Philip W. (Phil) McDowell, PMP

Palm Harbor, Florida

Phone 727-***-****

E-mail : acaqft@r.postjobfree.com

LinkedIn : www.linkedin.com/in/philmcdowellpmp/

EXECUTIVE SUMMARY

I am an IT professional with Master's Degrees in Information Systems and

Business Management, Project Management Professional (PMP) certification,

and 20 years of progressive information technology and project management

experience - equally comfortable and well-versed in applications

development and infrastructure projects. I am also ITIL Foundations

certified. Complex global programs and projects are my forte. Do any

these things concern you: cost, quality, timely delivery of solutions, or

customer satisfaction? If they do, I am the person you want on your team!

PROFESSIONAL EXPERIENCE

VEREDUS CORP, Tampa, FL September 2011 - July 2013

Senior Consultant - Project Management.

On assignment, onsite - Jabil Circuit

. Urgent task from Jabil CIO - enhance Board Room wireless capacity.

Completed Board Room wireless enhancements in less than two weeks -- in

time for next Board of Directors meeting. CIO pleased.

. Led Apple / Mac Management project: negotiated procurement and technical

support with Apple, defined standards and process, tested and implemented

enterprise management tools.

. Led Mobile Device Management (MDM) project: defined MDM standards and

process; researched, tested, and implemented enterprise MDM tools;

deployed enhanced security settings affecting ~ 8,000 users.

. Led Windows7 Migration - Solution Engineering & Enterprise Deployment

programs. Developed, tested and validated migration processes, tools,

and image-solution. As enterprise program manager, led global team

migrating 43,000 PCs and laptops from XP to Win7 - 63 sites around the

world.

. Led IT infrastructure design review & validation for new manufacturing

mega-site in China; produced time-constrained deliverables on-time - all

stakeholders happy.

> Included ordering and staging plan for hardware and licenses, facility

requirements and layout for data center, IP address allocations, and

inclusion into Jabil's Active Directory schema.

. Led site discovery & data analysis to convert 15,000 PCs to Thin Clients.

Potential Year 1 savings: $2.3M.

. Reason for leaving: contract ended.

Cisco Systems, Cincinnati, OH May 2010 - July 2011

Senior Program Manager

Onsite - Yankee Stadium

. Led planning, design, and implementation of StadiumVision upgrade

(hardware, firmware, and software).

. 950 new devices installed during baseball season, presenting many

installation, validation, and testing challenges; finished 25% ahead of

customer estimation.

Onsite - General Electric Technology Services Group Manager

. Led development and implementation of PMO to manage business-critical

global Network Reliability Program with as budget of up to $19MM.

> Oversaw programs for GE Aviation, Energy, and Transportation (data

centers, hubs and remote sites).

> Supported major components including high-end scalable Cisco devices

at all junctures; circuit diversity through AT&T, Global Crossing, and

Verizon; and WaaS application acceleration.

> Led release planning and management, interacting with GE's corporate

Configuration Control Board, for 9 data center upgrades around the

world. This included ensuring thorough testing and remediation of

issues, communicating specifics of release / upgrade, scheduling

required downtime, scheduling resources, and developing contingency

plans. Great success!

. Recruited, hired, and managed 16-person program team delivering $5M in

professional services work, implementing next-generation network (NGN)

for GE.

. Hands-on PM lead for large projects including circuit diversification and

backup, upgrade and replacement of legacy networks and implementation of

next generation networks across GE TSG.

. Reason for leaving: downsizing (9.000 employees).

Fusion Alliance Technologies, Cincinnati, OH February 2007 - May 2010

Senior Program Manager (Consultant)

On Assignment, Onsite - Ethicon Endo-Surgery (Johnson & Johnson

company

. Led challenging intranet redesign and SharePoint 2007 implementation

(project recovery); application used to support and enhance Marketing,

Sales, and Corporate Communications business processes.

. Completed the project on time and within budget and the bottom line

results were faster delivery of needed features and much better

communication across critical departments.

. Chosen to lead an enterprise Digital Asset Management (DAM) solution as a

result of strong background and expertise with Enterprise Content

Management (ECM) domain work.

. Saved client $500,600 through due diligence exercise with selected vendor

(Kodak) -- before project start!

. Planned QA strategy and approach for six projects that were delivered on-

time, within budget, with all requirements satisfied.

On Assignment, Onsite - Mike Albert Fleet Management (vehicle fleet

management and leasing company)

. Provided critical knowledge of processes best practices to stabilize and

enhance business-critical ERP system.

. Directed client and vendor resources totaling over 28,000 hours through

the end of 2007 - business analysts, QA managers/testers, configuration

manager, Java and Oracle developers, and release manager.

. Widely disbursed development and testing team: India, South Africa, UK,

and US.

. Led redesign of client's software development process, QA process, defect

and enhancement management processes, release management process, and

configuration management process.

. Reason for leaving: accepted full-time employment with Cisco Systems.

EMC Corp., Cincinnati, OH April 2005 - December 2006

Senior Manager, Program Delivery (Midwest)

Worked exclusively with large (Fortune 1000) clients/customers to satisfy

their data/information lifecycle management needs.

. Led team in growing EMC's Midwest business; ensured customer

satisfaction, and profitable project/service delivery - led account

"farming" efforts during project delivery, leading to $2.86M in

additional sales.

. Directed team of 40+ project and program managers, from associate PM to

senior program manager.

. Exceeded $38M annual professional services revenue target, at 40% margin.

. Reason for leaving: reorganization.

Hewlett-Packard, Cincinnati, OH November 2003 - April 2005

Senior Program Manager (Onsite at Procter & Gamble HQ)

Program and project management, focusing on new technologies that provided

business value (annually managing 25,000 consulting hours and $6M hardware

budget annually).

. Developed integrated desktop collaboration suite, based on newest

Microsoft products/technologies - publicly identified as a corporate

priority by P&G CEO. Weekly update meetings with P&G EVP/CIO.

> Included migrating P&G off Lotus Notes and onto Exchange/Outlook,

along with setting up a new Active Directory structure.

. Led new technology programs including: Supply Velocity (BI/DW initiative

across P&G), Electronic Product Coding/Radio Frequency Identification

(ePC/RFID), as well as the collaboration initiative.

. Reason for leaving: accepted employment with EMC (40% comp increase;

increased responsibility).

Siemens IT Solutions and Services (now ATOS), Mason, OH

Director of Managed Services (Midwest)

. Led client partnering and strategic client relationships for major

accounts within the Mid-Americas Business Unit (5 Midwestern states),

helping customers determine and implement IT outsourcing strategies,

programs, and plans.

> Interacting/working directly with senior decision makers in

automotive, banking, health care, manufacturing and retail industries

to establish value propositions in the areas of asset management; call

center, desktop, and help desk support; server and network support (on-

site or remote through Siemens' NOC); and, applications and system

hosting (primarily PeopleSoft and SAP).

. Responsible for desk-side, help desk, and remote network services on 9

major accounts across 5 states (includes meeting numerous aggressive

SLAs); directed a team of 150, including 6 direct reports; managed

$24M P&L.

. Built and honed high-performance, integrated teams consisting of service

delivery managers, operations support, financial analysts and recruiters

-- strongest team performance in the country based on business growth and

profitability (recognized at annual company meeting).

. Reason for leaving: Downsizing.

Hewlett-Packard, Warren, MI

Managing Consultant / Senior Program Manager (Onsite at General Motors)

. Established and enforced cost, quality, schedule, and overall customer

satisfaction standards for major programs and projects within General

Motors' Warren Tech Center; and, led business growth at the Tech Center

for HP.

. Led GM's Design & Engineering (Global PMO for Product Development)

business unit through SDLC stages of 54 IT projects annually. Projects

ranged from architecture design and standardization, to software

development and/or selection of packages, to deployment, to

infrastructure enhancements and refreshments. Empowered by GM executives

to:

> Develop and implement PMO policies, standards, operations, and

reporting. This entailed using best practices from our experience

base, along with developing customized processes based on customer

needs, to become the PMO "show place" for General Motors (Design &

Engineering division).

> Chair review meetings; "go/no-go/hold" authority for all Design &

Engineering IT projects.

. Client successfully completed more IT projects in 18 months than in the

preceding 30 months.

. Reason for leaving: two years of 100% travel.

BANK ONE, Phoenix, AZ

Director, Applications Management

. Responsible for all financial and analytical systems supporting vehicle

loan and lease financing ($19B portfolio).

. Directed and lead a team of 75 technical professionals and business

analysts (staff and consultants).

. Established Business Unit release & upgrade plans; coordinated resources,

priorities, and timing with Bank One Corporate Configuration Control

Board (chaired by CIO).

. Established business strategy and objectives as well as establishing a

consistent development approach. Scalable and robust systems, built for

large initial customer base:

> ESTABLISHED AUTOMOBILE AUCTION CAPABILITY ON THE WEB.

> DEVELOPED WEB SITE SUPPORTING CUSTOMER SERVICE REQUIREMENTS WITHIN THE

VEHICLE SUB-PRIME FINANCING MARKET

V RESULTED IN CALL CENTER STAFF REDUCTION OF 18 PEOPLE; CUSTOMER

SURVEYS APPROVED OF THE QUALITY OF SERVICE.

. REASON FOR LEAVING: REORGANIZATION & DOWNSIZING

(10,000 EMPLOYEES).

PEOPLESERVE, INC., COLUMBUS, OH

IT Director & Deputy CIO

. Led $1.4M infrastructure upgrade and payroll system project; improved

work environment for 5,000 employees

. Led Accounts Payable and General Ledger recovery projects; completed on

schedule.

. Led payroll software selection and implementation, identifying over

$52,000 savings during final 3 months.

. Created corporate project management policies and processes, leveraging

PMI's PMBOK and past experience.

. Reason for leaving: Company sold; did not want to relocate to Austin,

TX.

Lockheed Martin Corporation, Fairborn, OH

Technical Lead and Senior Project Manager

. Led winning pursuit and proposal team, winning $40,000,000/3-year

information systems contract for development and implementation work for

the Department of Defense (supply chain management effort - $80B

inventory).

> Led technical architecture team; led applications and infrastructure

process and project/delivery teams.

. Recruited, hired, and built 60-person interdisciplinary systems

development team; managed 5 major sub-contractors.

. Reason for leaving: Wanted to move away from Federal sector work.

U.S. Air Force, Various Worldwide Locations

Enlisted & Officer

. Various IT leadership positions as Strategic Planner; Business Process

Engineer; IT Project & Program Manager (applications and infrastructure).

Additional Information

. Skills:

> Equally comfortable in small organizations, and large global companies

> Over 15 years of complex infrastructure PM experience; over 10 years

of varied application development and integration PM experience

> Agile and Waterfall methodologies. Led projects in:

o CMM Level 5 company: Lockheed Martin (Federal Systems)

o CMMI Level 5 company: Hewlett-Packard (software factory)

> Highly-effective communicator

> Project recovery expert (for troubled projects)

> Technical background: Network Engineer, Programmer, Data Modeler

> Team building

> Total package of client / customer-facing skills

> Focused

. Tools (proficient to expert)

> MS Office Suite, MS Project & Project Server, MS Visio, MS Exchange &

Outlook, MS SharePoint

> Internet Explorer

> Lotus Notes

> ERWin

> Google: Chrome, Drive, Hangouts, Mail, Sites

. Authored two white papers which were published by The Project Management

Institute (PMI) in 2011:

> Value-Driven Relationships: An Approach to Project Alignment

> Targeted Relationships: A PM Consulting Maturity Model

. Significant applications integration, software development, and

infrastructure program and project experience - can deliver each, equally

well

EDUCATION & CERTIFICATIONS

MS, Computer Information Systems, Air Force Institute of Technology,

Dayton, Ohio (AFCEA Award Winner)

MS, Business Management, Troy University, Troy, Alabama

BS, Resource Management, Troy University, Troy, Alabama (Summa cum Laude)

Business Process Reengineering Facilitator, Army Management Engineering

College, Rock Island, IL

Project Management Professional (PMP)

ITIL Foundations

MILITARY VETERAN

USAF Enlisted and Officer; Honorable Discharge.

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