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Project Manager

Location:
Creve Coeur, IL
Posted:
June 23, 2014

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Resume:

Leon Zuercher

*** ******* *****

INDIANAPOLIS, IN 46239

317-***-****

aceoyx@r.postjobfree.com

PROFESSIONAL SUMMARY

PROJECT MANAGER BUSINESS ANAYLST PROCESS IMPROVEMENT

Accomplished and integrity-driven professional offering over 20 years of

project management experience with impressive success in continuous

improvement initiatives.

Strengths include:

. Risk Management

. Quantitative Analysis.

. Re-Engineering Business Processes

. Defining Continuous Process Improvements

. Building Consensus and Building Strong Teams

. Software Project Management.

. Six Sigma Specialist

. Subcontractor Management

TECHNICAL EXPERIENCE

. VAST EXPERIENCE IN ALL PHASES OF THE IT LIFECYCLE INCLUDING PLANNING,

DESIGNING, IMPLEMENTING, MONITORING, EVALUATING, MANAGING, AND

IMPROVING COMPLEX OPERATIONS RELATED TO FEDERAL GOVERNMENT FINANCIAL

SYSTEMS AND AVIONICS SYSTEMS.

. Directing, developing and implementing short and long-range program

and/or project plans, objectives and goals for DOD projects ranging

from 1M to 75M+.

. Top Secret Clearance for more than 10 years, although not current or

active.

. Six Sigma Specialist

. Advanced User of Microsoft Project, Excel & PowerPoint, Think or Swim,

Investools, Proficient user of Microsoft Word, Access, Outlook,

PROFESSIONAL EXPERIENCE

NAVAL AIR WARFARE CENTER/RAYTHEON OCT 1986 - FEB 2007

Software Project Manger

Responsible for entire software projects from project estimation and

proposal, through planning and execution, to closeout activities. These

government and private contracts of various sizes ranged from large,

integrated, multi-discipline projects to small-scale projects. These

projects have included multi-year Level-of-Support as well as engineering

Build-To-Print project engagements

. I assembled the team that identified, acquired and implemented new

technologies to completely re-host a legacy government (Navy) Cost

Accounting System. The original system, for which there was no existing

requirements documentation, consisted of 3 flat indexed files and legacy

patchwork COBOL code. The final converted system was based on a

normalized relational database model that consisted of in excess of 50

entities and 4GL code language, 94% of the final system was automatically

generated from design spec level in order to minimize the future

maintenance costs of the entire application lifecycle costs. Financial

Cost Accounting for this effort was critical to the timely transfer of

program cog from an organization that was not yet operating at an

organizationally mature process level.

. I have managed multiple Integrated Project Teams, such as my work in

Special Projects and V-22, which required cooperation with contractors

within the integrated project team who did not have similar strategic

corporate policy objectives. Obtaining their "buy in" was essential

because they were critical to the success of the program mission and

overall prime contract mission.

. I put together the team to support the Competition Advocate General of

the Navy, which was headed by a three star Admiral and SEC Executive.

Capturing and preserving key organizational knowledge was critical to

delivering the right solution to the right problem in their rapidly

changing cultural environment.

. For the better part of 20+ years in project management, I specialized in

taking over projects that were well beyond start milestones and in both

cost and schedule trouble. This included both developmental projects and

sustainment activities. A critical success factor in these types of

environments is to identify individuals who can affect change within the

existing team culture and work with and through them to affect critical

cultural change to right-size the project or program.

. While at NAWC, the privatization experience and cross-organizational

assignments while going through the privatization process afforded me the

opportunities to work with a wide range of organizational cultures across

the entire country, from organizations that were being closed, others

being privatized while others were added as sustainment activities. Re-

alignment of core project and organizational competencies, while

completing the mission became a key unique experience during these

efforts.

. I have experience working within an organization and individual projects

that have no defined processes. I had to use my technical and

interpersonal skills to define individual project processes while

simultaneously integrating those project processes with corporate

directives and policy initiatives as the organization moved from CMM

Level 0, to Certified CMMI Level 4 processes. My Process experience

ranges from these formalized corporate initiatives to more flexible Agile

PMP methodologies for management and development of software efforts.

. In the early part of my career, project management was not quantified,

but I saw the benefits that could be derived from doing so. Therefore I

led efforts to quantify cost and schedule performance and align project

metrics with corporately adopted generally accepted PMP Best Practices

for measuring and performing to Cost and Schedule (CPI/SPI) disciplines.

. I have a wide range of experience collecting core user-level requirements

and working with program managers to secure necessary funding to

implement user-driven requirements and balancing those desires with

corporate and other standards for corporate Best Practices.

. I've lead projects and had to work with multiple organizational

stakeholders from Supply Chain disciplines to Quality Metrics

Organizations, balancing their stakeholder interests with end user

(squadrons) and Corporate Program Managers. Being able to do this

successfully required building coalitions internally between teammates,

and departments and externally with other agencies.

. Mentoring newer project managers allowed me to share "what I wished

someone would have told me" with others, to be an encouragement to

them, so they could be successful and confident as they started

managing their first projects and growing the project management

capacity of the organization facilitating future growth.

Brevard enterprises March 2007 - Present

Trading Coach/Consultant

. I am currently the Chief Trader in several private equity arrangements

where the individuals have chosen not to pursue learning high-probability

strategies themselves, but yet want to participate in implementing these

strategies as part of their own wealth management strategy. Core to

this success is agreement of Risk and Cash Management Plans that

accompany each of the strategies for the specific account goals. I have

managed five accounts at once, with the highest return being the doubling

of account within a year.

. I co-founded a mastermind group that currently has 125 members and has

met weekly since its inception in December 2008. The core of this

mastermind meeting is original presentations on techniques and sharing of

ideas; outside guest presenters are by invitation only. The group has

coordinated trips to the CBOE and other financial centers and attended

courses and conventions as a group.

. I have coached and mentored individuals, both in person and on-line, who

are interested in learning to take personal ownership of, and more

actively manage, their own personal and retirement funds. I have

developed my own training materials and the core of what I teach people

is how to take an analytical and quantitative approach to creating high

probability equity structures that over-time increase the probabilities

of both gains and lower cost-basis, as well as a very important aspect of

"trade repair."

> A key component to this coaching includes leading these individuals

in a process of discovering their own risk tolerance and reflecting

that in an appropriate Risk and Cash Management Plans that fit

their own risk tolerance and personally trading psychology makeup.

> Another key component to this coaching is showing them how to build

their own win ratios and mentoring them when best to take profits

and almost always taking losses quickly to preserve win-loss ratios

that over time will is a superior strategy to deliver cost basis

reduction and growth that is appropriate for market conditions.

> Results include one individual exceeding 40% return on their

portfolio in their 1st year and being able to close out trades in

which the profit was 4 times greater than the bi-weekly salary they

lost when laid off.

EDUCATION

1994 INDIANA UNIVERSITY: M.P.A. SCHOOL OF PUBLIC AND ENVIRONMENTAL AFFAIRS

(EARLIEST AND YOUNGEST PARTICIPANT

FROM NAWC)

1985 Taylor University: B.S. Business Administration AND a B.S. Computer

Science



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