Todd Eric Lineberger, PMP

**** **** ***** ***** ( RALEIGH, NC 27604 ( C: 919-***-**** (

abjb00@r.postjobfree.com

http://www.linkedin.com/in/toddericlineberger

Certified Project Management Professional

DEMONSTRATED SUCCESS LEADING LARGE-SCALE WORLDWIDE TEAMS OF 100+

PROFESSIONALS IN THE DEVELOPMENT, IMPLEMENTATION, AND DELIVERY OF NEW

PRODUCTS, TECHNICAL SOLUTIONS, AND QUALITY IMPROVEMENT INITIATIVES

GENERATING IN EXCESS OF $1 BILLION ANNUALLY FOR A FORTUNE 500 GLOBAL

TECHNOLOGY CORPORATION. TRACK RECORD OF CREATING AND IMPLEMENTING

WORLDWIDE PROCESSES AND MANAGING COMPLEX AND DIVERSE PROJECTS AND PROGRAMS

WITH DELIVERY TO MARKET ON SCHEDULE AND AHEAD OF BUDGET. CORE COMPETENCIES

INCLUDE:

Hardware/Software Dev from Concept to End of Quality Enhancement Initiatives

Life

Software Development Life Cycle (Agile/Scrum & Technology Partnership

Waterfall) Management

New Technology Introduction Staff & Budget Management

Software Licensing and Royalty Management Software IP Management

Raw Card, Assembly, Production & Configuration Project Portfolio Management

Vendor Collaboration and Management

Technical Proficiencies

Platforms / BBOS, BB10, Microsoft & Linux software technologies; certification

OS: / license agreements

Software / MS Project; Microsoft Office Suite; Lotus Notes; Lotus Office

Tools: Suite; CAD & basic drafting;

Languages: Pascal, Basic, Assembler, Machine Code, Java

Networking / Switch Technology, Ethernet (including high speed/side band

Storage: architecture for Serial Over LAN) and wireless; SAN, RAID, SAS,

SCSI and iSCSI

Hardware: IBM Blade; P Series; xSeries servers (high-volume;

high-performance); PCs; Multimedia; Personal Digital Assistant

(PDA); Mobile Systems Architecture

Engineering: Digital; analogue electrical; acoustic; thermal; robotics;

alternative energy design

Professional Experience

Domtar - Raleigh NC / Montreal CA 3/2014 to Present

PROGRAM MANAGER, HR OPTIMIZATION

Driving the Project Team to develop a PMO methodology that fits the needs

of the business, while working to improve the organization's performance

while maintaining oversight of the purpose and status of the HR projects to

ensure the programs most important goals are met. Identifying and managing

cross-project dependencies with sufficient insight of the risk, issues,

requirements, design or solution to be able to usefully manage these.

Provide this insight by actively seeking out information from the Project

Managers in order to be comfortable that the overall program goals are

achievable. Then driving the team and to establish a methodology and tool

for establishing a business priority for all the desired projects in

2014/2015. This assisted the Leadership Team in determining what project

would be worked in 2014 and the ones that would be deferred to 2015. I was

also assigned to assist in managing the delivery of a high risk project to

enable a new LOA / Life Vendor for all Domtar employees in the US. I helped

bring the project to fruition and on target. I also worked with a vendor

and senior staff to assist in an assessment of our options regarding an

integrated IT system.

BLACKBERRY - CARY, NC 2011 TO 3/2014

PROGRAM /SENIOR PROJECT MANAGER, SOFTWARE DEVELOPMENT

Part of the Program Team that managed the entire BB7.1 Software Program.

Including the delivery of new handsets, new application development,

operating system updates and releases to fix bugs. Organizing, planning,

and scheduling development for the required components in the 7.1

development arena. Assisting in managing the content scope, change

management, and escalations. Monitor and sometimes drive closure of

priority issues and requirements committed to the release. Monitor / manage

the baseline and actual schedules for the program and ensure the team

executes to the schedules. Monitor risks to program deliverables and drive

risk management activities. Own program communications to the Development

Team as well as status reporting to the Executive Team. Escalate issues or

process pain points to management as applicable to remove obstacles. In

addition manage special projects that were deemed critical to the business

and have high-risk. Manage the new feature reviews with the key

stakeholders and drove the delivery of solutions for change request that

are derived from the reviews.

RBC BANK - ROCKY MOUNT, NC 2010 TO 2011

SENIOR PROJECT MANAGER, IT PROJECTS AND PORTFOLIO MANAGEMENT (APRIL 2010 TO

JAN 2011)

Driving an IT optimization project to centralized the RBC data centers in

Toronto, Responsible for driving the move and configuration for all Rocky

Mount infrastructure and applications being centralized in Toronto.

Engaging vendors in contract negotiation, licensing and contract agreements

as needed. In a separate project removed all hard-copy print reports, thus

reducing RBC's environmental footprint. Worked on but did not finish a

project to outsource all customer facing print to save on business cost.

IBM CORPORATION - RESEARCH TRIANGLE PARK, NC 1993 TO 2010

SENIOR PROJECT MANAGER, GLOBAL WEB PRODUCTION SERVICES FOR IBM S&D (JAN

2010 TO APRIL 2010)

Project managed the development and support of IBMs hosted Web solutions.

Products supported were IBM Press Room, Internal Video Streaming Solutions

and IBM Smart Market. Project Managing: Sizing, Schedules, DOUs,

Development, Support and Maintenance

SENIOR PROJECT MANAGER, XSERIES BLADE CENTER SOFTWARE DEVELOPMENT (2006 TO

JUNE 2009)

Oversaw development, schedule, quality and delivery of Blade Software

Stack, and the web-based remote management application / interface tool

enabling blade systems to function. Products delivered time to market

based on Intel / AMD's release schedule with extreme resource constraints,

thus generating $1 billion in revenue in 2008. Responsible for driving the

internal legal approval for all Blade software components.

. Represented software teams with OEMs, including Group Bull, in licensing

and technical negotiations.

. Managed project to deliver to market a web-based network configuration

tool, Open Fabric Manager, which allows plug and run and the automatic

recovery of a production environment when a blade fails. Enabled

application to be downloaded with an embedded timebomb that then could be

fully enabled through the purchase of a license key.

. Responsible for software build of materials structure used to track

royalty payments to vendors.

. Developed / managed comprehensive software deliverables (leading 100+

developers/ project managers) for blades from concept to ship support

(projects executed in 12 to 24 months, budgets of 1 to 2 million).

. Responsible for presenting weekly status to the Director and VP levels of

senior management.

. Code support delivered: Basic Input/Output System (BIOS), Baseboard

Management Controller (BMC), Management Module (AMM), Diagnostics, Update

Express, and Director hardware management tools.

. Efficiently resolved defects by driving critical process enhancement

across multiple hardware and software teams. Implemented an enhanced

communication process between developers and testers, removing managers

from day to day process to allow execution of more defects with fewer

staff.

. Lead Technical Project Manager for Real Time Linux system code support -

architecture design and quick code development resulted in IBM winning a

$28 million contract with Raytheon (2008).

. Managed global team responsible for the development of code that enabled

xSeries power management.

. Intellectual property management, royalty tracking, licensing agreement

negotiations.

Advisory Technical Project Manager, xSeries Blade Center Development (2002

to 2006)

Oversaw development, quality and introduction of new Blade system

technology for the xSeries brand, including project management of all

technical components required (software and hardware for the product

offerings). Managed overall schedule, system development, testing, and

certifications from concept to production while managing change control.

Responsible for presenting weekly status to senior management.

. Managed engineering product development team that drove the technical

release of 2 Blade systems and 1 chassis: HS40, IBM's first 4 processor

Intel blade, and the LS21, IBM's first 4 processor AMD blade.

. Project managed the xSeries/Intellistation special bid process, using

knowledge of IBM systems and processes to create custom offerings per

demand for 1350 Clusters and Blade Center products.

Product Development Team Lead (PDT), Personal Systems Group (2000 to 2002)

Project managed cross-functional marketing, manufacturing, procurement,

and engineering team to develop configure to order capability for systems

and options offered by IBM from the ground up.

. Drove NetVista, IntelliStation, Thinkpad development's support for

initiative to sell systems via the Internet and telesales, resulting in $2

billion in revenue in 2001 and a team nomination for the Chairman's Award.

Technical Project Manager, Personal Systems Group (1999 to 2000)

Responsible for the introduction of HDD / removable media technology into

the organization.

. Created an asynchronous development process using existing resources that

cut cycle / delivery time up to 9 months and made IBM competitive from a

drive technology perspective.

. Monitored technology changes in the HDD / removable media industry and

made recommendations that improved market competitiveness by introducing

enhanced speeds and price reductions.

System Test Lead / Engineer, Personal Systems Group (PSG) Development (1996

to 1999)

Managed all compatibility testing under the Windows OS for systems

developed by the desktop division of PSG (desktop and workstation PCs).

Evaluated tools and test technologies, reviewed system specifications, and

developed test cases. Project managed the test activities of 30+ employees

and contractors, from low-level functional testing to high-level customer

scenario testing (including adapter, application, peripheral, and

network).

. Confirmed compatibility of PSG systems with Microsoft OS with tools such

as the Microsoft certification test. Interfaced with development teams and

vendors worldwide to deliver quality products to customers.

Quality Engineer, Thinkpad & Commercial Desktop (1995 to 1996)

Managed Mobile Computing quality engineering and quality assurance

activities, working with worldwide engineers to resolve issues and

customer satisfaction detractors associated with ThinkPad products.

Managed all desktop QE activities for the RTP desktop manufacturing

facility, including production line certification.

. Analyzed warranty data to direct actions that reduced Thinkpad warranty

claims and dead on arrival failures.

. Conducted early life performance tests and worked with venders to resolve

quality issues.

. Drove test process / mechanical enhancements to resolve yield and quality

issues - reduced dead on arrival rates from 3% to less than 1% by

introducing an OS boot operation in the manufacturing line.

. Evaluated technical quality issues and made ship recommendations /

decisions, preventing the catastrophic field failure of the 755cd Thinkpad

with an estimated 30% to 50% failure rate.

Engineering Test Lead / Systems Analyst (1993 to 1995)

Key member of configure to order team that created a software stack which

automated the installation for software using a network-based

manufacturing environment when competitors still used a manual process.

. Managed change control, tested compatibility of the installation process

with new applications, and worked with the manufacturing team to

troubleshoot problems that arose on the manufacturing line.

. Represented department with OEMs / vendors in setting up bilateral

disclosure agreements. Negotiated cross-communication of unannounced

specifications and designs and evaluated specifications / new products.

. Oversaw procurement of equipment and services for the IBM Compatibility

Test Lab - developed business cases, secured funding, and worked with

vendors and purchasing department to acquire equipment.

Early Experience: Progressed through early roles managing a family retail

store, selling real estate, and as a production manager for Schneider Mills

Corporation (1989 to 1993).

Education & Training

BS in Industrial Technology with minors in Digital Electronics, Physics and

European History (1989)

Appalachian State University - Boone, NC

Certified Project Management Professional (PMP 2002) - Current Member of

PMI

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