Project Manager Management

Title:DIRECTOR

***@**********.***

Document

Source below

NAME: Hank Oelze

ADDRESS: **** *** **** ******** ****

CITY: Powder Springs

STATE/PROVINCE: GA

ZIP/POSTAL CODE: 30127

COUNTRY: USA

EMAIL: ***@**********.***

PHONE: 678-***-****

CANDIDATE ID: 95324

CITIZENSHIP: US

Citizen

EDUCATION: Master Degree

EXPERIENCE: 20

WILL RELOCATE: No

RELOCATION INFO:

JOB WANTED: Direct

RATE NEEDED:

HOMEPAGE:

HOTSKILLS: PMP, Project Management, Logistics, SDLC

ESUME

Hank Oelze, PMP

3021 Old Lost Mountain Road

Powder Springs, GA 30127

(home) 770. 222.9167,

(cell) 678-***-****, ***@**********.***

SUMMARY A seasoned management executive with a history of successful job performance in

positions of increased responsibilities, utilizing a broad array of management skills

including:

* Project management, auditing, billing, supply and distribution management, strategic

planning, and logistics.

* Vendor relations, negotiations, customer requirement analysis, and evaluation.

* Problem solving with the ability to handle tough, diversified situations with tenacity

and decisiveness.

* Extensive PC skills with in-house and 3rd party logistics software implementation

experience. Proficient in i2 Transportation Manager, TruckStops and CAPS Logistics routing

software, Microsoft Project, Excel, Word, and Access.

* A self-motivated team player capable of generating the necessary enthusiasm to achieve

corporate objectives.

EXPERIENCE

11/99

to PresentPROVANT PROJECT MANAGEMENT, Atlanta, GA

DIRECTOR

Responsible for leading and coordinating the efforts of multiple project teams. Primary

responsibilities include working with clients to provide on-site project management for

complex business operation needs.

BellSouth Technology Services Inc

. Project manager for several million-dollar ADSL

projects. This position involves all aspects of project planning including defining user

requirements, building the business case and gaining approval of the billing authority

documents.

ADC Telecommunications Instrumental in the development and implementation of ADCs

Program and Project Management services offering. Established the Integrated Business

Plan. This document included the process flow, work instructions and project notebook

documentation. The work instructions were developed following PMI standards to assist

project managers in each critical area of project management. This effort enabled ADC to

accelerate the market launch of this service three months early with an anticipated $7.5

million annual revenue impact.

ADC Telecommunications Served as program manager and generated several client

proposals. Tailored services and pricing to each customers specific scope of work.

Developed a comprehensive WBS for a turnkey central office build-out involving multiple

vendors.

KC Resources/Bell Atlantic - PMO - Responsible for the total implementation of a program

management office (PMO) to assist in the overall management of numerous Bell Atlantic

projects including Enterprise Business Group (EBG) and General Business Group (GBG)

conversion training to ExpressTrak provisioning and maintenance software. The PMO resulted

in revenue increases in excess of 200K (annualized) due to proper scope evaluation and

increased PM consulting fees.

KC Resources/Bell Atlantic - LD and Salescape Served as the program manager and

clients mentor assisting in the development of the overall deliverable project plan.

Implemented a formal communication plan and change control management processes and

procedures. Served as project lead on defining integrated service requirements to convert

leader-led to web-based training for three separate LOBs in three different geographic

regions.

12/98

to 11/99i2 TECHNOLOGIES, Irving, TX

PROJECT MANAGER

Responsible for the success of implementations, the overall relationship with the

customer and the development of a repeatable set of best practices within the Client

Services Group. Approved major project decisions including scope, quality, resource,

schedule and risk. Responsible for i2 administrative activities including the creation of

detailed project work plans, projects tracking, status reporting, billing and collections.

* Performed business analysis and evaluated RFPs to reduce gaps between client needs and

software capabilities.

* Converted legacy system to SAP/client server application without interruption of

service.

* Implemented i2 Transportation Manager and Transportation Optimizer for two different

clients.

2/97

to 11/98NATIONAL LINEN SERVICES, Atlanta, GA

DIRECTOR, TRANSPORTATION & LOGISTICS

Responsibilities include all transportation needs as they relate to distribution for the

company. Improved productivity by developing and implementing efficient pick-up and

delivery routes for over 40 linen plants. Responsible for the hiring and training of field

Distribution Managers. Project manager for logistics software implementation in 34 US-

based plants.

* Eliminated 94 routes, 87 route drivers and 98 vehicles resulting in a $936K savings.

* Established single stop initiative to reduce delivery frequency of customers with less

than $100 in revenue. Eliminated over 1,400 stops without loss of profitable revenue.

* Implemented pre-loading and soil stripping of vehicles using non-driver associates to

reduce overtime. Realized $39K savings per plant.

* Transferred over 225K in business to adjacent NLS plants reducing transportation costs.

* Developed line haul costing model to accurately compute tractor-trailer costs.

* Established revenue and stops per route requirements.

1990

to 1997WELLS FARGO ARMORED SERVICES CORP., Atlanta, GA.

1994

- 1997ASSISTANT VICE PRESIDENT, REVENUE QUALITY / PROJECT MANAGER

Responsible for overall revenue control of 122 armored branches nationwide with $220

million in annual revenues. Reported to the Corporate Controller. Solved complex logistics

issues by designing and scheduling routes for improved asset utilization. Determined

tariff rates and price schedules. Assisted branches with budget and expense controls.

Reviewed and evaluated P & L statements. Maintained budgeted verses actual revenue

spreadsheets to identify and resolve revenue shortfalls. Published monthly and quarterly

revenue reports. Revised company policies and procedure manuals.

* Managed the evaluation, installation and implementation of a logistics software

project. The project included key requirements definition, software selection, technology

strategy, and installation.

* Improved profitability by reducing the fleet. Realized 9avings while providing improved

customer service; a more accurate service location database; analytical tools and a more

accurate cost structure.

* Managed a strategic automated billing system. The effort included an activity analysis,

detail design requirements and feasibility estimates.

* Identified over $1.7 million in lost revenue; services performed, not billed.

* Streamlined contract processing procedures achieved improved profitability levels by

utilizing flexible pricing techniques.

* Developed multilevel goal strategy that reduced A/R by $400K.

* Awarded Winners Circle Award for Outstanding Performance, 1995.

1993

to 1994BILLING MANAGER, TRANSPORTATION GROUP (Pony Express & Wells Fargo Armored)

Directed and coordinated billing activity for over 242 billing centers nationwide

producing over $30 million worth of invoices monthly.

* Accelerated collection process by implementing an automated invoice reprint procedure.

Prepared and monitored budget. Monitored, proofread and evaluated general ledgers and P &

L statements. Reconciled sales reports for both company divisions. Hired and trained

personnel.

* Created and implemented billing and accounting calendars. Assisted customers in

resolving problem situations.

* Conducted training seminars for branch management personnel.

1990

to 1993SENIOR CONTROL AUDITOR / ANALYST (Pony Express & Wells Fargo Armored)

Supervised and coordinated staff auditors. Directed audit and performed due diligence for

corporate acquisitions. Conducted DOT compliance audits. Prepared audit schedules and

ensured timely audit project completion.

* Organized and directed financial and operational inspections of company branches at

local, regional and divisional levels. Analyzed and summarized audit reports, prepared

comments and submitted reports to company management. Monitored work quality issues.

Consulted with company attorneys on legal prosecution matters.

* Successfully completed entrusted audit project on companys internal multimillion-

dollar loss.

* Developed and implemented highly efficient module audit program, standardized

paperwork. Reviewed route guides for accuracy and vehicle utilization.

1969

to 1990UNITED STATES AIR FORCEOPERATIONS CHIEF

Supervised supply and logistic operations. Trained and scheduled 36 employees. Handled P

& L responsibilities. Prepared and monitored $15 million operations budget. Maintained

vehicle inventory and maintenance records. Organized and conducted financial audits.

Completed government compliance audits of 48 locations nationwide. Authorized purchases,

handled vendor relations, monitored inventory control records. Conducted site selection

and logistical surveys and determined investment potentials and risks.

AFFILIATIONS

Certified Project Management Professional (PMP): Project Management Institute

Member Project Management Institute

Member Institute of Internal Auditors

Member Logistics and Transportation Association

EDUCATION

CENTRAL MICHIGAN UNIVERSITY,

Mount Pleasant, MI

Master of Science

in Business Administration 1989 3.90 GPA

SAINT LEO COLLEGE,

Tampa, FL

Bachelor of Arts

in Accounting 1987

Summa Cum Laude Graduate, 3.92 GPA

Contact this candidate