Project Manager Management

Elizabeth McIntosh

Email: abp2ce@r.postjobfree.com

Address: ** ******** **

City: South Glastonbury

State: CT

Zip: 06073

Country: USA

Phone: 860-***-****

Skill Level: Management

Salary Range: $120,000

Primary Skills/Experience:

See Resume

Educational Background:

See Resume

Job History / Details:

Elizabeth H. McIntosh, P.M.P.

53 Overshot Drive 860-***-****

South Glastonbury, Ct. 06073 abp2ce@r.postjobfree.com

Senior Project Management

Senior Project Manager with wide-ranging experience in all aspects of the discipline, interacting with multiple levels of internal and external stakeholders, delivering projects with multiple levels of complexity and size. From Initiating and Planning, through the Execution and Controlling/Monitoring phases of a project, Elizabeth has consistently produced both strategic and tactical project objectives on-time and within budget. She thrives within multiple operating models and is particularly adept at managing within a matrix environment where the Project Manager must lead without total authority. She is expert at directly managing and motivating diverse teams with combined IT and user staff. -Blank-slate- creation of Project Scope and Schedule, Project Teams and Governance/Communication structures are a passion, and starting up and running PMOs a specialty.

Elizabeth is a dedicated, proven leader with specific successful experience:

Corporate business strategy

Portfolio planning and financial forecasting

Project, Program & Portfolio Budget Management

C-Level Management partnering/presentations

Risk identification and mitigation

Relationship Management and collaboration

Start-up Process and Project creation

Existing Process analysis and improvement Change Management discipline

Waterfall, Agile and proprietary SDLCs

Policy and Procedure Operating development

Six Sigma implementation and Program planning

Corporate Long-Range Strategic Planning

PMO structures and Best Practices

SOX Compliance and Material Weakness remediation

Fair Lending and Credit Regulations

PROFESSIONAL EXPERIENCE

Bank of America - Working Remote from Connecticut (2012)

Consultant and Senior Project Manager

Managed several aspects of Customer/Associate Readiness, including the Issues Management function, for a phased implementation of the recent government HAMP directive, expanding the loan modification program to additional eligible borrowers. Tight regulatory timeframes, with accompanying need for creative design thinking and constant communication of project team and senior management stakeholders.

Fannie Mae - Washington, D.C. (2011)

Consultant and Senior Project Manager

Directed governance aspects of the project to improve the Making Home Affordable (MHA) offerings by implementing new functionality and efficiencies into the product while changing the system base to an internal risk-driven model. Managed the Project Advisory Group of Corporate Officers, translating modeling concepts for decision making and providing daily/weekly status reporting to senior management.

Freddie Mac - McLean, VA (1995 - 2010)

Senior Project Manager and Initiatives Director

Led many project teams and line-management functions within the Single Family, Finance and IT departments. Played a significant role in new product development, strategic planning and development of operating areas, with steady, rapid advancement based on proven success and dedication.

Examples of the project management track-record are:

* MHA PMO: Created PMO functions, including creation of issue resolution, reporting, communication and stakeholder structures. Multiple levels of Project Management were developed to ensure a hierarchy of focus for management and staff. Over 30 project managers in four teams were brought together and coordinated to reduce duplication and streamline work efforts. Issues resolution and decision-making constraints were expedited by designing an issue resolution process that separated internal and external problem ownership, resulting in resolution time cut in half. Brought together a front-line sub-project team of 12 staff from three departments to create a centralized function for reacting to a dramatically increased number of borrower contacts, resulting in improved control, reporting and visibility. This program was critical to Freddie`s new role under Receivership Status and was cited as successful by the U.S. Treasury.

* Project to Improve Freddie`s Security Performance: Charged with leading 4 ad-hoc teams with over 150 IT, Legal, Finance, Policy and Marketing staff to bring corporate operations into compliance with an upcoming FAS pronouncement. This highly-visible project carried extreme risk associated with a wrong outcome and needed to be completed in two months. Created a structure based on daily team meetings, use of a -war room- and constant scope-creep monitoring. All company development resources were made available for the project with accompanying information-leveling challenges. Completed a final report of recommendations for top management`s go/no-go decision on schedule and to critical acclaim.

* Finance PMO and Material Weakness Remediation: Tasked with leading the Finance department PMO to ensure progress toward a timely financial statement process. This effort involved the development of new systems, hiring of new staff and massive restructuring of line-management departments. The PMO was staffed with 8 to 10 direct reports from two consulting firms. Oversaw vendor management engagements with large accounting/consulting firms designed to mitigate non-compliance with SOX. Led a weekly meeting of 30 Finance officers to provide -Red,Yellow,Green- status information, re-assigning and adjusting resources to immediately address -Red- situations. Created action plan development, status reporting and monitoring processes to manage the mitigation of multiple material weaknesses across the 6 Finance divisions, directing the project managers already embedded in the divisions.

* Finance Restatement Process and Risk-Culture Transformation: Guided the implementation of a risk-based culture for SOX legislation compliance by developing a risk framework and delivering first mandatory training program for 450 Finance staff. Served as Chief of Staff for a major ledger section of the Restatement process, accountable for hiring, assigning and reviewing work for team of 20 full time resources, planning and daily status reporting.

* IT Training Program Development: Oversaw IT staff training program development, including requirements assessment, vendor research, contract negotiation, budgeting and administration. Created a multiple training subject and delivery model using external vendors and internal experts. Began negotiations for an in-house Master`s Program for selected staff. Directed three IT staff, negotiated contracts with 12 IT and subject-matter vendors for PMP, Six Sigma and other technical subjects. Managed the $100+ M budget, obtaining plan approval from 10 corporate officers and the CIO despite the challenges of conflicting objectives across staff and constrained resources.

EGR Consulting - Detroit, MI

President (1990-1995)

Founded management consulting practice focused on financial institutions and primary market mortgage banking/brokerage organizations.

* Provided operations reviews, analyzed organizational and functional structures, completed strategic and marketing planning studies.

* Served as Chief Operating Officer for wholesale brokerage organization during its positioning year, including media planning, relationship management and retail program development.

* Planned and managed several large data collection/due diligence projects for national mortgage corporations.

Mellon Bank - Philadelphia, PA

Vice President (1988-1990)

Mortgage Products Mid-Atlantic Division and Consumer Loan Division

Directed major mortgage areas for the bank, including sales force, retail bank originations, processing, underwriting, closing and shipping functions.

* Implemented loan origination, scoring and processing system within retail bank.

* Closed down and redeployed direct credit function unit and staff.

Fannie Mae - Washington, D.C.

Vice President of Operations and Special Assistant to the Chairman of the Board (1982-1988)

Directed the commitment, mortgage purchasing and loan liquidation functions, employing over 140 technical, analytical and operational staff.

* As the primary user, assumed control of the development and full implementation of the major purchasing system, directly managing IT staff and managers.

* As Chief of Staff for the Chairman and the Executive Vice Presidents, managed decision making on complex policy and operating issues and initiatives, prepared executive summaries, briefing books, presentations and testimony for the Chairman.

EDUCATION & AFFILIATIONS

MBA, University of Minnesota - Minneapolis, MN, with Honors

BA in Literature and Sociology, University of Illinois - Chicago, IL, with Honors & Scholarship

AA, Hartford College for Women - Hartford, CT, with Full Scholarship & Work Program

Senior Executive Program, MIT, Sloan School of Management - Boston, MA

Project Management Institute (member), Passed PMP exam 12/2012

Southern New England Chapter of PMI, member

Contact this candidate