SUMMARY:

• Extensive experience in program and project management with infrastructure and application development/implementation, leading multiple concurrent integrated projects with cross - functional teams.
• Managed the vendor selection, mobile selection, and integration of new mobile tablet and application technology for our field personnel. New technology implemented Citrix Xenmobile platform for EMM and ADFS 3.0 for single signon capabilities.
• Enterprise Architecture for Carlson Wagonlit Travel where I lead teams and decisions on hardware and software utilization, enterprise tools, and the build out of their 200-person travel agent call center
• Lead the transformation from mainframe operations to distributed client server/network connected systems for Eagle Food Centers, including NOC, Exchange, WAN/Frame Relay, in-store PC/LAN and integrated Time Clocks. Included was new warehouse, ERP, and supply chain software systems
• Experienced, innovative manager and problem solver that brings a process-focused structure, yet maintains flexibility to structure work according to the corporate standards and guidelines.
• Known for methodical and comprehensive approach, broad technical knowledge and ability to communicate and relate to technicians, users and executives.
• Strong mentor and insightful partner who keeps the customer and company perspective up front.
• Proactive in working to drive deliverables and will go the extra mile to meet milestones and constraints.

PROFESSIONAL EXPERIENCE:

Sr. IS Project Manager

Confidential

• Currently managing the DSD In-Store Sales & Merchandising Program to select and implement new mobile applications and consumer mobile devices for route sales and delivery, in-store selling, and shelf merchandising. Vendor system is integrated to/from SAP systems. Includes new infrastructure to support EMM and ADFS for the organization. Involves supporting the strategic culture change and said to be the most important project the business will undertake in the next decade. Budget is $15M.
• Assumed management of $807K project to facilitate retail store customers to send EDI orders through their automated replenishment systems. This project included enhancements in order processing and tracking to enhance multiple layers of fill rate reporting.
• Led the development and implementation of a multi-year project to transform all the Consumer Brands delivery truck inventory processes and implementing the inventory control within SAP/ERP.
• Extensive reporting was delivered within the newly implemented SAP HANA enterprise environment and provided the data capabilities to support ad hoc reporting by business resources. $2.2M budget
• Architected and managed the development and implementation of a new fundraising program for the Home Service division with extraordinary prospects for sales revenue and increased customer base. Using Agile techniques to drive rapid development and frequent enhancement, architect and managing the program activities across the IS and Business teams, coordinating with an external system partner, and driving the executive business decisions for the new program. $1.8M budget
• Manage the highest ranking initiative for the company in 2011. The project involved architecting a solution to re-structure the Division’s supply chain model from 127 depots to a network of 29 master depots, incorporating shuttle trucks moving product to delivery trucks. This comprised of physical and logical consolidation of inventory, definition of shuttle routes, and re-planning of delivery routes to support the 25,000 retail store customers. The new systems converted the warehouse inventory management from .Net/SQL systems to SAP ERP, and provide reporting through SAP BW. AS2 and VAN networks were established with 3PL partners for the EDI exchange of shipments and inventory movements. Successful implementation, achieving business results, and managing the $3.1M project budget,
• Managed development and implementation of a product substitution program to facilitate out of stock product, promotions, and case pack changes. The project is producing an average of $2.5M of additional sales per week and reducing the cost of shelf slotting and left-over promotion packages. The project had a budget of $500K and was delivered on time and under budget.

Project Manager

Confidential

• Managed multiple consecutive projects within the Correspondent and Wholesale business lines.
• Critical project focused on regulatory compliance issues of APR calculation, application of fees and credits, and borrower disclosures.
• Critical project pertained to partnering with Confidential in their Loan Quality Initiative to identify error conditions preventing loan sales to investors, and reducing loan level pricing adjustments.
• Required gaining understanding of Confidential updates through Lender Letters and Seller’s Guide publications, and interacting with the Correspondent and Wholesale business lines, Agency Relations, Compliance, Legal, and Technology departments for coordination of project objectives and decisions. Provided regular status updates at the project, program, and executive sponsor levels.

Program Manager

Confidential

• Program Manager with responsibility for system integration to support Confidential Horizon Milling’s acquisition of JM Smuckers Canadian Grain Operation.
• Directly managed several key strategic systems enhancement projects in the Supply chain, Financial Reporting, and Operations areas. The program budget was $3.5M.

Project Manager

Confidential

• Assumed responsibility for a strategic project that was failing to meet the business and IT expectations. The organization had just changed development technologies to J2EE/Java/JSF with a Portal solution to deliver eCommerce capabilities to internal and external customers. Met challenge to get development team up-to-speed in a cost-effective manner.
• Employed Agile concepts to development and team pairing to inspire the transfer of knowledge and development of the functionality.
• A key deliverable was the design and build of a Customer-Sales-Service Relationship Database (CRM) and the management facilities to use and update the information including web and email reporting capability.
• The system integrated custom code with Business Objects for web reporting, and the InfoBurst tool for report bursting and distribution capabilities.

Project Manager

Confidential

• As a Project Manager with the Enabling Technologies group, managed systems development and implementation projects for three eCommerce Internet/Intranet applications that supply the internal Traders and external Brokers with capabilities to submit loans through the Web and receive purchase commitments and pricing decisions.
• The applications are comprised of User Interfaces and Decision Engine processing.
• The applications deliver purchase decisions, costs of and commitment to purchase the loan, and produce the text for all the mortgage terms and conditions.
• Two of three applications were selected for SOX (Sarbanes-Oxley) Audit and responsible for responding to audit requests, resolving current deficiencies, and establishing a process to meet future SOX Audit requirements.

Project Manager

Confidential

• For Confidential, a global Money Service Business (MSB), served as the Compliance and OFAC Project Manager to oversee current development projects and lead an effort to evaluate and select new vendor software systems for Anti-Money Laundering, Fraud Detection and Prevention, OFAC Restrictions, and Case Management. The OFAC Program incorporates the U.S. OFAC list, global Watch Lists, and a local list of restricted individuals, such as terrorists, drug cartels, and other specially identified individuals. The systems were responsible for properly formulating and submitting information to the regulatory agencies, such as SARs (Suspicious Activity Reports), CTRs (Currency Transaction Report), and the international filings. The project included implementing new client/server infrastructure systems.

Senior Consultant

Confidential

• Provided this major financial institution with an assessment of Project Management maturity, contrasted their maturity to the Project Management Institute (PMI) Operational Project Management Maturity Model (OPM3) and Best Practices. Identified opportunities for their advancement in Project Management Maturity.
• Focused on all three domains of Portfolio, Program, and Project Management.
• Utilized questionnaire techniques, conducted interviews, and document reviews, including meeting with personnel in several geographic locations.
• Retained for additional work to review their new PM Methodology and document opportunities to better align it with PMI and Federal Financial Institution Examination Council (FFIEC) standards.

Project Director

Confidential

• Managed implementation of WAN with Frame Relay to new LAN Desktops to replace AS400 with modem dialup -- budget $5.3M
• Migrated business from mainframe infrastructure to client/server including building out Network Operations Center, implementing MS Exchange, and all infrastructure to support business operations -- budget $9.5M
• Confidential for the grain contract, purchase, and settlement system