architecture volumes and projects delivery
• Developed roadmaps business and technical to consolidate, transform current programs from legacy to web based systems and tools
• Developed roadmap to implement Business Information framework to perform business analytics and development of data architecture, data integration architecture, data quality to support reports and analytics
• Guided multiple teams in the development of data management tools and platforms with data integration points
• Lead the phased approach to implement program requirements
• Worked with HR, Consulting companies to recruit people with right skills
• Worked with infrastructure teams to understand timeline and manage stakeholder expectations
• Worked with Directors, Chief Architect to sell and provide vision to develop core measures, meaningful use measures, ACO quality measures and architecture needed
• Reviewed Value Based Purchasing principles
• Communicated risks, issues to EPMO and stakeholders

Technical Environment:J2EE, RUP, UML, ERWIN, OBIEE, HL7, CDISC, MITA, Oracle 11g, Exadata in-memory machine, Informatica ETL, Informatica Metadata Manager, SAS, Cognos, Powerbuilder

Confidential

Program Manager

• Developed migration roadmap to migrate legacy systems, applications, databases, data services, and users from legacy IBM mainframe to COTS based Oracle environment. Business areas include account statements, debt suspension, and promotions selection process.
• Presented delivery approach, cost estimations to the seniorvice president and received the approval to execute.
• Estimated the work effort, budget and presented resourcing options, budget and delivery timelines
• Established the PMO, WBS, risk management, and change control/ management policies.
• The scope of the project include, business process migration, Database conversion, Data Architecture, File Processing related to Account Statements, Debt Suspension, Promotions selection process that are based on mainframe legacy systems, custom developed in CICS / COBOL/ DB2.
• Drove solution and technical architecture to construct a data warehouse integrating data from legacy and multiple systems and improve data quality to make business decisions.
• Lead the development of prototype for identifying system of record, and integration with backend systems and reporting
• Estimated the work effort and budget and presented resourcing options, budget, and delivery timelines. The program includes 8 individual projects that consumed 110, 000 work hours.
• Led theassessment of SAS AF to SAS EG / EBI and data architecture needed to support SAS.
• Created and managed project budgets and team allocations

Technical Environment: Mainframe VSAM, DB2, COBOL, CICS, AIX, BMC Remedy ITSM, Oracle 10g,ODI, SAS, Cognos,DataStage, Windows 2000

Confidential

Sr. Manager, Solution Architecture Lead

• Architected, sold solution and assembled teams to build robust BI solution reports conversion from Cognos to Business Objects, data architecture, and data warehouse support and established confidence that led to winning more projects.
• Developed solution architecture, development strategy and project plans with resources and WBS structure
• Worked closely with business and technical directors to finalize multi-year BI/DW roadmaps.
• Provided organizational support to Program executives, Human Resources teams to build resource capacity and forecasting future needed. Designed and developed dashboards to track established performance metrics.
• Developed project definition and managed resources in partnership with business sponsors and offshore teams for large projects with multiple deliverables and components.
• Data Resources: Developed plans to manage application support Tier 1, 2, 3 , data center support including batch process, database and infrastructure upgrades to on-site and offshore teams
• Established metrics to monitor overall contract performance, meeting established Operating Level Agreements OLA and Service Level Agreement SLA
• Architected systems to ensure that marketing data updates are available to marketing and sales
• Led teams 4 project teams in the U.S. and the U.K. throughproviding solution architecture and estimating budget and resources for large data conversion and data warehouseprojects.
• Collaborated with the client to establish strategies to standardize, integrate, develop, and implement common BIsolutions in support of global business including mobile BI solutions.

Technical Environment:SAP/ Peoplesoft ERP data, Teradata, Oracle10g, Business Objects, Cognos, SAS, Informatica,DataStage, Microstrategy

Confidential

Sr. Manager

• Assessed Enterprise Integration and Data Integration Strategy to integrate 165 systems that were part of Investment Systems to reduce latency in data availability to users and downstream systems business systems in the scope wereportfolio accounting, trade processing systems, compliance, manager accounting and results, asset pricing, and front office reporting.
• Analyzed information architecture: datasources SAP, Salesforce, and external stakeholders , data lifecycle, global information model, data quality, and data services.
• Identified gaps in the current strategy and provided recommendations to directorsto provide insights into issues and risks and how to mitigate them e.g., difficulties in backward compatibility to legacy systems.
• Developed recommendations on data integration, data management, and BI frameworks.
• Presented multiple options foroffshore and onsite workforce mix for successful delivery.
• Articulated Key Performance Indicators to assess business integration and data quality metrics that can measure quality of data to help improve business performance and data quality.
• Responsible for overall program and budget management

Technical Environment: TIBCO, ASM, Peoplesoft, Salesforce, Composite Software for data virtualization, SOA, MDM,BPM, J2EE, messaging, Oracle 10g, OBIEE, and Informatica

Confidential

BI Lead Manager

• Assessed and recommended BI architecture and data strategy to support report generation and distribution across multiple systems and multiple report categories, includingSOX compliance, system reconciliation, and daily reports. Led data management, particularly data quality for meter data management, forbusiness areas that includedcustomer care andbilling and meter data management.
• Defined data Governance data management, data quality, data security strategy to capture data from Smart Grid initiatives Oracle ERP for optimal storage and retrieval for reporting, regulatory compliance, and integration
• Developed architecture to integrate large amounts of data from Smart Grid initiatives and how to use the data to improve business decisions by establishing data management, data quality frameworks that minimized data quality issues in customer accounts and operations.
• Developed a road map to implement data warehouse / BI Business Object WebI to integrate data from multiple systems in BGE to enable customers to manage energy consumption.
• Established a BI framework to enable operational andanalytical reporting, dashboards, and analytics.

Technical Environment:Oracle E-business suite, ODI, OBIEE, ERWIN, and Business Objects, Informatica, Netezza

Confidential

Project Manager

• Confidential data for a data-flow program to a central data repository for submission to the Federal Drug Administration the data transfer from data collection to central data repository was taking more than 120 days, and Merck wanted the transfer accomplished in lessthan 20 days.
• Analyzed current data management / data governance processes and provided recommendations to reduce cycle time from > 120 days to < 20 days to flow the data from the collector to the Central Data Repository. Recommendations presented to vice president and directors included improvements to development process, data collection, routine modification, and data management strategy.
• Developed metrics to track the delivery progress and to continually improve program efficiency.
• Recommended solutions e.g., real-time analytics to identify adverse events as quickly as possible and distribute quality data to scientists and statisticians to enable focus on analysis rather than data gathering.

Technical Environment:CDISC, BPM, SAS, Oracle, and DataStage

Confidential

Senior Manager

• Helped create information architecture and a road map to implement data mart to perform analytics to identify sales opportunities e.g. next-best products , enable analysis marketing campaigns on sales, build statistical models to predict client behavior e.g. attrition risk , and develop quantitative client information to support strategic project decision-making.
• Advised Client Analytical Services CAS director and IT directors on long-term data strategy to make data-driven decisions for Marketing and Sales organizations.
• Reduced the time spent by CAS statisticians on data gathering from multiple Legacy and ERP systems and data creation from 2 to 3 weeks to 2 days.
• Developed IT strategy / BI framework androadmap customer data warehouse , including type of data models needed for CAS,to increase ROI on promotions using data from database marketing.
• Led SASinternal and external teams in developing an integrated project plan to collect campaign data and integrate with demographics for future marketing activities.
• Responsible for overall budget, management and project reporting to executives

Technical Environment: Mainframe - DB2, COBOL, Oracle, SAS, AIX, R, MS SQL Server, Informatica, Greenplum

Confidential

Business Intelligence SME

• Identifieda target audience for the advertisement of a premium similar to database marketing integrated data from service cable operators, demographics, andbehavioral patterns of televisionusers to identify the appropriate audience group.
• Developed end-to-end data management governance , data quality, data warehouse strategy to support data mining, data analysis, and reporting to store data from internal and external sources optimally sources included data from cable companies remote clicks data, programming data, etc. , andcustomer profiles from Nielsen and other systems.
• Provided data management data security, data governance, data quality, data architecture, and metadata road map,and datawarehouse,andBI strategy.

Technical Environment: Oracle, SSIS, SSRS, SSAS, Netezza, Business Objects

Confidential

Development Manager

• Developed a symphony program to provide a system that was flexible and adaptable that is customer-centric to increase loan production by 20 and replace the aging loan origination and servicing system.
• Worked with Business, Enterprise Architecture, IT Operations teams to migrate legacy client server system to web based with integrations to legacy systems and replacing legacy system as needed
• Directed teams in developing procedures and policies on Agile Methodology software development for the client environment trained all team members.
• Builtteams andmanaged theentire development cycle to deliver the end product
• Responsible for budget management, project progress reporting to Program Manager, CIO and Vice Presidents
• Assembled and built five 22-memberscrum teams 5onsite and 17 offshore , a total of 150 people team.
• Led thedevelopment of online account web based management that retired old infrastructure legacy saved 7M annually in personal lending business.
• Managed loan approval process to improve decision-making on web-loan applications in real-time.
• Worked with internal teams enterprisearchitecture, business leads, and credit risk teams and external vendors, leading to a successful replacement of legacy infrastructure.
• Performed analysis to turn around failing projects. Recommendations were presented to the CIO whoimplemented recommendationsthat resulted in predictable project delivery.
• Set technical direction for multiple teams-client, offshore partners and Accenture

Technical Environment: JAVA, J2EE, BMC Remedy, SOA, TIBCO, Chordiant, Oracle, DB2, Cognos,Interwoven

Confidential

BI and Data Architect

• Confidential Video/Broadband Business Intelligence Lead the team to define long-term BI strategy and Data Architecture, defining Key Performance Indicators needed to monitor the Confidential programs.
• Lead a team of 3 business analysts and SMEs to define KPIs.
• Prepared and presented a roadmap to implement BI foundation to monitor KPIs
• Developed detailed plans to generate Requirements Data Architecture for KPIs and Dashboards
• Program Manager, AG Edwards March 2006 June 2007 Central Data Program Budget: 10MM
• Led project planning for Central Data Release 3 ODS Release 3 and EDW Release 5 and Central Data Release 4 ODS Release 4 and EDW Release 6 and delivered the project.
• Managed a 30,000 person-day project to deliver centralized data warehouse to enable users to make quicker and data-supported business decisions.
• Directed a 50-member team, consisting of an offshore, onsite client team and six client and Accenture managers delivered the project on-time and budget.
• Managed the development of high-level requirements, data-managementframework, data warehouse strategy, estimates, and work plans to integrate data from six business segments.
• Established and led teams to develop requirements, data architecture, infrastructure, ETL development, testing, data services, and deployment.
• Led the team to implement Business Objects Webi, desktop, anddashboards Universesfor reporting participated in establishing the BI Center of Excellence that guides BI and Data Services.
• Implemented data services to integrate with downstream systems.
• Co-chaired the data architecture review board to approved data models, and data servicesneeded for BI and reporting.

Technical Environment: BULL mainframe, Oracle, DataStage, ERWIN, Rational Suite,andBusiness Objects

Confidential

Database Architect

• Implemented an easy-to-use, web-deployed, application for the Confidential for the management of health and safety incidents that resulted in lost time from work for both military and civilian personnel.

Confidential

President

• Worked with a large manufacturer to integrate SAP ERP data into Business Warehouse.Developed and deployed systems for theAmerican Institute for Foreign Studies using SharePoint, .net technologies, and ITIL framework.Developed marketing material and pricing strategies to market Rout Optimizer to Construction companies and state and federal transportations agencies.Developed product from inception on doctor-to-doctor communication patent pending , including ICD-9, CPT-4 codes, and communication among doctors' groups. Led multiple data warehouse andBI projects for Public and Private clients.
• Generated consulting business revenues of 600K to 700K per year.
• The following engagements were performed for KM Infotech:
• ViPS / Northrop Grumman, March June 2005 Data Manager, Microstrategy and Pega for Retiree Drug Subsidy
• CPSI MD, Client: CareFirst BlueCross BlueShield , January March2005
• IT Finance Project Manager Outside ServicesClient: Freddie Mac March December 2004
• Single Family Data Mart Integration, Lead Architect
• CPSI MD Client: Lockheed Martin January March 2004
• Federal Parent Locator System, Enterprise Architecture / Data Architecture lead

Confidential

Manager, Custodial Accounting Project CAP

• CAP project is part of the IRS Internal Management Systems Modernization effort.
• Extracted data from multiple sub systems, such as Individual Master File IMF and Business Master File BMF and consolidated the data into data warehouse / summary level data mart. Managed requirements forthe project led a team of 20 people, including SMEs and data architects.
• Led the resource and cost estimates and corresponding task allocations.
• Participated inhigh level project planning Very Rough Order of Magnitude of various projects.
• Led a20-memberteam of analysts anddata architects / modelers to achieve the single goal of mapping all required fields into data warehouse and data mart.
• Tracked the project status and project schedule presented weekly statusreportsto management.
• Coordinated tasks with ETL teams, database strategy, and configuration management.

Technical Environment: IBM Rational Suite, Informatica, Erwin, DB2, and Teradata

Confidential

Manager, Financial Management Information Systems

• Managed the Confidential Department of Transportation's Confidential. Major components include Confidential, appropriations, the general ledger,other accounting components, and the Confidential purchasing system.
• Managed Confidential Legacy Mainframe product support 24 X 7 systems, transaction monitoring, systems- performance management, configuration management, and disaster recovery and business continuity planning.
• Coordinated projects with the State and Federal Department of Transportation to develop federal aid billing fortheState of Maryland Department of Transportation.
• Directed project status meetings with the director of Finance, Confidential participated in Configuration Control Board meetings with the CIO and the director oftheOffice of Technology Services.
• Led numerous analysis assignments to determine the best overall solution to meet requirements. Conducted JAD / RAD sessions. Providedcost-benefit analysis, cost alternatives and recommendations to the client.
• Led five-memberteam in developing custom ETLs to integrate data across agencies. Created reports using FOCUS / WebFocus products from Information Buildersfor Financial Reporting daily, monthly and yearly reporting needs .

Technical Environment: IBM Mainframe OS/390, Z/OS, MVS, VTAM, NetView, TCP/IP. DB2, WebFocus,COBOL