SENIOR PROGRAM / PROJECT MANAGER
PMO ~ Program Management ~ Change Management ~ Project Leadership ~ SDLC ~ Strategic Planning
Process Improvement Specialist ~ Efficiency Expert ~ Negotiations ~ Budgets ~ Relationship Management
PROFESSIONAL SUMMARY
Highly accomplished, detail oriented, and results-driven Senior Manager with over 15 years of experience managing IT and business projects ranging from $250K to $10M. Utilizing my strong organization, communication, and analytic abilities to successfully lead projects, meet goals, and implement best practices and systems to drive continuous improvement.
Throughout my tenure at various organizations, I have showcased an exceptional track record leading teams in the successful completion of projects through full life cycle from initiation, planning, development, deployment, and training. Recognized strengths in managing projects and cross-functional teams from various domains, structures, and geographical locations.
Adroit in business process reengineering, budgeting, providing clear/actionable objectives, project scoping, conflict resolution, stakeholder engagement, defining realistic timelines and estimates, managing ambiguity, mitigating risks, deliverable cadence, communication, evaluating benefits realization, providing best practice protocols, and controlling: costs, scope and schedules.
SKILLS SUMMARY
Business
Management: Project, Relationship, Conflict, Asset, Change, Time, & Fiscal
Analysis: Business, Data, Costs & Systems
Process Improvement & Automation
Innovative Solutions
Human Resources
Business Continuity
Customer Service
Problem Solving
Critical Thinking
Training
Industry/Domain
Technology
Financial Services
Human Resources
Insurance
Supply Chain
Logistics
Construction
Manufacturing
Call Center
Printing
Public Sector
Real Estate
Retail
Procedural
Conceptual Modeling
Implementation
Risk Management
Innovative Solutions
Performance & Portfolio Management
Visual Modeling: Workflow & Prototyping
Persuasion & Influencing
Policy & Program Development
Score-carding & Matrixes
PMBOK and BABOK
Technology
Methodologies: Waterfall, CPM, Agile, & Iterative
Data: Modeling, Integration, Warehousing, Migration, and Management
Enterprise & Systems Architecture
Software: MS Office, Visio, MS Project, SharePoint, Power BI, Clarity, SQL, EDI, AutoCAD, Aperture & MAXIMO
Best Practices: ITIL, ITSM, Lean, Six Sigma, and PPM
Enterprise Systems: ERP, ECM, SCM, CRM, SaaS, and MIS
Dashboards: MITS and Tableau
EDUCATION & CERTIFICATIONS
Mount Vernon Nazarene University – Expected Graduation 2018
MBA Focus in Organizational Management Master of Science of Management Focus in Strategic Management
Saint Cloud State University - 2008
Bachelor of Science: Business Management Minored in Accounting
Bachelor of Science: Real Estate Minored in Construction Management
ITT Technical Institute – 1991
Associates of Applied Science – Computer Aided Drafting & Design
Certifications
PMP #1749201 SSYB #62379 – SSGB (2018) ITIL (2018)
SFC #65116 – SMC (2018) BA – CBAP (2018) TOGAF (2018)
PROFESSIONAL EXPERIENCE
Senior Project Manager Contractor to Chase Bank TEK Systems
11/2017 – Present Financial Services Westerville, OH
Project Management and performance analyst expert, driving performance reporting and analysis to increase productivity while decreasing organizational costs and risks. Managing multiple work streams and global resources to ensure program deliverables and success are achieved.
Drive Performance Excellence Program goals, ensuring functional areas and Lines of Business successfully align to the program objectives and criteria
Directed cross-functional, indirect resources to produce valuable program deliverables
Utilized quick learning to become a developer and user of Tableau to ensure Executive reporting was created
Prepared un-standardized and inconsistent data from multiple sources to ensure validity and accuracy of reporting
Audited data for errors, anomalies, and inconsistencies, designed solutions and best practices for future reporting
Validated workflow against representative sample, adjusting the workflows as previously undetected errors arise
Transformed dataset when workflow effectiveness was achieved, preparing the data and backflow of cleaned data
Coached other PMs on various PMI standards, various applications, industry standards, and best practices
Applied expertise in operational excellence and performance monitoring to set standards for program success
Identified opportunities and detailed solutions for tactical and strategic initiatives to improve performance, on/off boarding employees, build Professional Communities, and set standards for Performance Excellence
Collaborated with global teams to align data and reporting initiatives, ensuring compliance with project criteria
Program and Project Manager Contractor to Vertiv Corporation Randstad
7/2017 – 11/2017 Global Provider: Data Center & Infrastructure Westerville, OH
Project Management and technical expert, driving critical transition and transformation projects to completion; decreasing organizational costs and risks. Aligning global programs and projects to the Enterprise’s “One Vertiv” culture.
Expertise in operations, project lifecycle, and methodologies allowed swift execution of projects from inception to completion meeting or exceeding Transitional Service Agreement (TSA) requirements; deterring risks and costs
Utilized extensive knowledge in operational excellence and performance monitoring to ensure longevity of organizational continuous improvements; identified benchmarks, risks, solutions, & strategic goals for critical areas
Lead the Global Information Security project: Endpoint Security Services to implement: LANDesk, Symantec Anti-Virus, PointSEC (Checkpoint), Symantec VIP Access and Global Protect
Brought in to deliver the ServiceNow IT Support and User Training to meet the Go-Live date (3 weeks)
Drove Global projects to meet the TSA deadline (60 days) from initiation to completion
oDecreased organizational costs and implemented processes for on and off boarding employees
oDeveloped a global training process to ensure User and IT Support engagement and success
Managed transformation projects to decrease organizational costs, resources, and increase efficiencies
Drove Infrastructure projects to completion sooner, decreasing costs, resources, and meeting TSA requirements
Quickly learned organizational PMO standards, processes, and practices to ensure proper documentation
Coached other PMs on organizational processes, infrastructure, and operational excellence to increase the quality of projects and customer satisfaction
Collaborated with global teams to complete projects in a timely manner to reduce risks, and decrease costs
Identified legacy applications/systems for decommissioning to decrease footprint/costs and increasing productivity
Sr. Project Manager and Business Analyst Contractor to HFI Inc. Randstad
7/2016 – 7/2017 Automotive Manufacturer Columbus, OH
Business and technical expert, gathering, analyzing, and developing strategic and innovative processes to align to a “One” culture. Provide organizational and process expertise to develop exceptional practice and procedures.
Managed the new IT Helpdesk implementation, migration, and training. Since implementation, integrating the software with other IT applications to increase efficiencies and productivity of the organization and IT Dept
Implementing PMO standards and practices to align with industry and governmental standards and protocols
Project scoping for HR department SaaS selection (purchase or develop) of succession planning initiative
Collaborated with Human Resource department to update and clean data for migration to new application
ERP Selection and Implementation
oPerformed initiation and planning documentation and analysis
Developed RFI, RFP, and SOW: Engaged consulting firms and vendors for inclusion in process
oCreating Strategic and Integrated Roadmaps of current processes, developing gap analysis, and
oCreating Strategic and Integrated Roadmaps in various domains and capabilities to develop gap analysis
Business Process Modeling Projects
oAutomate processes and reporting using Power BI
oUpdate existing MRP and ERP systems
oImplement processes that decrease organizational waste while increasing productivity and transparency
International Expedited Freight process – visibility into $5M yearly expense to decrease costs
Enhancement projects to streamline costing, pricing, inventory, PPM, RMA, and ERP changes
Human Resource projects: new software, requisition, recruiting, onboarding/release, & training
Managing BPM release cadence: from 1-2 per year to 1 implementation & 3 releases quarterly
Design, develop, and implement business transformation processes and projects using various tools
Rationalized applications utilizing various techniques to decommission systems, decrease footprint/costs
Provide organizational and process skills to develop protocols and procedures in developing the PMO and best practice standards in the IT Department
Mentoring Junior Project Managers and Business Analyst to adhere to professional standards and methodologies
Sr. Consultant – Business Consulting Contractor to Nationwide Insurance ComResource Inc.
2/2015 – 3/2016 Insurance & Financial Services Columbus, OH
Served as a technical expert for the discipline of business consulting and analysis. Analyzed the organizations function including the origin, reasoning, and methodology of key policies, practices and procedures to developed effective solutions
Portfolio Plan Management – worked with Portfolio Management team to develop a process to include plan demand and resource management into current processes
IT Application BSA – Enterprise Applications Projects
oServicesNow Implementation
Supported IT Capability Director by developing and maintaining project business case, cadence calendar, resource planning/costs, benefits realization, and budget documents; planned vs. actual
oProject Management Software Selection
Performed initiation and planning tasks
Evaluated various system, architecture, and packages based on requirements: SaaS, IaaS, PaaS
Analyzed COTS vs. developed software
oPerformed benefits analysis and business case development to align customer needs to “One Nationwide”
oDeveloped rationalization plan of legacy and redundant applications and systems
$16M in cost savings over the 3-year plan
Decrease in niche knowledge of technical staff
Increased performance due to streamlined systems
Application simplification and rationalization efforts for IT Apps BSA in conjunction with the eCTO Strategy and Planning initiative
oUtilized business process modeling to identify gaps and opportunities
oPerformed analysis and business case scenarios to justify reduction and highlight hard and soft cost savings
oDesigned maps to showcase phased implementation to increase adoption and decrease disruption
Resources Planning Project
oPerformed analysis and recommendations of organization’s resource management effectiveness
Used Business Transformation Process (BTP) framework to develop and operationalize the 3-5 year Strategic and Integrated Roadmaps for various domains and capabilities: ECM, Run, IRM, Architecture, and GIS
Worked with Rapid Response Team to develop maps, standards, and protocols for enterprise adoption templates
Completed program and project documentation, defined requirements, scope, resources, and project objectives
Collaborated and analyzed project requests with businesses, Application Developers, and Solution Architects
Created Service Catalog based on ITIL framework and standards
Mentored and developed Interns in processes, encouraged career exploration and maximized positive elements to improve performance, innovation, and workplace experience
Senior Project Manager and Business Analyst Waialae-Larson Properties LLC
2/2013 – 2/2015 Financial & Real Estate Services Columbus, OH
Directed multi-state teams of 13 members to complete small to medium projects with values up to $750K. Coordinated multiple, simultaneous projects involving various business units, IT resources, and vendors to ensure project success.
Directed application development for client proprietary systems
oAsset Management, Commercial Insurance, Property and Casualty Claims
Planned requirements gathering, designed protocols, managed enhancement and development programs
ERP Selection and Implementation Project
oFour multi-state locations
oClient documentation automation
oReporting and financial automation
Process Change Project – Planned, implemented and managed policy, performance and organization change mgmt.
oIncreased quality due to improved client scorecard rating from 83% to 95%
oDecreased errors from 18% to 3%
oNegotiated with client to increase volume by 46% in 60 days
Initiative Selection Project
oAnalyzed and selected initiatives based on difficulty, requirements and skill levels
oDesigned, developed and implemented policies, governance and procedures for IT systems, program and project management
oManaged lifecycles of software development, system, implementation, construction and training projects
Resource Planning – Scheduled staff, technology, and equipment
oEnsure staff is trained adequately
oVerify available equipment, locations, systems, budget and technology
Senior Project Manager and Business Analyst Miken Construction Company
1/2010 – 1/2013 Financial & Real Estate Services Ontario, CA & Columbus, OH
Directed teams of up to 50 individuals from varying departments from functional to projectized organizational structures. Succeeded in maintaining budgets, scope, and schedules for various projects, with project values up to $3M.
Corporate
Responsible for the overall implementation, performance and continuous improvement of the systems, applications and processes of the technology and business initiatives.
Redesigned and automated processes; mapped as-is and to-be processes and workflows
Designed and directed business units on best practices, protocols, procedures, change and staff/vendor development
Provided cross-departmental leadership in project management, team development and process improvement
Managed projects to implement various departments:
oQuality Program – Created QA programs and criteria for technology, customer service, and vendors
oTraining – Implemented training utilizing PowerPoint, SharePoint, online, in-person and CBT formats
oTechnology – Established strategy for maintaining software, systems and continuous improvement
oProject Management Office – Initiated best practices, strategic change, portfolio management and training
Reporting Project
Automated web-based reporting – initiated security measures and trained internal/client staff
Instituted financial and accounting reporting corporate wide
Recommended and led initiatives of data governance, retention and master data management
Training Project
Developed corporate staff in diverse geographic locations in 3 states with 4 offices
Trained the trainer for off-shore office in Bangladesh
Instituted nationwide training program for all contractors and third party vendors
Collaborated with and trained client staff to Federal guidelines and regulations in various industries
Clients: Bank of America, Huntington Bank, Safeguard, CoreLogic, LPS, Cityside and Wolverine
Instituted business development initiatives
Automated RFP/RFQ processes for various services and markets
Introduced methodology in compliance project regarding RFPs, RFIs and SOW proposals, initiatives & compliance
Resource Management
Team Management: 9 to 50 individuals: developers, programmers, testers, team leads, trainers, users and SME’s
Consultant Management: On-shore and off-shore consultants in technology, business process, and customer service
Vendor Management: Developed training rating system for over 300+ nationwide vendors
Exemplified leadership skills based on integrity, commitment, rewarding ethical behavior and “walking the walk”
Motivated and inspired team to share the vision of empowerment, change and personal development
Managed technology directives
Analyzed current software, systems and structures
Recommended various packages to manage departments more effectively
Evaluated various systems, performing analysis of COTS vs developed systems
Oversaw implementation and execution of software, system and process changes
Led cloud based software implementation for geographically diverse locations
Designed and managed testing procedures to ensure data integrity and quality of organization
Ensured Service Level Agreements and Operating Level Agreements are met and or exceeded
Managed teams that maintained systems supporting infrastructure, Microsoft Software and application systems that support Finance, Application Performance Monitoring, SharePoint, video conferencing, and other production systems
Managed co-location telephony and network implementations: Cloud and wired (Avaya, NetSuite & Cisco, etc.)
Steered implementation of communication systems into multiple state offices
Monitored and initiated troubleshooting of Avaya and Citrix XenApp/Desktop and VMWare systems
Guided implementation and training of staff in cloud based systems across multiple state offices
Led project: designed, developed, deployed, tested, released and maintained proprietary client specific web portal
Identified risks and constraints: assigned techniques, mitigations and processes and directed required changes
Mid-Ohio Acquisition and Merger Project
Corporate relocation to finalize acquisition and merger of new purchased organization with offices in 3 states.
Analyzed status of organization, produced as-is and to-be process maps, designed and developed process changes and operational performance reporting
Aligned technology with Miken’s standards and protocols to ensure business continuity
REO and Inspection Departments
Reengineered departments to increase productivity, decrease waste and increase scorecard rating with client.
Analyzed current state of departments; recommended process changes to increase productivity; identified department waste and recommended adjustments; and developed plan to implement Quality Control Department
Instituted training of Project Managers, accounting staff, inspection department and QC staff to ensure consistency of quality, production and timeliness
Coached Project Managers in process changes, system enhancements and quality initiatives
Acquired buy-in from all PM’s – with training they complied with all procedural changes and initiatives
Decreased work load of PM’s from a daily average of 90 to 45 files without increasing staff
Increased morale through decreased stress and clear guidelines and expectations
Insurance Department
Automated Commercial and P&C claim submission
Automated reporting to internal staff, executives, and client representatives
Vendor Management Department
Managed reengineering of department to acquire quality vendors and contractors in PNP, Seasonal and PNP/REO departments.
Analyzed current structure, recommended vendor rating system, implemented recruit/train system and recommended technology enhancements
Integrated new software, migrated data to new system, trained staff and vendors to adhere to new system
Automated reporting, vendor rating/reward system and training tests
PNP Department
Led projects to assess current system sustainability, process/workflow mapping, increase productivity, decrease errors, train staff and increase market share.
Analyzed current software, hardware and processes
Recommended procurement of software, hardware and communication tools
Implemented new systems and processes to integrate new software, training and communication tools
Directed migration of data to new system – ensuring data retrieval, integrity and retention
Analyzed and executed process changes – increased on-time ratio from 100% late to under 5% late in 45 days
Collaborated with stakeholders to ensure client requirements were met, quality metrics were adhered to and exceeded, and reporting was automated
Project Manager and Business Analyst Coin-tainer Co
8/2008 – 10/2009 Retail, Manufacturing, & Logistics Milaca, MN
Strategic Planning – Defined vision, analyzed, directed, implemented and managed organization’s Strategic Plan to ensure sustainability, agility and quality performance.
Determined organizational excess and planned for reduction, reconfiguration for long term growth
Defined, developed, managed and maximized short, medium and long term strategies, profitability, operational plans, vision and obtained buy-in from stakeholders with coaching and mentoring
Planned, developed and deployed change management initiatives for multiple departments
IT Department
Implemented projects and systems to ensure compliance, adherence to objectives, scope and strategic plan
Forecasted resources, technology and growth ensuring project sustainability
Managed lifecycle projects: software, systems, procedures, documentation and training
Oversaw project milestones, risks, goals, deadlines, assigned teams/duties, monitored and reported project progress
Designed and implemented data management, warehousing, governance and migration projects and initiatives
Evaluated, reengineered and implemented order and production management systems
Developed and managed projects for implementing the mapped to-be states of software, processes and workflows
Managed stakeholders: Sponsors, Executive level (C, VP, and Officer Level), Managers and User Groups, etc.
Developed systems to monitor production, performance and revenue – automated reporting for executive teams
Defined, designed and managed scopes, budgets, schedules, resource allocation, testing and implementation
Communication – Designed and conducted effective information sharing to teams, stakeholders, individuals and groups.
Designed, developed and conducted clear and concise presentations to obtain buy-in from stakeholders.
Utilized active listening skills, deciphering non-verbal cues and developed appropriate responses.
Risk Management – Analyzed processes, defined risks/problems and implemented optimum and creative solutions based on departmental constraints, available resources and effective results.
Changed processes, implemented company-wide training programs, and managed analytics/reporting
Identified, monitored, mitigated and escalated risks to projects, resources and implementations
Budget Management – Analyzed, designed, implemented, oversaw and forecasted resource allocation, fraud detection and management of budget to deter cost-overruns and budget drift.
Determined priorities, selected initiatives, controlled project performance and evaluated planned vs. actual results and constraints (Costs, Schedule, Scope, etc.)
Planned, developed and deployed change management initiatives for multiple departments
Implemented RFP, RFQ and procurement procedures to ensure compliance and quality
Full Time Student St. Cloud State University
6/2006 – 7/2008 Dual Bachelor of Science Degrees: Business Management & Real Estate St. Cloud, MN
VOLUNTEERISM/COMMUNITY INVOLVEMENT
Mentoring At-Risk Individuals: Youth, individuals, and families
Mentor and Train Individuals: MS Office Professional Suite, MS Project, Finance, and Professional Coaching
Volunteering: Habitat for Humanity, Helping Hands, NACA and Community Organizations