Confidential is the founder and principal consultant . His management experience spans over twenty years. Previously he was the co - founder of Confidential Research Group, a startup bond information firm. Confidential is a recognized leader in PMO/Program Management, Project Management, Business Process Management, Business Relationship Management, Change Management, and other management process methodologies ( Confidential, CMMI, RUP, and Agile).
- Close client contact - vendor management
- Meetings/presentations internal and external
- Business Intelligence
- Interact with both business and technical groups
- Associate training, development
- Process diagramming and reengineering
- PMI® certified PMP, PgMP & ACP, Confidential Certified Black Belt, AIIM® certified BPM (practitioner & specialist)
- CMM, CMMI, RUP, ITIL, EAI, SOA
- Adabas, SQL Server, Sybase, Oracle, DB2
- FileNET, imaging/workflow technology.
- CRM, Siebel® 2000 Certified Business Analyst
- Paradox, Access, Excel, Word, Visio, PowerPoint
- Lexis Nexus, Westlaw (Legal Research)
- UML, OOD, CNT, JSP, JDBC, SAS, Actimize
- OLAP, GIS, Front Page, Crystal Reports, Primavera
- Microsoft® Project 2003 Certified, CA Clarity
- Microsoft Project Server, Rational Portfolio Manager
Founder of a management consulting firm that provides Assessment, Consulting and Training (ACT) services in the realm of Program Management, Project Management, Confidential, and Business Process Management. Working closely with clients to identify, analyze and adopt best practices to achieve business objectives. Evaluated and implemented EPM solutions. Developed and taught training programs for Confidential (Green Belt, and Black Belt), Project Management (designated as a PMI Registered Education Provider) and Business Process Management.
PMO Lead/Program Manager
Established the Infrastructure PMO for the sole purpose of architecting a program to stand up Zoetis infrastructure (Help Desk, Site Services, Desktop, Application Hosting, IDAM, WAN, LAN, Wireless, Video and Voice) in over 140 sites worldwide (Zoetis now a completely separate company, spun off from Pfizer’ Confidential Animal Health Division). Created a program framework that leveraged SharePoint to support processes and organize program work and activities. Acted as the regional project manager for North America directly responsible for executing the plan in the region. Developed a dashboard and other communication vehicles to provide visibility on planned activities and execution. Reported program issues/risks and progress to senior management on a regular basis.
Senior PMO Advisor/Program Manager
Established the IS PMO. Assessed the organization’ Confidential project management capability and worked with the stakeholders formulated the future state vision. Created a roadmap to achieve the future state. Implemented a project management lifecycle (PMLC) that was complementary with other methodologies (e.g. SDLC. Confidential ). Put together a training program consisting of workshops and on demand training modules to instruct/inform project managers and other project participants. Heavily leveraged SharePoint 2010 as the infrastructure to support the PMLC. Designed workflow’ Confidential (Nintex) to guide users in the execution of processes. Created dashboards and other reporting mechanisms to keep senior management and other stakeholders updated. Executed a change management strategy to acclimate the organization to the new processes and mindset. Mentored and coached project participants. Tactically worked as a project/program manager to execute critical efforts to ensure proper execution and to demonstrate the benefits/value of proper execution.
Program Management Consultant
Worked with team to develop and implement Butterfield Bank’ Confidential web fraud prevention strategy for the online banking and mobile platforms. The strategy leveraged solutions from Actimize (IFM and WLF) and Authentify. The solution was a Java and Confidential # based solution. The project team consisted of multiple vendors spanning the globe. Developed comprehensive project schedule so the project team know “who does what” and leveraged the schedule to track project progress.
Project Management Trainor
Developed and presented PMP exam preparation training material over four consecutive weekend sessions. The training course was closely aligned to the PMBOK 4th edition covering Project Management Framework, Process Groups, Knowledge Areas and Professional Responsibilities. The course structure consisted of lectures, interactive discussions, group and individual exercises.
Project Management Consultant
Assembled a team to support applications that are part of FutureScript’ Confidential Pharmacy Benefits Management (PBM) system. Triaged issues and enhancements, and implemented Problem Management processes and procedures to ensure the applications were quickly stabilized in the new environment. Identified and tracked key metrics to monitor system performance and fodder for continuous improvements.
Senior PMO Advisor
Assessed the project management capability within the organization and then made recommendations on establishing a PMO and the requisite steps to improve project governance planning and execution. Created a development plan for project managers, which included a mentoring plan that allowed the senior project managers coach/grow the more junior staff members. Developed training modules to augment the PMO skill set and to communicate and level set expectations for stakeholders and other project participants. Formalized the project management lifecycle (PMLC) to include best practices from a myriad of methodologies and implemented a phase gate process to monitor project execution throughout the project lifecycle. Implemented a tollgate to reinforce the project management methodology. Established Business Relationship Management protocols (project selection, strategy alignment, stakeholder analysis, stakeholder management, communication strategy and continuous improvement). Worked with sponsor and other stakeholders to draft a change management plan. Created and implemented tools and templates to support the PMO and its processes. Initiated an EPM vendor selection process.
Confidential, Fort Washington, PA
Process Engineer/Project Management Consultant
Identified and organized relevant stakeholders, documented current state workflows. Revealed defect root causes and potential risks. Captured and prioritized pain points and opportunities for improvements from the project team. Articulated the future state vision and created a roadmap to incrementally achieve the future state via a series of phases. Developed a business intelligence platform (dashboard) to monitor the holistic process and highlight potential defects as fodder for the continuous process improvements effort.
Confidential, Kennett Square, PA
Program Management Consultant
Managed both the tactical and strategic aspects of the ETRM (Energy Trading Risk Management) and Analytics Portfolios. Both portfolios support Exelon Power Team’ Confidential analysis and trading efforts in the energy commodities markets. Each portfolio consisted of multiple projects in varying in the stage of development, type, size and complexity. Helped assessed and enhanced GenCo Project’ Confidential project management maturity level. Incorporated Business Relationship Management (BRM) to codify the strategic partnership between the business and IT. Ensured that the technical initiatives where aligned with business needs and objectives. Mentored and coached project managers and project leaders. Developed online (Flash) training programs and developed project management processes and policies. Leveraged a flexible tollgate approach to ensure adherence to the methodology. Helped established the PM Forum, an informal voluntary group where project participants met and executed ways to collectively improve GenCo Project’ Confidential project management capabilities. Implemented an EPM solution (Project Server 2007); oversaw the technical implementation, the administration, as well as the development of the content (master templates, PM tools etc.). Configured Project Server to fit GenCo Project project/program management needs.
Project Management Consultant
Managed the Client Website Redesign project. Medco Client Website, is a business-to-business Internet portal that enabled Medco to provide service to its clients and their members and employees. The website empowered clients and their Medco account management teams with online, real-time access to eligibility, reporting and analytical tools. The redesign effort provided a more stable and robust platform for the website, the project also implemented enhanced features and services. The project employed a combination of the CMMI framework and Confidential methodology.
Confidential,Fort Washington, PA
Project Management Consultant
Managed and coordinated the migration of an interactive media consumer website. Identified the site’ Confidential current state and mapped out the roles and responsibilities of the support team and affiliated departments. Organized a smooth transition of resources, processes and technology (from the original site support to the targeted site support). Facilitated and negotiated the transfer of third party vendor contracts. Communicated with senior management via face to face meetings, PowerPoint decks and status reports. Implemented a project management structure that drove the project to a successful conclusion (project objectives achieved, all project deadlines met, and within budget).
Business Architect/Program Management Consultant
Worked with the innovation group, Maintaining The Edge (MTE) to identify and define viable projects to augment Confidential ’ Confidential licensing strategy. Drafted proposals and business cases to communicate project features and benefits. Created blueprints for each corresponding project, defining the capability models in terms of the requisite people, process and technology.
Confidential (Program Management COE) - Whitehouse Station, NJ
Program Management/ Confidential Consultant
Acted as a program management advisor for the Project Management Center of Excellence (COE); helping to formulate and disseminate (Project Management, Change Management, Confidential, and Business Process Management) methodology throughout the firm to improve program/project execution. Headed the Travel Services Program, coached and mentored the project managers and other team members within the matrixed organization. Established the process, toolsets and reporting infrastructure to support all of the project within the program. Enhanced BI capabilities with the utilization of reporting tools, OLAP and GIS. Implemented a communication strategy that kept the global team in synch towards achieving the common goal. Managed the programs budget, prioritizing projects, allocating and monitoring project budgets via the EPM tools (Project Server and Portfolio Server).
Worked with the Corporate Project Management Office (CPMO) to assess the project management maturity level within the firm and implement recommendations for improvement. By leveraging the best practices in Change Management, helped the CPMO to evolve their PMO approach from the “Standard’ Confidential ” model establishing best practices, policies and procedures to include a consultancy component leveraging CPMO resources to directly impact projects/programs. Implemented Business Relationship Management policies and procedures, identified the people process and tools need to evolve the relationship between the business and IT. . Utilized Primavera as the enterprise project management tool. Mentored and coached project managers on the application of project management tools and techniques. Worked with the CPMO team to enhance all areas within the department. (Tools, Methodology, Governance & Reporting, Training & Communication, Portfolio Management, PM Pool).
Confidential, New York, NY
Program/Project Management Consultant
Responsible for re-architecting the AML (Anti Money Laundering) application (Java, SAS, DB2) which included analyzing and reengineering the existing AML system and processes. Worked directly with the compliance and technology groups to formulate and implement a strategy to redesign the AML solution including the ETL, Alert Engine, Post Scenario Processing and the UI (Informatica Java, DB2, Actimize). The end state solution included vendor products, internal and offshore resources. Worked closely with the QA team to develop a test plan, test cases, and scripts (HP Quality Center). Employed a number of best practices including Project Management, Confidential and RUP.
Confidential, Cranford, NJ
Program Execution Manager/ Confidential Black Belt Consultant
Responsible for managing a portfolio of projects surrounding the consolidation of the image disbursement systems and databases (the system redundancy was the product of a bank merger). These projects adhered to the Confidential DMAIC process. Managed key project performance metrics (such as CPI & SPI). Employed various Confidential tools (SIPOC Diagrams, Pareto Charts, Fishbone Diagrams, QFD, CTQ, FMEA, SPC, DOE). Mentored and coached project managers and other associates on project management and Confidential processes and toolsets. Reported the portfolio performance to senior management.
Project Management Consultant
Worked with the Enterprise Program Management Office (EPMO) to develop, promote and implement the project management methodology throughout the entire firm. Helped configure and implement corporate project management tools/systems (Project Sever/SharePoint). Acted as primary project manager on a regulatory project to interpret and adhere to the Patriot Act and KYC (Know Your Customer) requirements. Compliance required both procedural and technical modifications. Led an effort for the firm to analyze and comply with the new NYSE rule changes (342, 401, 408, and 410). Worked with internal/outside counsel to determine the proper application of the rules to the organization and then developed and implemented a plan to make the appropriate adjustments (procedural and technical). Worked with Internal Audit and consultants to review and remediate processes and systems to adhere internal and external security standards.
Senior Project Manager/ Confidential Black Belt Consultant
Responsible for establishing the strategy and process for continuously improving the quality and performance of the Confidential Broker Dealer Operations. Managed a group of developers and analyst consisting of Confidential associates, consultants, and off shore resources (developers and testers). Worked closely with the Compliance Department to ensure that the system met industry standards and regulatory requirements (Patriot Act, KYC, Suitability). Mentored the project team in the use of management methodologies (such as Confidential, and Project Management). Utilized the Confidential methodology to identify and implement quality improvement projects. Helped to design and create a web based image and workflow solution (FileNET P8, Java, JSP Websphere, Oracle 9i). The Imaging and Workflow system provided tighter controls and yielded greater efficiencies. The overall processing cycle time was reduced by an impressive 42%.
Responsible for ensuring that technology strategies, practices, processes and standards are developed, maintained and adhered to. Employed and blended best in class processes such as PMI project management process and Confidential to create an effective approach to manage technology challenges. Played a primary role in creating and executing an IT governance process that prioritizes the project portfolio in the Finance department (based on project profile, regulatory/legal compliance, business and technical strategic alignment). Monitor and report on project performance and budgetary progress. Established the transition management process to ensure the successful transition of RAD (rapid application development) prototypes to production solutions. Evaluated and implemented Rational Unified Process (RUP) as a crucial part of the software development process. Managed the package selection effort to identify and evaluate the component applications (ETL, consolidation, and business intelligence tools) for a best of breed management reporting infrastructure.
Confidential, New York, NY
Senior Project Manager
Headed Project Management for AXA Broker Dealer Technology. Responsible for establishing and implementing project management disciplines for all the projects undertaken by the department. Implemented Confidential based development and management processes. Responsible for initiating, planning, execution, monitoring and closing of project focal points (Integration, Scope, Schedule, Cost, Quality, Human Resources, Communications, Procurement and Risk Management). Direct contact with senior management strategizing, planning and reporting on key projects. Primary liaison between the technology department and the business units. Directly managed a number of critical projects: Participated in developing a multi-million-dollar thin client imaging & workflow system (FileNET eProcess, Java) to facilitate broker dealer operations (new accounts, check/certificate processing, transfers, trading). Managed internal resources, as well as consultants from Accenture and FileNET. Reviewed and reengineered the operation’ Confidential procedures; incorporating state of the art technology. The project included all aspects of imaging technology, ranging from scanning to image repository. Involved in the requirements gathering, detailed design, testing and implementation phases of the project (full SDLC). Project team consisted of internal resources, consultants and off shore resources. Worked closely with the Compliance Department to ensure that the system met industry standards and regulatory requirements. This project met the business requirements, was on time and within budget. Contributed to the planning and designing of a Siebel CRM solution . Created a (Visual Basic/SQL Server) system to monitor and report the NASD licensing, registration and other Broker Dealer activities.
Confidential, Long Island City, NY
Vice President - MIS/Projects
Managed the MIS/Projects group. Created a project management infrastructure to better facilitate the successful completion of projects (on time, within budget and in accordance to the specifications). Worked with Steering Committee to prioritize projects, develop budgets and review status reports. Acted as business analyst and troubleshooter, working under the mandate of senior management to identify and remedy business problems, making the bank more efficient and profitable. Oversaw and facilitated the data migration effort to consolidate several banking systems. Created a vendor/contract database (Visual Basic/MS Access/SQL) making it possible to monitor and leverage vendor and consultant relationships. Managed Confidential ’ Confidential “Quality” initiative employing Confidential tools and methodologies. Instituted the use of OLAP and GIS tools (ESRI )to obtain, analyze and generate business intelligence pertinent to the decision making process of senior management. Worked with the Risk Management, Legal and Compliance departments to plan and implement a proactive anti fraud strategy and reporting system (Visual Basic/SQL Server). Developed a (Intranet) web site to establish a “web presence” for global information posting and interactive communication.
Managed the IT team that supported Wyeth’ Confidential Employee Benefits Department. The team consisted of Wyeth employees and CAI consultants located in New Jersey and Virginia. Provided 24/7 support for the legacy system (Adabas Natural) that housed data for over forty one thousand active employees and retirees. Point of contact for eighty business users. Assessed the business needs, and devised ways to infuse available technology (Java,Visual Basic, SQL, Access, and Excel.) to add the greatest value to the client. Established and implemented project management infrastructure and methodology. Managed several process improvement ( Confidential ) projects examining business process performance and stability. Prioritized and allocated projects and report requests. Implemented a strict process to guarantee programming and reporting quality. Created a metrics system to monitor the group’ Confidential performance and identify meaningful trends.
Senior Project Manager/Software Engineer
Developed and promoted the firm’ Confidential project management methodology. Responsible for the initiating, planning, executing, controlling and closing of special projects. Formulated budgets and forecasted ROI figures. Helped developed project estimation procedures. Functioned as a liaison, making the connection between the business needs and technical resources. Responsible for designing and developing relational databases (Access, SQL Server, Sybase) to meet Moody' Confidential business needs. Developed the UI for the Portfolio Monitoring System (Java). Migrated the firm’ Confidential mainframe database (Adabas) to a client server platform (Sybase). Member of the Data Integrity Task Force, reviewed the status of data quality, identified and corrected data problems. Member of the Compliance Board, an administrative, development, and legal group with the task of ensuring Moody' Confidential complied with all the federal regulatory requirements for a rating agency. Member of the Process Improvement Team, constructed and implemented new and more efficient processes and procedures lessening man-hours for the targeted task and alleviated the chance for error
Manager CUSIP, Confidential,
Managed the CUSIP and Confidential groups, which consisted of analysts, supervisors and administrators. Explored ways for CUSIP to be an effective vehicle to communicate Moody’ Confidential ratings, opinions and comments in an electronic medium. Extracted and manipulated data. Developed electronic products and services generating revenue for the department. Responsible for the processing of insured issues and the maintenance of the database. Obtained organized and strategically used data to map out ways to meet the firm’ Confidential business needs. Created system (Visual Basic/SQL Server) that captured and analyzed pertinent information on derivatives. Help developed Moody’ Confidential NRMSIR system for regulatory compliance. Managed relationships with market data vendors (Bloomberg, Muller, Reuters, etc.) responsible for negotiating, purchasing and assessing market data.
Assistant Manager CUSIP/ Confidential
Supervised two groups, which were used as a "brain trust" to improve internal systems and strategically develop products for external clients. Explored ways to use, acquire, and analyze financial data. Fulfilled both ad hoc queries and production report requests. Created the first product that disseminated Moody’ Confidential ratings electronically. Close client contact. Worked closely with the Marketing department, gathered, analyzed and reported data for market share analysis (utilizing GIS and OLAP tools).
Assembled and organized a new group to populate the Public Finance database with CUSIP codes. Explored new ways of utilizing this data. Created a reporting system that charted the financial markets and Moody’ Confidential market share.
Confidential, Boston MA .
Founder - President
A start up financial data company that provided interest rate information for floating rate instruments (equity, corporate, and municipal bonds, mortgage backed Confidential ) to banks and other financial institutions. Responsibilities encompass all areas of operations within the firm including the formation and implementation of marketing strategies, management of capital outlays, and the design and development of the custom database system. Published monthly reports to clients, pertaining to interest income from floating rate Confidential . Trained and supervised a staff of ten employees. Clients included Confidential, Confidential, The Bank of New York, Confidential and others. Negotiated the sale of the database system.