R ACHEL E . C LARKE

**** **** ****** ********, ***** 77401

713-***-**** HOME 713-***-**** MOBILE

acn3mn@r.postjobfree.com

Rachel is a results-driven technology executive whose leadership abilities, strategic vision, and technical

expertise contribute to overall technology and business initiatives. Rachel has a strong background in building

and leading strong technology organizations. She has a proven success record in providing solutions that

balance both business and technical objectives. She has excellent leadership, communication, problem solving,

and organizational skills. Her experience and skills are an added value to any organization.

E XECUTIVE PROFILE

Strategic Planning Business, Client, & Vendor Relations

Application Development & Maintenance Negotiations

Technical Architecture & Design Quality Assurance

System Integration Management Communications

Business Process Improvement Operational Performance

Team Leadership Business Continuity

Program Management Application Support

E XPERIENCE

Rowan Companies

IT PMO Project Management Consultant

August 2014 – Present

Provide oversight and leadership for the implementation of an IFS Enterprise Asset Management &

Inventory Management solution to support maintenance operations.

Manage budgets, resources across disciplines, and relationships to achieve organizational objectives.

Facilitate project activities including requirements gathering, project estimating, scheduling, budgeting,

status tracking, reporting, communications, training, risk mitigation, and issue resolution responsibilities.

United Airlines

Managing Director Technology

Technical Operations & Maintenance Systems

January 2011 – August 2013

Responsible for direction and leadership of all technology initiatives including application development,

operations, and infrastructure in support of the Technical Operations Division at United Airlines.

Developed and led a $60MM merger integration program to combine regulated maintenance programs,

operations, and history into single systems for the combined airline.

Established Technical Operations Integration Program Management Office to manage all aspects of overall

merger integration program that consisted of 9 programs and 57 projects. The PMO was responsible for

project delivery along with managing risks and quality, aligning project dependencies and requirements,

R A C HEL E . C L A R K E

establishing governance structure, communicating with all stakeholders, and managing budget with realized

benefits.

Maintained strong partnerships with the business leaders to establish the overall technology direction for

their business areas with a vision to maximize business effectiveness and drive overall value.

Led the planning, development, execution, and overall quality assurance of technology solutions to support

operational and strategic initiatives with measurable improvements. All executed while taking into

consideration timing, resource, and budget constraints.

Managed and maintained operationally critical applications, processes, and services that by nature are

extremely sensitive in regard to reliability, processing abilities, and timeliness. These applications improve

operational efficiencies and costs while complying with regulatory requirements and labor/union

agreements. To ensure compliance, established effective execution and risk mitigation plans.

Managed multimillion-dollar annual capital and operating budgets through accurate resource planning,

forecasting, and allocation.

Oversaw strategy, planning, management, architecture, and design of both current and proposed

applications. Included modernization and integration with legacy systems.

Built and encouraged a high performance team culture by effectively communicating vision and

encouraging collaboration, along with appropriately managing staffing, organization, hiring, training,

development, and coaching of team members.

Team consisted of 180+ employees, contractors, consultants, and solution providers located in multiple

domestic and international locations.

Involved in evaluations and negotiation of agreements to lower costs and drive maximum value.

Successfully completed adoption of Agile methodology to improve productivity and overall project

management.

Participated in leadership review committees that review proposed capital investments, operational impacts,

and technical solution designs spanning across the company.

Continental Airlines

Managing Director Technology

Flight Operations and Technical Operations Systems

February 2004 – January 2011

Led the application development teams supporting Flight Operations and Technical Operations systems

including integration and communications with external systems and organizations. Team consisted of

40+ onsite developers working with program management and vendor teams.

Designed and developed hosted web portal for crewmembers to manage all aspects of their work including

scheduling, bidding, pay, commuting, benefits, and more. Voice response system was also implemented

providing similar functionality using common web services.

Implemented technical requirements of multiple pilot and flight attendant labor union contracts helping the

company realize the savings of benefit and wage concessions and meeting specified obligations. Significant

changes to work rules and overall system functionality with the crew systems was required along with

implementation of a new preferential bidding system coordinated with third party company.

Developed and maintained pilot and flight attendant staffing, training records, and qualification systems.

Other divisions within the airline were able to utilize the common business rules engine built as the

foundation for these systems.

Performed continuous modernization and expansion of legacy systems while maintaining core functionality

that best utilized mainframe processes and resources intact.

R A C HEL E . C L A R K E

Implemented tracking and reporting services for flight crew information to TSA and CBP

Built safety and regulatory compliance system to track and report safety incidents to internal customers and

governmental agencies such as OSHA and Bureau of Labor Statistics. Designed data collection and

analysis tools to help reduce airport ground damage, lost time, and workers’ compensation claims.

Completed significant performance tuning across multiple platforms that included web services,

mainframe, and MQ Series to manage response times during peak periods

Continental Airlines

Director Technology, April 2000 – February 2004

Senior Manager Application Development, October 1997 – April 2000

Senior Application Developer, August 1997 – October 1997

Developed web applications for numerous divisions throughout the airline as application development was

brought back in-house after bankruptcy. Some of the areas supported were crew, online ticketing specials,

flight status notifications, supplier fuel bidding, food services caterer information, employee

communications, sales, and corporate real estate.

Grew team from less than 10 people to over 50 members within first year.

As applications grew to an enterprise level, teams became more specialized and my focus became primarily

Flight Operations.

MCI Systemhouse

Senior Programmer Analyst, June 1994 – August 1997

Developed and supported various systems for clients, BFI and Houston Cellular, including substance abuse

management, performance measurement reporting, and sales force automation.

E DUCATION

Texas A&M University

Bachelors of Business Administration, August 1990 – May 1994

Business Analysis, Management Information Systems

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