Andrew Buck, PMP

(Mobile) 845-***-****• (Office) 845-***-**** • E-Mail: ablmjy@r.postjobfree.com

BUSINESS/TECHNOLOGY MANAGEMENT – PROGRAM / PROCESS / RELATIONSHIP MANAGEMENT

Accomplished business and technical professional with over 17 years of leadership background in strategic technology

implementation and investment and strategic portfolio alignment, along with over 22 years of global information

technology and business experience. Has built successful teams and employs a consultative approach to organizations

seeking to enhance project management performance. Achieved cost savings exceeding $40M, increased productivity

and revenue gains, and improved efficiencies and governance.

INDUSTRY BACKGROUND

Financial Services Insurance (Property / Casualty, Life / Annuity)

Professional Services / Consulting Healthcare (Health Insurance, Managed Care)

CORE COMPETENCIES

Operating/Capital Budget Management IT Governance Program Management Office (PMO)

Project / Program / Portfolio Management Organizational Change Technology Portfolio Management

Leadership & Team Development Staff Mentoring Systems Development Life Cycle

Application Development FTE Accountabilities Infrastructure and Architecture

Best Practice Model Implementation Training & Development Business Workflow Analysis

HIGHLIGHTS

Established, staffed and managed program office/program governance/Centers of Excellence in multiple

organizations resulting in best-practice in program/portfolio management implementation; improved program and

financial transparency; improved cost control, and consistently successful initiative delivery.

Established global program management function encompassing multiple business verticals, resulting in strategic

alignment of portfolio with business goals, and achievement of 25% cost savings through transparency and

improved financial governance.

Implemented governance controls including improved release management, change management, enhanced risk

management and executive program-level reporting.

Managed staffs of over 25 direct/150+ matrix resources plus vendors/out-sources; budgets exceeding $50M USD.

Successfully implemented right-sourcing and business process outsourcing/re-engineering solutions that

considered business case, cost, time-to-market, expertise, and additional factors and improved overall efficiency at

reduced cost.

Successfully implemented $40MM enterprise Business Process Program after turning around a previously under-

performing program of work. The resulting effort delivered promised headcount savings of 30% within 2 years while

delivering 20% YOY productivity growth and enabling relocation and collocation of staffing (near-shore/off-shore).

Revealed savings of $20M over 3 years in reduced headcount, improved financial governance, and more efficient

resource planning.

Developed and implemented Quality Assurance function tied directly to Business Requirements that increased

overall efficiency and achieved near Six Sigma defect reduction.

Implemented strategic Document/Imaging Management suite that improved document retention, workflow and

efficiencies. The investment achieved Six Sigma level improvements and recouped costs in less than 3 months.

EXPERIENCE

General National, LLC (Present)

Managing Principal (http://www.generalnational.com)

Managing Principal for Global Professional Services Consultancy, specializing in Business Strategy, Process Alignment,

Program and Initiative Management, PMO/EPMO establishment, strategic sourcing (right-source/smart-source,

On/Off/Near-Shoring) and strategic business consulting.

Molecular, Inc., New York, NY (2008 – 2009)

Director, Program Management/Delivery

Created Program Management practice that delivered best-in-class project/program management oversight.

Developed and implemented tools, templates, process and procedures that aligned multiple client projects into

program-managed suite of initiatives, including metrics, dashboards, and customer-facing communication. Created

program dashboard that provided transparency to clients, and was adopted as an organization standard.

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Implemented delivery changes that improved customer confidence/client relationship, business retention and

extended client penetration. Refined and improved the accuracy of the proposal and estimation process.

Thomson Reuters, New York, NY (2006 - 2008)

Global Program Manager

Established, staffed and managed globally-reaching technology practice supporting multiple divisions of major media

and global financial data/information provider consisting of over 150 projects, including the alignment of US-based

operations to global standards. Managed staff of 10 Project/Program Managers with matrix responsibility for over 150

FTE’s/contractors. Managed budgeting in excess of $50M USD, relationship management between technology and

business vertical owners (Global Head/C-Level); aligned business and strategic objectives for several portfolios of

technology/business investment. Managed financial governance, reporting and metrics.

Realized $2M savings and improved strategic alignment of portfolio through the successful delivery alignment of 7

business verticals.

Implemented improved delivery processes that resulted in overall cost savings and improved delivery efficiencies.

Managed rationalization of pre-merger entities into single operating model, including business and operational

processes, staffing, and key decisions around technology, facilities, and overall staff alignment.

Managed Global IT program financials against underlying costs and financial objectives. Implemented improved

transparency and governance that revealed and 80% cost savings for organizational technology investments.

Delivered major technology investments in excess of $28M that created 24x7 resilient environments and positioned

the organization for continued capacity growth and market leadership for their Equity and Market Data reference

databases.

Standard & Poor’s, New York, NY (2005 – 2006)

Director, Securities Division Project Management Office

Established Program Management Office supporting the Information/Data Services division of exchange/securities

information service provider. Directed business process oversight, long-range business planning and project

governance for the division, including the implementation of improved and transparent financial governance model that

aligned technology investment with clear business justification requirements.

Implemented a program governance model based on financial/business-case justification that reduced waste and

resulted in a 75% reduction in overall cost to the division.

Implemented initiative reporting structure, including financial reporting templates, trend analysis, change

management, risk assessment/management, and tools supporting methodology implementation. Delivered best-

practice program management process controls, improved change control (aligned to strategic investment);

implemented significant improvements in risk management models and tools.

Implemented a management framework that successfully delivered several key in line with business strategy.

AXA Financial, New York, NY (2000 - 2005)

Manager, Development & Business Analysis

Managed the Life/Annuity Systems Development Group and Program Management. Managed Portfolio to provide

transparent metrics, status, cost/schedule variances, program progress, planning and financial/technology investment

governance, initiative justification utilizing benefit/cost analysis, business case justification, and strategic alignment.

Directly managed staff of 25+ FTEs/Consultants (on-shore/off-shore). Directed strategic planning, business/IT impact

assessments. Implemented process change/improvement models, including utilization of Six Sigma and CMMI.

Managed the turnaround and successful implementation of a previously under-performing and schedule-delayed

$40MM enterprise Imaging/Workflow/Business Process application program of work.

Reduced development time/time-to-market by 75% and increased overall accuracy of development efforts by

implementing a Change Management methodology for project-based structured development. This model became

the organization template for change implementation.

Developed and implemented Quality Assurance process that aligned with business requirements and development

processes transparently, and resulted in decreasing overall defect ratios to near Six Sigma levels.

Achieved Sarbanes-Oxley compliance 1 year ahead of schedule by Defining/developing/reinforcing departmental,

corporate and compliance standards, including developing IT organizational road map.

Guardian Life Insurance Company, New York, NY (1999-2000)

Project/Program Manager (Project/Application Development)

Managed project, application development and planning efforts for the implementation of a Document/Image

Management solution as a strategic organizational effort for the company’s back-office processing divisions. Managed

6 direct reports and budget of approximately $6M.

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Implemented strategic Document/Imaging Management suite that improved document retention, workflow and

efficiencies. The investment achieved a Six Sigma level reduction in lost-misrouted documentation, major workflow

improvements, improved response time to customer requests/changes and recouped costs in less than 3 months.

Consulting Roles (1998-1999)

Client: Exelon Energy as PMO Project Manager

Managed project portfolio, business analysis of Y2K Acceptance Testing, and provided expert knowledge on

systems and processes for major utility. Provided guidance on assessment, risk management, and project

management methods.

Achieved time/cost goals for project objectives, and implemented new EDI changes 4 months ahead of plan.

Client: Metropolitan Life Insurance, New York, NY as Infrastructure/Configuration Manager

Managed development-based operational environment. Provided configuration management, release management,

and change management for enterprise Claim-Adjudication Workflow/Imaging operation. Managed a team of 7.

Reduced overall headcount costs and created budget savings of over $1M annually to Development

organization by successfully rationalizing development support function into existing enterprise model.

Client: SmithKline Beecham, Philadelphia, PA as PMO Project Manager

Co-developed Technology Project Management Office (TPMO) to support technical logistics for client and

development constituencies, including managing large-scale application integration/migration.

Successfully achieved target requirements ahead of planned schedule, and improved change rationalization.

Aetna US Healthcare, Blue Bell, PA (1996-1998)

Implementation/Program Manager

Managed several enterprise project teams responsible for COTS, organic implementation, and platform migrations for

major health insurer/managed care organization. Achievements included:

Successfully managed integration of application infrastructures from 2 entities resulting from merger/acquisition.

Delivered enterprise Sales Force Automation effort ahead of an aggressive schedule and within cost targets, (all

facets of 1400 user hardware/application implementation), successfully unifying both pre-merger Sales Divisions.

Developed enterprise-wide deployment model for migration/implementation that reduced deployment time and

budget by 75%.

Independence Blue Cross, Philadelphia, PA (1991-1996)

(Functional/Technical Role as Project Manager)

Developed enterprise model organizational vendor evaluation/selection RFP guideline, which resulted in $500K of

savings to organization over 3-year lifespan.

Coordinated development/adoption of enterprise standards and deployment methods.

Additional Experience:

General Accident Insurance as Business Analyst; Computer Sciences Corporation as Business

•

Analyst/Training Specialist; Exelon Energy as Training Coordinator

EDUCATION: Villanova University (2004) - Masters Certificate in Project Management

CERTIFICATIONS / ASSOCIATIONS: Project Management Institute, PMP Certification (2004-Present)

SKILLS:

Project & Program Summit-D/PM, Method-1, PMI Book of Knowledge (PMBOK), Agile, SCRUM, Rational Unified

Management/PMO: Process (RUP); Mercury ITG Suite/HP PPM; Planview, CMM/CMMI, PRINCE2, ITIL, Six

Sigma, Lean Six Sigma; MS Project, Planview, HP/Mercury ITG, HP PPM Suite, CA/Niku

Clarity, Microsoft SharePoint

Content Management FileNet Visual Workflow, HP/UX, Panagon Suite, P8, Ascent Capture, Kofax, Solaris, Linux,

& Technology MVS, Tivoli, EMC Storage. Networks/Topologies, Novell Netware, TCP/IP, .NET/Visual C++,

Environments: Sybase, Oracle, SQL, PL/SQL, LDAP, JDBC, MQ Series, VMWare, HTML/ASP/JAVA/ActiveX,

Java/JEE/Web Logic, iPlanet

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