Randall J. Bierer

*** ******** ****, ********, ******** 60025

847-***-****

aceehw@r.postjobfree.com

www.linkedin.com/in/randallbierer

Program Management Project Management

Six Sigma Project Management

INTRODUCTION

I am an enterprising Project Manager with an entrepreneurial approach who

takes accountability in leading operational, technology, and continuous

improvement driven project teams. I continue to demonstrate my ability to

deliver moderate to complex projects ranging in scale from low to large in

compliance with Project Management Office (PMO) standards. One of my key

strengths is my communication skills that assist me in building

relationships while collaborating with customers/sponsors/stakeholders/team

members, peers, managers, and vendors who work with me on projects. My

ability to mentor and influence others in the pursuit of finishing quality

projects on time and budget is a passion of mine. I have a thirst for

continued learning and development for myself and others around me.

Sometimes during a project decisions need to be made. I rely on my life

long journey of training and development to make those decisions based on

my integrity; "do the right thing at the right time, build excellence into

everything I do."

At times, during projects, I need to go "hands on" in order to keep the

project moving forward. What does this mean?

I needed to become a subject matter expert to learn how to operate a

technology driven piece of hardware that provided verification of

Intelligent Mail Barcodes. I worked with the equipment vendor to train

myself, became the subject matter expert, and then trained other resources

as they became available. I also set up these processes with a different

contract vendor of the client to provide this service as part of

manufacturing the client's envelopes. On another project, technology

resources were not available to work with the businesses employees to move

them to the virtual "cloud". I learned this process and provided this

service to keep my assigned areas of responsibility moving forward into the

new environment until resources became available.

PROFESSIONAL EXPERIENCE

Allstate Insurance Company, Northbrook, IL February 1999 - August 2013

Project Manager 2009 - 2013

SUMMARY OF PROJECTS

Program Project Management Projects: 2009-2013

Responsible for managing projects and their related deliverables within the

Allstate Enterprise and Allstate Operations areas. Including facilitating

team and stakeholder meetings, pursuit, building relationships with

customers/sponsors/stakeholders and team members. Providing communications,

including use of Project Management Tools, engaging and informative well-

organized presentations to multiple levels of stakeholders, building

project work plans, scope, timelines, resources, budget, risks and issues

tracking and mitigation. Handles change tracking and control, provides

transparency in project status reporting ensuring these projects are

delivered on time, within budget, and meets or exceeds quality expectations

of corporate policies, procedures, and the PMO. Being a Certified Black

Belt in Six Sigma Methodologies allows me to identify opportunities for

improvement and to make constructive suggestions for change.

? 2013 Project Manager for the Gentran server operating systems upgrade for

the Accounting area:

? Upgrading Gentran software from 6.1 to version 6.2 (operate in

Windows 7) to support Accounts Payable EDI processes.

? Build two servers to duplicate the current development and

production environments.

? This area processed thousands of payables worth millions of dollars

on a daily basis.

? Collaborated with resources necessary (Business SME's to the IT-

Architects, Solution Architects, BA's, Security, Governance,

Compliance) in building out the business requirements for such

activities of mapping files, data flow administration, security

files, data conversion processes and other tasks for the upgrade.

? 2011-2013 Project Manager for the Springboard Program for the Operations

areas of the Allstate Technology and Operations

Division:

? This program was tasked with delivering a seamlessly integrated

computing environment based on leading technologies that

maximize productivity while enhancing collaboration and help

employees to be flexible.

? Program had three tracks of distinctive work with 17 different work

streams. Major tracks were deployments of Users in ATO-

Operations areas (3,000 resources, 2,000 onshore and 1,000 offshore

- Ireland and India)) to either Shared Virtual Desktop (SVD

"Cloud")) or Managed Desktop.

? From Windows XP to Windows 7, upgraded those moving to "Cloud" with

Citrix Receiver Protocol along with new application

for security access using a random number generator.

? Tracked each areas application UAT testing/readiness, hardware

analysis, tracking issues & risks, and scheduling of resources for

migration date and times

? Gathered requirements for black out times and dates for scheduling.

? Provided communications and collaborated to/with Sr. VP of

Operations, Directors, Senior Managers, Line Managers, SME's for

each business unit.

? Optimization of costs driven by the flexibility of different

solutions to address the needs of the business and end-users.

? 2012-2013 Project Manager for the Management Information System (MIS)

Upgrade (EFI-PACE System) for APCC (Wheeling,

IL) area:

? This upgrade allowed the APCC (Allstate's In-plant printing

organization-largest in the U.S.) to enhance their estimate, plan, and

schedule print production work.

? Archiving job data for future reference is also enhanced. This

upgrade allows them the opportunity to run in the Virtual

Environment at Allstate.

? Collaborated with Business Site Leader and management team, Business

SME's, Vendor team, Procurement, IT Solution

Architects, IT VMWare team, VMWare Black Box testing lab team,

Software Testing team to develop testing strategy, testing

plan, and worked with Business during Unit Acceptance Testing (UAT).

? 2012-2013 Project Manager for the Service Support Chat Link:

? Created ease of use for the agency and region staff by aligning a

link to Operations areas with the existing ATSC chat links on the

Gateway home page

? Primary benefit now is the ease of business for agents and their

staff as well as for region employees who use the chat service.

? This became a low cost, low complexity project with high impact for

agency satisfaction and ease of business.

? There was a high level of senior leadership visibility on this

project which resulted in making the chat service more unified,

visible and accessible.

? Usage more than doubled which assisted in driving agency

satisfaction and ultimately customer retention.

? Team consisted of Sales Business leadership, Business SME's, IT

Solution Architects, BA's, Screen Image Team, Preferred

Technical Agents teams (PTA's for screen input and design), Sales.

Collaborated with Testing Team to develop Testing Strategy,

Plan and UAT. As a quick win we were able to incorporate previous

code in the development of the application.

? 2012 Project Manager for the Unified Communications & Collaboration

Program (UCC) - email upgrade project for the ATO-Operations AOR

? For 3,000 resources, 2,000 onshore and 1,000 offshore-Ireland and

India

? Focusing on the enhancement to messaging and collaboration. This was

the enterprise wide upgrade to Microsoft Exchange 2010

for email service and Web Access 2010.

? Reduced the number of servers, migrated over 3,000 resources both

onshore and off shore, and deleted/organized email accounts

while delivering the project on time.

? Worked with each business unit to train for upgrade by providing

training sites loaded with fact sheets, videos showing previous

vs. new version, resources needed to clean up their personal

folders and follow instruction to save them prior to migration, after

migration, needed to follow instruction to re-install folders,

provided a larger size for mail box receipt and storage, capture black

out times and dates for migration, capture all email addresses for

migration, schedule each area for precise date and time for

migration.

? 2011 Project Manager for the Organization Week-Earth Day Project (country

wide)

? Change in thinking about workspace organization, reducing our

environmental impact and handling information securely from

creation to retention or disposal.

? Team consisted of Operations, Marketing, Document Retention,

Business Unit Leaders, Legal, Compliance, Governance, Real

Estate and Construction, Vendor for destruction of personal

computer from home, internal team for destruction of company

assets, provided sign graphics for involvement, communication

emails, collaborated with recycling vendor to have county wide

coverage on specific dates and times, each unit had its own date

and time to perform clean up.

? Was a large success because Allstate was remodeling office spaces

around the county to smaller configurations so this provided a

much needed purge.

? 2010-2011 Project Manager for Work streams in the Encompass Book Roll

Process Program (country wide)

? Implemented processes that allowed an easier transition for

Territory Sales Consultants to move policies from existing books of

business with Independent Insurance Agents in the field.

? Collaborated with teams to provide mapping of existing data for

movement to new databases, testing team for UATfor this

movement, outside vendor providing new software applications to

accomplish data transfer.

? 2010-2011 Project Manager for Document Services (OPC's) (Irving, TX &

Wheeling, IL locations) for the Automated Document Factory (ADF) Project

? Provided seamless integration across OPC locations for tracking work

& managing output.

? Streamlined operations, reduced risks for errors, reduced time spent

troubleshooting, reduced reprinting, and improved overall

quality & accuracy of deliverables to clients.

? The ADF architecture provided the foundation for document production

operations, such as transaction printing (bills, checks,

policies, etc.)

? Team made up of Business Site Leaders from both locations, Business

SME's, BA's, IT Architects, Solution Architects, Firewall

team, Facilities, Vendors, Vendors IT teams.

? Project provided new Software suite of applications which enhanced

the integration of both locations into one seamless operation.

? 2010 Project Manager for Document Services-OPC's (Irving, TX & Wheeling,

IL locations) & APCC projects for the Intelligent Mail Barcode (IMB)

Enterprise Wide Program

? Which assured Allstate retained its current and future USPS postage

discounts ($20 million annually).

? Collaborated with Vendors, across both locations (Wheeling, IL and

Irving, TX) that produced this IMB bar code for those pieces

that did not generate one when passing thru high speed printing,

inserting and sorting machines.

? Managed additional work streams for verifying IMB code was correct,

in position, verified IMB code with the USPS, verified

new installation equipment producing new IMB Code and gained

approval from USPS

? Researched Allstate Business Reply Envelope (BRE) envelopes that

were used in enterprise mailings, designed process to change

postal codes on existing BRE envelopes to new IMB code, verified

each BRE with the USPS, designed new process for new

BRE to contain the correct IMB code, gain approval from USPS

? Mapped production flow for mailings processing through the APCC/OPC

using this new IMB Code.

? Team made up of Business Site leaders from both locations, Business

SME's, BA's, IT Architects, Solution Architects, Firewall

team, Facilities, Vendors, Vendors IT teams.

? 2010 Project Manager involved in the new Call Information Center in San

Antonio, TX

? Involved with the construction and build out of the Call Information

Center (CIC) (500 seats plus supportive resources)

? Allowed for Direct Sales & Services (DSS) to increase capacity for

the outbound programs in order to meet future sales goals,

increase revenue and improve customer satisfaction along with Bi-

Lingual inbound calls.

? Short listing of AOR involved: Real Estate and Construction, Legal,

Governance, Security, Telephony, Data, Voice, external

Vendors, Training, Sales, Direct sales, other leaders for other

call centers

? 2009 Project Manager for Business Insurance (BI) Web Service Requests

(WSR)

? Electronically automated the use of designated WSR's from Agents to

provide better tracking and service.

? Team trained on new applications to collaborate with IT to design

form, UAT form, communications to agents, and release form

into agent population.

? 2009 Project Manager for Material Ordering & Distribution (MOD) Phase 2

Project

? Sponsored by Marketing that provided Agents a more seem-less,

smoother process for ordering Allstate marketing materials and

supplies, enhancing the operations of Allstate's warehouse &

distribution services(Wheeling, IL).

? Trained on the SAP software being enhanced in order to generate

better, faster, cheaper service to agents.

? Developed the testing strategy, testing plan and actual UAT for all

resources on both sides of the environment.

Allstate Insurance Company, Allstate Print Communications Center (APCC),

Wheeling, IL

Six Sigma Project Manager 2007 - 2009

Responsible for managing Six Sigma projects and their related deliverables

within the APCC. Including, elevation of quality control as a leaderships

initiative, integration of process management and improvement with daily

business activities, clear definitions and unambiguous goals, extensive in-

depth training and knowledge measurements, Define, Measure, Analyze,

Improve, Control, build Charters, VOC documents, CTQ issues, data design

collection, value stream mapping, detailed process mapping, root cause

identification, identifying causes of non-value adding steps, build control

plans, use of statistical and quality tools, pursuit, building

relationships with customers/sponsors/stakeholders/team members,

communications, project plans, scope, timelines, resources, budget, risks

and issues tracking and mitigation, change tracking and control,

transparency in project status reporting ensuring the Six Sigma project is

delivered on time, within budget, and meets or exceeds quality expectations

of corporate policies and procedures and the APCC Unit.

? Black Belt - Project: Paper Waste/Paper Spoilage - savings of over $82k

? Black Belt - Project: Reducing Cycle Time in Imprint Unit - reduced

average cycle time from 24 days to 12 days, recaptured from an Outside

Vendor 4,621,000 pieces for savings of over $22k while handling a 16%

increase in total volume

? Black Belt - Project: CSR Training at the APCC - a 23% reduction rate in

errors. Researched, developed, and published a program for Customer Service

Representatives (CSR's) in a Printing Company. Using this program also

taught, trained, and developed these CSR's.

? Team Member - Project: Quality Error Monthly Reporting - 44% reduction

in total number of quality errors and over 19% reduction in the cost of

errors.

? Team Member - Project: APCC Fulfillment-Inventory Improvement - direct

financial savings of $1.7m and an indirect organizational savings of over

$768k

? Team Member - Project: AWD Print Cost Reduction - reduced the cost of

printed materials

? Team Member - Project: Direct Marketing Project for Allstate Recruiters -

reduced number of errors and cycle time for direct mail projects

Allstate Insurance Company, Allstate Print Communication Center (APCC),

Wheeling, IL

Sales Representative: Business Unit called Northbrook Services (NBS)

1999 - 2007

Responsible for selling services and managing Printing, Direct Marketing,

Mailing, and Literature/Material Fulfillment projects from outside

companies to the APCC.

? Utilized open time on existing equipment.

? Provided additional revenue source for the company which assisted in

lowering the operating budget of the APCC.

? Built a book of business by Prospecting & Selling Techniques, Time

Management, and Industry Benchmarks, collaboration between Customers,

Prospects, Sales, Service, Plant, and Vendors.

? Personally managed customers that brought in sales revenue from

$700,000.00 - $1,500,000.00 annually.

Highlights of prior Allstate Insurance Company experience:

Experience and skill sets in Printing & Direct Marketing Industry (Print,

Mail, Fulfillment, and Telemarketing): Senior Vice President Sales &

Marketing, Vice President, General Manager, Director of Fulfillment

Services, Sales Manager, District Sales Manager, National Accounts Manager,

positions in production services.

? Authored and implemented a business plan for a new division which brought

in additional revenue of $3,000,000

? Sales Representative that generated the highest profit - from yearly

sales of $500,000 - $3,000,000

? Managed and redeveloped sales territories adding revenue and cutting

expenses, assisted in restructuring a company in order to rebuild and move

forward by reviewing & keeping profitable products & services, re-training

sales force, review of all existing contracts, final review of all new

proposals and contracts, trained department supervisors in Quality

assurance processes, reduced quality issues, increased department

communications, increased profitable production flow.

PROFESSIONAL DEVELOPMENT/CERTIFICATIONS

Certification ITIL: Information Technology Infrastructure Library

Foundation, APM Group, Pink Elephant (Worlds #1 Provider)

Masters Certificate: Project Management Methodologies and Tools, by PMI

Registered Education provider - Cheetah Learning, LLC - (PMBOK)

Certification: Six Sigma Black Belt, by Oriel Incorporated thru Allstate

Insurance Company (DMAIC)

Certified Printing Executive: Printing Industries Institute of Illinois

TECHNICAL SKILLS

Microsoft Suite: Word, Excel, PowerPoint, Project, Visio, SharePoint,

Outlook

Minitab-Statistical Software

EDUCATION

Bachelor of Science Degree, Political Science, Minor Business

Administration

Northern Illinois University, DeKalb, IL

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