SUMMARY:

• High - performing management executive with expertise in directing highly complex, multi-million dollar projects that build/optimize organizational processes, measurements and infrastructure to maximize business results in telecommunications, insurance, banking/finance, manufacturing, agriculture, media higher-education and value-added resellers (VARS) worldwide.
• A skilled strategist who transforms business plans into workable solutions while adept at managing multiple projects simultaneously utilizing PMI methodology with a strong adherence to ROI. Key core qualifications include:
• Strategic and operational technology planning Technology and business linkage planning Global IT delivery and development management Capital planning, investment control and reporting Situation-based global outsourcing model IT infrastructure design and implementation facilitator IT skills for GAP analysis and performance optimization “Scrum Master”able to properly divide project into manageable sprints
• Accomplished interactive IT strategic leader with over 15 yrs experience bringing best practices, operational strategies and revenue generation ideas and actions to Fortune 500 and Fortune 10 organizations for global and domestic companies.
• Excellent at providing and improving ROI and break-even analysis while being a proven implementer. Always focusing and improving the customer relationship experiences while bringing projects in on budget and on time thereby simultaneously satisfying business objectives.
• A record of accomplishments that include structuring and implementing projects that yield measurable results inclusive of reduced tactical planning cycle time, cost reductions gained from improved system/process performance, productivity gains through improved initiatives, reduced product development time with increased revenue growth all within scope, budget and resource allocation.

AREAS OF EXPERTISE:

• End-to-end project management (full SDLC) Strategic planning and
• PMI Methodology leadership
• Key Decision Maker & Leader Vendor management
• Multi-site, multi-continent-multi-project Cross-functional
• Efficiency improvement Problem solving
• Negotiation, persuasion and communication P&L for large-scale projects
• Strategic leader of joint ventures/alliances Large-scale Budgets
• Crisis/Issue management Skilled Matrix Manager
• Opt-out and Suppression rules ITIL
• Sales and Marketing Consulting
• Full SDLC experience AGILE skillset

PROFESSIONAL EXPERIENCE:

Confidential

PROJECT PORTFOLIO EXEC PROJECT MANAGER

• Responsible for project management of up to 14 IT projects that spanned the Cargill businesses portfolio utiling PM tool,Clarizen and MS Project Server.
• Determined project resources, lead a cross-functional team in the development, communication and implementation of new products, application upgrades, server and network, divestitures and enhancement opportunities in several market/business catagories. Daily interaction with senior management on project scope, project budget and project timeline.
• Defined and wrote Project Charters, EBITA, status reporting and all project mgmt documentation, meeting facilitator. Managed all aspects of the SDLC and the PDP processes.

SR. PROJECT MANAGER

Confidential

• Expert in the design and delivery of cost-effective, high performance technology solutions in support of rapid national and international growth with ever increasing budget responsibilities.
• Skilled in all phases of the project/system development lifecycle from initial feasibility analysis and conceptual design through implementation, deployment, enhancement, maintenance Adepth at building culturally diverse team-centered operating units with excellent business process and strategy development skills; customer-centric with the ability to initiate win-win, mutually satisfying profitable alliances with global vendors and national suppliers.
• Strategic project manager for application and software move from mainframe to distributed servers from Minnesota to Arizona in partnership with IBM 

SR. PROJECT MANAGER, Minneapolis

Confidential

• 2nd FIU assignment -Serving as temporary, short-term Sr. Project Manager for staffer out on maternity-leave.
• Maintaining project objectives and timelines, team management and reporting for a separate Contactual project for a different group than noted below.

SR. PROJECT MANAGER

Confidential, Miami, FL

• Project Manager for the implementation of Salesforce for five distinct business groups within the
• FIU On-line arm of the university. Also, lead the implementation of Contactual for telephony, chat, and email. Also utilized Live Person.
• Responsible for all project management as well as business analysis and related documentation. i.e. requirements Worked closely with senior management, vendors, consultants and university staff.
• Coordinated major university conferences held in various location across the state. Change Control initiator and manager.
• Salesforce Team Lead utilizing MS Project as our primary project-reporting tool.

SR. PROJECT MANAGER

Confidential , PLANTATION, FL

• Project management and Business Analysis responsibilities for the on-line email
• Generation application and system including delivery (WhiteDelivery) also responsible for the company’s invoice tracking and accounts payable system (Filitrac). In addition, Project Manager of Infrastructure projects inclusive of server purchase, configuration, Deployment and maintenance Project Manager for the successful setup of a new email Corporate site in Atlanta, Ga. Worked daily with .Net developers, DBA’s, Network Engineers, Operations staff, business analysts, QA staff, various managers and business owners. Directed all development activities and served as business analyst on larger scoped projects. All of my projects were mission critical with tight deployment timelines with required adherence to Opt-out and other on-line and ISP rules and regulations. Responsible team time and assignment tracking. Worked hand-in-hand with the web designers and email delivery team (ISP’s: Yahoo, AOL, Hotmail, NetGen, etc) Utilized PMI SDLC methodology. Daily meeting with senior management inclusive of
• The CIO and CEO for project status and updates *Led successful effort to establish new data center in Atlanta, GA capable of delivering 48M emails per day
• Led effort to increase email delivery capacity in Florida to include an additional 48M Emails delivered daily negotiation Leader for vendor contracts, representatives, deadlines, services and penalties’ led a series of upgrades and application enhancements including the replacement of Obsolete hardware/software at multiple geographically dispersed locations successfully cCompleting on time and within budget. Made enhancements to legacy trouble-ticket applications and brought 90% of outstanding to closure
• Review and evaluation of VersionOne for Agile
• Utilized AGILE approach to change direction quickly when required
• Led effort and collaboration with CEO, CIO, Sr VP’s and VP’s on a
• Confidential solution to a corporate-impacting issue by providing four (4) viableoptions.
• Tools: MS Project, MS suite (Word, Excel, PowerPoint)
• Developer Tools included but not limited to: ColdFusion, Fat Fusion, HTML, Java, JavaScript and Windows
• Confidential is an on-line performance-marketing agency that manages 1B in portfolio commitments

SR. PROJECT MANAGER

Confidential

• Installation of a new software package for the corporate Pricing System
• Modifications to Corporate-developed Expense Tracking system
• Utilized SCRUM techniques
• Moving application from a DB2 database to SQL (changes, updates and upgrades) AGILE
• Modification of Disaster Recovery Plan
• Cognos 6 reporting upgrade
• Business Case revamp, SOW (statement of work) and Charter documentation
• Revamp of 7 separate interfaces to the new pricing system (Actuarial, Accounting, Finance, Web and Web portal, Agents/Fund Managers, external vendors and Administration), Informatica, BizTalk and PeopleSoft interfaces
• Princeton Financials package vendor relations, vendor negotiations and vendor management
• Managed in-house technical staff (DBA, developers, BizTalk specialists, QA, Business Analysts)
• Fund Manager requirements development and related documentation (web page and portal development)
• Database changes and updates necessitated by move from DB2 to SQL
• Internal and external web-interfaces
• Sarbanes-Oxley (SOX requirements)
• Convert PeopleSoft to SAP
• Upgrade of vendor software utilized for check reconciliations; vendor hosted via web portals
• Interface requirements, firewall and connectivity for the vendor-hosted application needs
• PeopleSoft conversion to SAP
• Sarbanes-Oxley (SOX requirements)
• RAD
• ColdFusion
• Utilized AGILE skills to change direction from a customer focused data center to a 3rd-party data center
• Analysis and cost benefit analysis for leasing the corporate data center to a third-party
• Business case development and presentation to senior management
• Analysis of legal, security, contract and related issues arising from this potential endeavors
• Worked closely with senior management and legal staff, manager of vendor relations and contract negotiations
• Primary liaison to Excel Energy, City of Golden Valley, Visi and other project stakeholders
• Managed and selected Vendor for Market Analysis and Client Identification documentation to assist with decision-making process
• Managed team to determine any additional build-out requirements needed for the data center prior to occupation by a 3rd party
• Developed Move-in Plan draft
• Tools: MS Project, Project Server, MS suite(Word, Excel, PowerPoint) ITIL

SR. PROJECT MANAGER

Confidential

• Federal mandates required separation of Ameriprise from American Express.
• My charge was application and hardware-related specific. I led the application effort in conjunction with an IBM hardware PM.
• I led a team of 20 that included geographically dispersed developers and help-desk (India and the US) consultants and permanent employees.
• I also had business analysts, architects, dba’s, systems analysts and Jr. Project managers.
• Our primary charge was analysis of the current application, identification of data and functionality gaps hardware requirements for the new environment, resource requirements, and tasks required to move the hardware/software to another location while providing for on-going support within stringent government-mandated timelines.