Program and Project Manager
Proven leader and influencer accomplished at delivering complex programs and projects. Expert Change Agent who is tireless in spirit and zealous about communication for all affected.

Business professional who possessesexpansivebusiness acumen and is able to quickly conceptualize economic value, risks and trade-offs.Is a holistic thinker who leverages strengths cross-functionally.

Creative technologist focused on benefit realization, based on real business needs.Have consistent performances in delivering planned ROI. Adapt at anticipating issues and developing effective recovery plans to keep initiatives on plan.

Has extensive experience in complex organizational structures and is expert at managing remotely, cross-functionally and with third-parties.

Core Skills & Knowledge

• Process Improvement
• Software Development
• Project Management
• Change Management
• Business Case Creation
• Risk Management
• Migrations
• Cloud Computing
• Mobile Computing
• Business Intelligence
• ITIL
• Cost / Benefit Analysis
• Expense Control
• Financial Analysis
• Client Relations
• Strategic Sourcing
• Integrations
• Ecommerce
• Agile/Scrum/SDLC
• CRM

Professional Experience

Confidential, Jacksonville, FL
Medical Device Manufacturer
September, 2002 – June, 2012

Designed and deployed the PMO governance and project management standardized work across a division comprised of three business-units that had either no processes or different processes.Partnered with the business to create business cases for IT investments and conduct vendor selections. Routinely performed heavy process engineering, lead steering committee meetings and designed scorecards for all programs and projects. Lead broad spectrum of initiatives involving all the IT disciplines and worked extensively in all business domains. Managed a project portfolio that averaged 50-65 concurrent projects occurring in multiple global locations. Expert in budget creation and financial management.

Key Highlights

• Successfully migrated the legacy ERP, of threeseparate plants, to SAP (manufacturing, cost accounting, planning, order management, G/L, supply-chain, master data, RA, QA, AP, AR, warehouse management). Programs involved heavy data cleansing and data migration, process analysis and engineering, communications, user training, business intelligence, issue management and scope management. Programs were 6-9 months duration, multi-million dollar budgets, involved 100-150 people and were deemed the #1 priority of the organization by executive management.

Result:plant productivity returned to normal levels within planned period and no negative impact to customers. Projects were delivered within budget. Scope increased but was thoughtfully managed.

• Significantly increased Field Service profitability andrevenue by deploying Salesforce.com to manage the technician dispatching, part consumption and service hours provided to customers. The platform was also used to manage all the Field Service sales prospecting activities. Project included heavy software development, process engineering, systems integration and training. Deployment was global and multi-language.

Result: profits increased by 40% and revenue increased by 85%.

• Designed and lead the development of numerous software applications. Applications such as a sterilization inventory management and reconciliation, automated quotes, employee training records management, new product development stage-gate management and iPad sales productivity tools just to name a few.

Result:contributed to the business’ 12% compounded annual growth rate.

• Successfully lead the IT integration of five acquisitions and one divestiture. Included: applications, data migration, rewrite of reports to include new entity, data center/network/desktop infrastructure, user training, change management communications, help desk and other support processes.

Result: able to get acquisitions on-line and institutionalized in enterprise within 30 days of close. Eliminated all support, data and operational risks. Eliminated costs by up to 60% through effective leverage and optimization of assets and personnel.

• Operated outside of the IT domain tolead an acquisition manufacturing-transfer. Project involvedevery function of the business and intricate product engineering/manufacturing details, as well as, all FDA regulatory deliverables.

Result:project completed on-time, with defendable FDA documentation and with no manufacturing defects.

• Created bottoms-up annual budget planning process.

Result:improved resource allocation and cost estimate accuracies by 35%.

• Assimilated two new business-unit IT teamsinto divisional PMO processes and practices.

Result:successfully transformed the environment and got business buy-in to the prioritization and budget process. Acceptance and adoption was extremely high.

• Lead the launch of the business intelligence domain andlead the buildingof the first-ever, local data warehouse. Required heavy design, development and testing.

Result: data access increased 10x, became self-service and included delivery via mobile computing. Data aggregation costs decreased by $100Ks and data integrity increased immeasurably.

• Designed and deployed numerous innovative,process improvement and automation solutions via lean sigma methodologies.

Result: reduced the manufacturing setup time by 28%; decreased QA rework by 15%; increased production rate by 10% and decreased unit cost.

Confidential, Armonk, NY
Technology Provider
September, 2000 – September, 2002

• PMO leadership member leading a $100M, 250 person, multi-year, technology transformation. Program included financials, H/R, mainframe migration, merchandising management, retail operations/automation,database migration, transportation and warehouse management all transpiring concurrently. Joined engagement to serve as the logistics/supply-chain subject matter expert and was quickly promoted to PMO.Implemented numerous project management, change management and project governance best practices.

Result: Customer satisfaction rating increased significantly, engagement risk level decreased by 50%, on-time deliveries increased by 80% and change requests decreased by 30%.

Confidential, Jacksonville, FL
Logistics & Supply Chain Provider
June, 1998 – Sept., 2000

• Lead the integration of customers to the proprietary execution system used to provide logistics and supply-chain management services. Integrated i2’s transportation management system into execution system to optimize the network of all transportation moves. Designed and developed reusable integration modules andincreased the use of ecommerce.

Result:ecommerce transactions increased from less than 5% of all business transactions to 40%.

• Heavy involvement in business development including sales, solution design and contract terms & conditions.

Result:increased market creditability, increased RFP response rate and revenue growth of9%.

Early Career Experience
Project Manager, Confidential, Jacksonville, FL
Management Consultant, Inflow Management Group, Jacksonville, FL 
Software Development Consultant,Computer Management Sciences, Jacksonville, FL

Education

M.B.A. –Confidential 
B.A. – Management, Confidential
Certified Project Manager, PMP #46460 –Confidential