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Manager Management

Harrisburg, PA
July 01, 2017

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Global Corporate Decision-Maker Business & Technology Consultant

Known as a proverbial ‘Swiss knife’ with diverse leadership experience as strategic thinker / practical doer

Award-winning operations executive and technology leader; highly analytical P&L, budget controller. Extensive background in business, technology startup and turnaround. C-level relationship builder, project and program director with emphasis on management and consulting, corporate and government.

Architect of high-performing teams; identify talent with cultural fit, motivate staff, instill loyalty and dedication.

Decision maker with focus and sound judgment; resourceful and pragmatic leader; manager of people assets.

Corporate Operations Business Case Development Project & Program Leadership Process Re-Engineering Project Portfolio Performance & Analysis Work Flow Analysis Requirements Analysis/Development

Client & Account Management Full Life-Cycle Software Engineering SDLC Waterfall & Agile

Bilingual English/German PhD, MA; PMP, CSM, ITIL v3 Authorized to work in the U.S. and EU



Business Analyst Evangelizer and Lead Harrisburg, PA: 10/2016-Current

Leading a team of Business Analysts in a multi-phase modernization effort for the PA Department of Transportation, including hands-on current/future state assessments, business process (re-)engineering, requirements elicitation (JAD), wire-framing and design, data analysis, data conversion and migration, System and UAT testing.

Representing the Business as Product Owner following a hybrid iterative/Agile methodology (“iteragile”), adapting rapidly to requirements changes and determining priority and scope, continuously grooming the backload of use cases.

Developing ad hoc effort estimates to balance resource load as needed.

Responsible for both contractual and project deliverables meeting stringent quality SLAs. Delivered on time at the highest quality level (virtually error-free/no content changes requested by the Business).

Negotiating directly with state contract manager to produce deliverables that meet business needs, yet protect resources from burnout.

NIC (NASDAQ: EGOV) 2009–10/2016

Tenure yielded profit margin ranked in top percentile of NIC divisions; expert in business development, R&D, Web/mobile development, vendor & contract management, HR and related corporate initiatives

Director of Operations Deputy General Manager Pennsylvania Interactive, LLC; Harrisburg, PA: 2015–10/2016

Selected for corporate turnaround leadership team to assess and address operational and performance concerns of PA operation, the second-largest NIC subsidiary.

Drove and maintained operational control over Operational Transformation Initiatives; this included:

Identifying/hiring/promoting/moving key staff.

Drove direct reports and teams to understand/accept the need for formal, documented processes and the "professionalization" of several key practice areas (Project Management, Program/Portfolio Management, Business Analysis/Requirements Development & Maintenance, Service Desk Management, Finance & Accounting).

Overcoming tough resistance, successfully evangelized project management fundamentals, pushing for the “professionalization” of project management to ready team for the rigors of system development.

Championed and oversaw standing up Program/Portfolio Management including a basic, but crucial “operational necessity”: team-wide time-sheeting for the organization to understand and thereby control its capacity and workload, and demonstrate value to the Partner.

Put building blocks in place needed for Resource/Capacity Management, thereby serving as a powerful means to meet Partner expectations.

Educated the team on the need for a solid functional and systems requirements practice thereby improving service implementations meeting stakeholder requirements.

Advocated successfully in favor of investing in a new position, a Finance & Accounting Manager, who would manage financials/contracts/compliance and support any service implementations that required sophisticated reporting or backend fund reconciliation.

Identified and hired an effective Service Desk Manager who could build out the Service Desk to function as the organization’s primary "face" and shepherd a Salesforce implementation which is also supporting critical ITIL processes.

Built solid relationships with Partner based on mutual respect and a strong passion for quality service delivery.

Launched startup subsidiary of NIC USA, Inc. for exclusive 3-year $5.5M contract forming public/private partnership with the State of Delaware to accelerate eGovernment initiatives. Led development and deployed services that supported online and mobile interaction between the State of Delaware and its constituents ranging from citizens, visitors, business and government entities.

Handpicked to direct cross-functional team, deploying +50 services. Advised client at C-level; developed annual business plans, set internal and external strategy. Directed contract and vendor relationships.

Played key role in proposal development, formal oral presentations and contract negotiations with the State. Seized opportunities and developed business models/cases, negotiated contracts with large state agencies.

Exceeded contractual obligations for first contract year, delivering double the online services specified in the contract, including time-sensitive legislated systems and transactional services.

Managed all business operations with $2M annual budget. Oversaw project/program-budgeting, estimating, workflow analysis, process reengineering, requirements analysis/development, life-cycle software engineering.

Developed new business while maintaining active pipeline of 62 prioritized opportunities. Defined and enforced policies and procedures for Risk Management, Change Management, Communication Management, Issue Management and Disaster Recovery & Business Continuity.

Represented company nationally at industry events to identify new technology trends and business opportunities in state, local and federal government, and forge alliances with potential business partners.

Modernized and acclimated the State to “mobile first” solutions for all services. Won national and international industry awards in each year of operation.

Managed all aspects of business case development for largest NIC subsidiary worth approximately $5M. Directed staff of business analysts to develop and manage requirements for new efforts and change requests across a diverse service portfolio generating more than 180M transactions and +$20M in annual revenue.

Developed initial high-level financial assessment of opportunities for executive go/no-go decision. Worked with major state agencies to define high-level scope of envisioned solutions.

Led technical services in solution development. Designed and implemented detailed financial impact analysis including pricing model (transaction, subscription, time & material, etc.) tied into cost/revenue model.

Defined appropriate methodologies for new and legacy system requirements development, best practices and recurring level of effort estimates to accelerate impact analysis and estimation.

Led team in system analysis and visual requirements modeling to meet changing business needs and internal process development and improvement.

Provided risk and quality management expertise to the development and periodic refreshes of governance- related management plans.

BEARINGPOINT, INC. (formerly KPMG CONSULTING, Inc.) Austin, TX 2000–2009

NIC acquired BearingPoint contract

Initiated, scoped, planned and delivered custom software development projects in BearingPoint’s Texas practice. Led all facets of program and project management: established project teams, developed work plans and managed projects to scope, schedule and budget. Contributed to practice unit sales by drafting RFP responses and identifying add-on project work valued at $6.5M.

Delivered two-year, $3.4M reengineering and integration project, on time and budget, for, the largest State eGovernment web portal in the nation, safeguarding $22M in annual practice revenue.

Directed cross-functional team and all agency interaction, third-party vendors and subcontractors. Engineered half million-dollar change project (supporting nine healthcare licensing services) to comply with legislative mandate while implementing changes with least disruption and cost to affected state boards.

Launched PMO, developed policies and procedures and managed staff in asset management, vendor management, business process engineering and project portfolio management supporting more than 1K online services in production.

Successfully delivered $3M project for Texas Department of Transportation on time and budget. Directed cross- functional team in development of detailed business requirements for Web-based portion of $39M/five-year project with the largest Texas state agency.

Transformed proprietary electronic payment services gateway into a product attractive to private sector clients. Achieved CMMI-3 certification and ensured continued project team compliance with standards.

Performed executive leadership briefings, competitive product assessments, business intelligence analysis and product road mapping.

Realized operational cost savings and enabled strategic decision making by senior management and the State of Texas by designing monitoring system to track budget vs. actual.


THE UNIVERSITY of TEXAS at AUSTIN Doctor of Philosophy 1998; Published with Routledge, New York/London


Award-winning Thesis recognized by Bavarian State

NANJING UNIVERSITY, PRC Scholarship; Deutscher Akademischer Austauschdienst (DAAD): 1986

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