Project Manager

ichael Wood

M **** Orangewood Avenue Pittsburgh, PA 15216

412-***-**** abmhi3@r.postjobfree.com

SENIOR EXECUTIVE: HUMAN RESOURCES

Accomplished, influential leader armed with a synergy of experience and knowledge, recognized for implementing

forward-thinking solutions in Business Transformation, Human Resources and Project Management. Seasoned

executive adept at leveraging best practices, resources and strategies to deliver winning business and improvement

plans by identifying and mentoring staff to conquer road blocks, capture goals, maximize revenues and drive

operations to new destinations. Adept at motivating teams, training and collaborating with individuals of diverse

cultures at all professional levels. Outstanding integrity, honesty and interpersonal skills. Core competencies:

Start-ups & Turnarounds Business Development & Management

Training & Development Project Management & Implementation

Leadership & Team Building Negotiations & Solutions Management

Partnership & Alliance Cultivations Analytical & Critical Thinking

EXECUTIVE HIGHLIGHTS

¢ Amidst resource reductions, led the restructuring of the internal central communications for the

Department for Work & Pensions (DWP). Overhauled business deliverable for the first time in 50 years and

reduced resources by 33%.

¢ Implemented a new strategic business model for the hardest to help customers in the organization, which

improved efficiency by 97+% and captured a year-over-year savings of $16.95 million.

¢ Resurrected a project a year behind schedule and over budget by $375,000. Updated project parameters,

established clear objectives for all stakeholders and trained and mentored EDS project team.

¢ Took an unproductive staff of 30 with minimal technical skills and created a highly skilled unit that realized a

nomination for a team award across the UK public sector.

CAREER NARRATIVE

MW CONSULTING, Pittsburgh, PA 2008 to

Present

Director

Sought out to assist various businesses with start-up ventures in the ecommerce and the construction sector.

Selected Projects:

Spearheaded the launch of a new range of eyewear featuring on-line exclusivity. Implemented a project-

based focus to manage deadlines. Assisted with web content development for on-line presence and attended

national trade show as well as attended meetings with Zappos, a premiere on-line retailer.

Instrumental in the start-up of a family-owned construction company, slated to launch in late 2010. Identified

and secured offices/equipment location, researched market trends and advertising, and designed company

logo and uniform. Designed the salary structure, employee benefits and spreadsheet billing system.

ACCENTURE, Manchester, England 2007 to

2008

Manager, Talent & Organizational Performance (T&OP)

Led the the change management practices in Ireland and the United Kingdom by producing an analysis of internal

resource against demand and identified gaps in offerings and skills, which led to higher than expected redundancy.

Championed changes in the training methodology and redirected resources to internal projects to

restart resources.

Managed and led project that allowed Halifax Bank of Scotland (HBOS) to meet new standards established by

the Financial Services Authority (FSA), which ensured key targets delivered and avoided damaging public

exposure.

ELECTRONIC DATA SYSTEMS (EDS), EUROPE, MIDDLE EAST & AFRICA (EMEA), London, United Kingdom 2007

Consultant Specialist

Brought on board to rescue a failing project (NAS) through analysis, execution and partnerships with project managers

while creating cohesive, confident teams. Mentored project teams implementing strategies that improved quality.

Breathed new life into a toxic work environment, reestablishing trust and communication in daily interface

between project team members. Created a cohesive group and collaborative work environment, which

ensured project deliverables.

Michael Wood 412-***-**** abmhi3@r.postjobfree.com Pp 2 of 2

Designed and presented a plan for project managers to re-focus attention on the use of governance and

preparation for project milestones.

Achieved a reduction incentive of $185,000 for on-time delivery.

DEPARTMENT OF WORK & PENSIONS (DPW), Sheffield, South Yorkshire, United Kingdom 1991 to 2007

The second largest government agency, Jobcentreplus, employing 65% of the department’s 135,000 workforce.

Business Transformation Manager (2002 to 2007)

Led change management by integrating IT and business changes, ensuring implementation of process design

modification, communication, learning and development, and union agreement.

Managed a team of 500+ that exceeded deliverable targets in IT transformation while working under

pressure in a low-morale environment.

Partnered with external supplier British Telecom (BT) and presented a communications model demonstrating

inefficiencies to Senior Leadership, DWP board and Jobcentreplus board, securing support for organizational

restructuring.

Executed a resource framework for a telephone-based service with a 5-year failure history that led to a direct

turnaround in performance and improved staff morale.

Led a charge to implement a new process for a team of 3000. Launched a training and development

framework that tackled the change resistance mentality and empowered staff to control the changes.

Reengineered 2 streams of work and aligned new contracts that generated a savings of $12 million.

Instrumental as the liaison between Regional Directors, Members of Parliament, voluntary organizations and

lobbyists to develop new national delivery model for crisis loan customers.

Senior Business Analyst (2000 to 2002)

Directed the analysis team to assess needs and define requirements of IT business for large complex IT change

releases.

Identified, mentored, managed and retained next-generation talent, reducing attrition rates, grooming future

leaders.

Leveraged change management challenging each team member to collaborate with an unconnected area and

analyze the operations, which generated significant business improvements that enhanced information sharing

across the organization at no cost.

Introduced a customer-centric, paperless process that was groundbreaking in the Public Sector,

which reduced headcount by 500 nationally and improved performance of existing staff.

Policy & Process Design Manager (1996 to 2000)

Orchestrated government legislation and policy into process design through negotiations with senior policy makers and

government ministries, development of business change plans, and interpretation and reporting of management

information.

Introduced and deployed benchmarked standards for a national public service, increasing customer

satisfaction 85+% within 3 months.

Designed the national model for a new element for the welfare system.

Team Leader (1991 to 1996)

Managed a team of personal advisors that provided support for clients returning to the workforce by implementing

training and development standards, effective coaching, and mentoring and performance and development systems.

EDUCATION TRAINING

Diploma, Post Graduate Master’s, Public Service Management; Social Security,

UNIVERSITY OF YORK, York, United Kingdom 2006

Certified, PRINCE2 Project Management; Foundation & Practitioner,

ASSOCIATION OF PROJECT MANAGEMENT 2006

Diploma, Business Systems Information; Business Analysis,

INFORMATION SYSTEMS EXAMINATION BOARD 2003

Manager Training 2008 ¢ Human Change Management 2006

Advanced Telecoms, Using Call Centre Technology 2004 ¢ Managing a Call Centre Business 2004

Senior Management Development Program 2002 to 2003

Coursework included Inspirational Leadership Project Management Influencing, Persuading & Negotiating Skills

Public Relations Key Note Speaking Train the Trainer Advanced Union Negotiation Managing Change

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