SUMMARY:

• Highly proficient information technology & operations professional with over 30 years of experience within the financial services industry.
• Possesses over 20 in project lifecycle management from conception to completion, including industry standards, processes, procedures, guidelines and best practices (i.e., PMI, PEMBOK, SOX).
• Experienced in various Project management methodologies (Waterfall, Agile, and Iterative).
• Profound experience in managing complex IT Infrastructure - related projects.
• Extensive ability to develop relationships both internally and externally to drive to a common goal.
• Proven track record of generating effective solutions to complex mission critical issues.
• Successful ability to align technology and business requirements to mitigate risk and provide cost effective solutions.
• Ability to lead / mentor any size team with years of experience fostering cohesiveness and optimism.

AREAS OF EXPERTISE:

• Project Management
• Risk Avoidance
• Cost Savings
• Vendor Management
• Project Tracking/Reporting
• Team Building / Mentoring
• Decision making
• Requirements gathering
• Resource Planning and Allocation
• Productivity Improvement
• Process and Procedure Redesign
• Tactical & Strategic planning
• Full lifecycle development
• Business process reengineering
• Problem solving
• Training. Microsoft SharePoint 2010
• Visio
• Project
• Access
• Excel
• PowerPoint & Word. Accurate NXG ( Confidential s reconciliation platform previously CheckFree) Electra OpenSTaARS (Reconciliation platform) Advent APX
• Moxy
• Rules Manager.

PROFESSIONAL EXPERIENCE:

Confidential, Jersey City, New Jersey

Global Project Manager

Responsibilities:

• Working with international partners on global expansion and operational processing on various projects.
• Lead the implementation of the firms multi-million-dollar strategic global outsourcing operations engagement providing 24x7x365 processing abilities with Brown Advisory
• Helped define feature and functional requirements and enhancements, write/review/approve business specifications, liaise with Development and coordinate with QA and UAT testing teams.
• Be available to support technology partners as needed during design and development phases and beyond.
• Tracked key milestones relative to the client onboarding project. Work to adjust resources and/or project plans to meet key deliverable dates.
• Help coordinate the creation, documentation, and maintenance of standard operating procedures for client onboarding reconciliations.
• Conduct training as needed of new functionality (train the trainer.)
• Communicate with the project team, related operations teams, and senior management regarding items that impact scope, budget, resources, and/or functionality needs.
• Contribute to operational planning and analysis activities to identify risks and opportunities for automation and process improvements.
• Aid in developing appropriate implementation and onboarding plans that support the business and clients. Active oversight of implementation.
• Help coordinate post implementation follow-up and evaluation, including performance metrics, client feedback, needed tweaks/enhancements.

Confidential, Livingston, New Jersey

Senior Infrastructure Project Manager/PMO Budget Director

Responsibilities:

• Overall responsibility for managing 7 legacy applications from initiation through fruition for the firms Finance Transformation Program (PeopleSoft 8.4 to 9.2) additionally, responsible for managing several concurrent highly visible initiatives utilizing Agile methods in a face paced environment.
• Responsible for the program budget (35MM), created and presented program budget and status reports to the CIO for remediation monthly. Additionally, worked with line PM’s to ensure all project were proceeding on time and on budget.
• Liaised with both the implementation partner (Deliotte) and the vendor PeopleSoft for the entire finance transformation initiative.
• Responsible for remediating any project that was not on track or budget with line manager.
• Ensured that all project documentation was in alignment with SOX and corporate guidelines.
• Instrumental in successfully creating a centralized Tax HUB (data warehouse) to satisfy an IRS mandate for all external reporting. (Planning through delivery)
• Created SharePoint site to ensure that all project documentation was centralized for audit requirements in addition ensured that all documentation was in alignment with SOX and corporate guidelines.
• Managed project initiation activities that include identifying contractual obligations, client needs and goals, existing situation, necessary contacts, and access to existing information as needed.
• Ensured requirements for internal technology projects align to operational standards. Developed alternate requirements or documented exceptions where appropriate.
• Developed, defined and executed project charters, project plans, project scope, activities, schedules, budgets and deliverables.
• Identified resources needed for projects, defined and assigned major project roles.
• Coordinated activities and tasks among project team members, other internal departments and client, vendor/subcontractor organizations as needed to meet project goals and ensure project completion is on schedule, within budget constraints, and of the appropriate quality standards for the project scope.
• Managed project risks, issues/problems, and activity progress to ensure project goals (e.g., deadline, scope and quality) are achieved.
• Assisted with problem resolution and risk mitigation as needed.

Confidential, New York

Interim Chief Financial Officer

Responsibilities:

• Provided small and medium size businesses with the strategic support of an on-site Chief Financial Officer (CFO).
• Expertise along with deep knowledge of four core business systems: Cash Flow, Operations, Accounting, and Revenue.

Confidential, Tampa, Florida

Senior Project Manager/Relationship Manager

Responsibilities:

• Served as lead project manager within the commercial leasing division, overall management of FTE’s as well 3rd party vendors/subcontractor organizations, responsible to ensure all project targets and requirements were met.
• Led group to realign the processes and procedures within the division to comply with audit and SOX standards.
• Assisted in the development of audit compliant operational procedures.
• Utilized an Agile methodology to accomplish several cross dependent projects within the overall program.
• Identified project management coordination process gaps for improvement, recommended and implemented solutions.
• Provided overall project management for employees assigned to specific projects. Selected, developed and evaluated personnel to ensure the efficient operation of the function.

Confidential, Pittsburgh, Pennsylvania

Senior Infrastructure Project Manager

Responsibilities:

• Overall responsibility to ensure the successful implementation of a fully compliant trade blotter to satisfy existing audit and compliance issue, accountable to the CIO for the successful completion and delivery.
• Additionally, defined and initiated projects from inception to closure.
• Assigned Project Managers to manage discovery, cost, schedule, and performance of component projects, Accountable to ensure that all projects conform to Corporate and regulatory requirements (sox, Dodd-frank, Basel II, fasb).
• Maintain continuous alignment of program scope with strategic business objectives, and make recommendations to modify the program to enhance effectiveness toward the business result or strategic intent.
• Ensure that compliance and SOX standards were met, document exceptions, create and implement corrective actions for issues identified that cause a deviation from the defined scope of work.
• Manage a team of developers, business analysts and off-shore resources to ensure timely development of code, business cases, testing scenarios and delivery compliant to PNC SDLC methodology guidelines.

Confidential, New York

Project Manager

Responsibilities:

• Responsible and accountable for the coordinated management of multiple infrastructure related projects directed toward the Bank’s G/L replacement project (PeopleSoft) as well as various strategic business and other organizational objectives.
• Worked with offshore teams on the global expansion of the firms operational processing
• Managed the relationship with the vendor (Oracle) to develop project plan.
• Assisted Infrastructure Architects to determine design alternatives and resolve infrastructure issues
• Present periodic Dashboard reports on the current program, future opportunities and client issues.
• Provided business consulting, knowledge expertise in strategic performance management methodologies, process assessment work, and the application of technologies to business.
• Ensured that all projects were SOX and Basel II compliant.

Confidential, Minnesota, Minnesota

Project Manager

Responsibilities:

• Managed the relationship between Confidential and Confidential during both the implementation and migration of Columbia Asset management onto the corporate infrastructure.
• Main point pf contact with vendor ( Confidential ).
• Worked with the business team to identify project ownership G/L accounts (on-shore and off-shore) for reconciliation.
• Worked with Management to analyze and re-write all existing procedures.
• Conducted extensive QA analysis during PILOT to ensure that all accounts set-up in Frontier were correct.
• Met with project staff and business teams after every test to assess the results, and ensure that the next test was appropriate to the need.
• Evaluated the effectiveness of internal controls and identified potential process improvement opportunities.

Confidential

Project Manager

Responsibilities:

• Managed a special project team initially charged with identifying, researching and resolving breaks associated with the Confidential acquisition of Confidential .
• Responsibilities also included defining specifications for new MIS reporting and process improvement changes. Defining specifications for new MIS reporting and process improvement changes.
• Team’s efforts resulted in reduction of original 34 MM write-off reserve to 3 MM.