EXECUTIVE PROFILE

Accomplished IT/IS and project/program/portfolio leader, transitioning/transforming organizations and systems across a broad spectrum of industries and technologies Expertise in cross-functional management, along with creative problem solving, exceptional communication skills, and demonstrated ability to integrate technology and business objectives resulting in productive solutions. Strategic planner that utilizes KPI (utilizing balanced scorecards), BPM and BI to provide CPI (continual process improvements).

SUMMARY OF QUALIFICATIONS AND RECOGNITION AWARDS

Certifications - PMP, ITIL, Lean Six Sigma, Six Sigma Green Belt.

PM Management – 12 years of project/program management experience, which includes earned value management (EVM), while applying customer quality management (CQM). Formulation of project management methodologies, while establishing a Project Management Office. Experience with Product Lifecycle Management (PLM). Heavy infrastructure, rollout experience, hardware deployment, software development, disaster recovery processes, desktop upgrades, and vendor management. Preparation of ROI and CBA (cost benefits analysis), along with management of SLAs. Documentation of detailed project plan, while providing SOW input for project milestones, project duration, risk considerations, and project cost.

Change Management - Change/ITIL management expert responsible for assessing business and technical viewpoints, prioritization, scheduling, RFC preparation and allocation of resources to implement change. Successful establishment of fully functional Change Advisory Board (CAB).

Portfolio Management – Development of project cost controls, utilizing portfolio management, while preparing weekly cost variance analysis reports, along with dashboard and procurement status reporting. Identification of business initiatives and preparation of cost/benefits analysis. Management of multiple projects (up to 23 projects, simultaneously). Management of domestic and international teams (onshore and offshore).

Process Management - Proficient process improvement professional that drives rapid, high-impact business improvements. Saved one organization over $120 million. Improvements included Service Desk, Incident, Problem, Release, Configuration, Service Level, Capacity, Availability, Financial, and Security Management.

Budget - Development of corporate budgets; managing budgets and expenses while meeting operations, financial and service requirements - budgets exceeding 200 million US dollars.

ITIL Implementation process for Service Desk to handle incidents, problems and questions, along with interfaces for change request, maintenance, contracts, software licenses, service level management, configuration management, availability management, financial management, and continuity management.

Management Style - Ability to maintain a positive work environment along with a structure that supports internal and external teams and optimizes the experience, skills, knowledge and capability of the teams. Strong interpersonal, analytical, problem solving, negotiating, influencing, facilitation, organizational, prioritization, decision making, and conflict resolution skills. Ability to solve problems with keen instincts and organizational experience. 100% employee retention over the last 8 years while promoting individual development. Managed 52 resources on one project.

Awards - Top employee award for 2 major Fortune 500 companies, along with 3 PMI achievement awards, and 2 teaching awards. Recognition award for technical writing.

EMPLOYMENT EXPERIENCE

Program Manager – Wipro 2012 –Present

Management of 41 IS resources responsible which includes ERP structure, application integration, middleware, DBAs, Documentum, Web and collaboration, and infrastructure. Use of Remedy and HP Service Manager to resolve issues with applications in an ITIL environment. Responsible for budget of 95 million dollars for work related to the National Grid for the United States.

Program Manager – ADT/Signature Consultants 2011 – 2011

Management of infrastructure project managers which included risk management, prioritization of projects, improvements to project methodology, resource planning, project plan preparation, interacting with users, project stakeholders and management.

Extensive technical background provided ability to function with business leaders to transform business needs into successful technical results.

Provided expertise in performance management methodologies, and process assessment work.

Built credibility, mentored project managers, established rapport, and maintained communication with stakeholders at multiple levels, including those external to the organization.

Responsible for CBA (Cost Benefits Analysis) development, along with development and management of project budgets.

Major projects included T1 to VPN/MPLS WAN circuits (savings of (50,000 per month), wireless cell tower deployment, government compliance, merger of two dispersed IT departments, and conversion of call centers from Nortel to Avaya.

Instructor – ExecuTrain 2009 – 2011

Project/Program training. Classes include PMP (Project Management Professional) certification, Managing Projects and Programs, Managing Project Portfolio, Managing Projects Using Project Server, Managing Projects with Project 2007/2010, Project 2007/2010 Basics, Project 2007/2010 Advanced, Project Management Essentials, Project Management Fundamentals. Project Management Advanced, and Project Management Workshop.

Transition Manager – IBM/Pomeroy Nationwide 2006 – 2008

Directed projects/programs, and QA for major IBM customers, such as BP and GM. Interfaced with client’s executive staff to define project requirements and translate business objectives into tactical plans.

Teamed with cross-functional team to establish project vision, project scope, sizing, and pricing estimates (96.5% on-time, on-budget success rate). Used RUP on software development projects.

Responsible for ensuring that all needed assets and resources were identified to maximize performance. Managed complex global, infrastructure deployment of applications, including change management. Drove project delivery through effective use of internal and client status meetings.

Management of B&R upgrades, including HBAs, SAN fabric and library.

Collaborated with General Motor’s senior management to define standard activities for transitioning GM processes and technical services to IBM, while serving on governance board.

Implemented ITIL and portfolio management methodologies to improve quality, reliability, and maintainability at GM. provided customer quality management (CQM) and process improvements for configuration management.

Responsible for service delivery of major infrastructure projects/programs for BP (British Petroleum) mega data centers, which included electrical requirements, network, storage, and applications. Data centers consisted of over 5,000 servers. Assist in monitoring for HIPPA compliance. Develop project roadmaps, along with project assessments and priorities.

Identified and resolved issues, managed risk, developed work plans, performed resource allocation, and managed meetings with client’s senior management. Model project costs, while estimating resource schedules.

Senior Manager – Avaya Inc 2001 – 2005

Management of nation-wide engineering practice, project/programs management, and software development, while defining and executing IT strategies and objectives to maximize the success rate of client engagements.

Portfolio management for service delivery of 23 projects per week, while collaborating with sales team to implement and maintain Oracle CRM. Also provided vendor management (RFP, SLA). Key speaker at corporate seminars. Implementation of ISO9000.

Established regional system engineering practice, demonstrating excellent relationship building skills, as well as strong leadership and team management skills. Management of customer quality management (CQM) process for software development, using Agile/Scrum for SDLC.

Delivered training seminars on streamlined internal and external process improvements which resulted in re-establishment of relationships with key business partners, 25% revenue growth and renewal of 95% of existing contracts.

Centralized engineering functions, establishing project and process methodologies, which resulted in a revenue increase of 59%, reduction in implementation time, expense reduction of 53%, engagement increase of 48%, and increase of 46% for business partner activity.

Performed data analysis and developed summaries and/or recommendations on programs and projects for the service center management team.

Provided input into the development of the corporate service budget; managed the department budget and controlled expenses while meeting operations, financial and service requirements

Part-Time Adjunct Professor

RUTGERS UNIVERSITY – New Brunswick, NJ -Part-Time Instructor / Adjunct Professor

NEW YORK UNIVERSITY- New York, NY - Part-Time Instructor / Adjunct Professor

EDUCATION

Rutgers University – BA in Management / Minor in Computer Science

University of Wisconsin – Post Graduate - Database Development

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