Thomas W. Plunkett...

** ******** **** • Morristown, NJ 07960 • ac15h7@r.postjobfree.com • 917-***-****

Highly accomplished and experienced Senior Program Manager with a record of achievement optimizing underperforming organizations, streamlining business processes, and employing technology like repeatable agile processes to minimize risk and rapidly grow ROI. A trusted advisor and strategic partner to the business and its customers, who enhances enterprise performance, competitiveness, productivity and efficiency, by resolving complex problems, rescuing at-risk initiatives and delivering rapid results. Noted for delivering innovative solutions by leveraging diverse industry experience in early stage, mid-cap and Fortune 500 enterprises, including Business Intelligence, Technology, Insurance, Financial, Wealth Management, Global Consulting and Managed Services.

Developing and Leading High-Performance Organizations with a Global Reach: Managed hardware/software for 60 ADP global data centers. Directed dozens of data center expansions, consolidations, migrations, and post-M&A integrations/separations in US and Europe. Managed teams with as many as 100 members, controlled budgets as large as $50M, and planned budgets as large as $200M.

Growing the Top and Bottom Line: Delivered five new insurance products that generated $100M in annual sales for MetLife. Served as Chief Architect, Technology and Vendor Manager for MetLife Direct Business, delivering a complex portfolio through major suppliers, including Salesforce, CSC, Ebix, Cognizant and Dell.

Improving Vendor Relations and Management: Defined, communicated and implemented repeatable agile processes to incrementally improve delivery and then identify, manage and resolve priority production support issues across/between dozens of suppliers and the business.

Cost Effectively Improving Service Delivery: Enabled KPMG to save ~$100M by sharing resources, reducing technology costs, improving hiring and training, accelerating engagement cycle times, automating lifecycle management, and establishing a common resource pool for redundant engagement phases.

Lowering Costs to Improve Alternative Investment Funding: Delivered $100M in savings to MetLife by renegotiating a three-year agreement with a major technology vendor, securing more favorable terms, and reducing project spend from $250M to $150M.

Competencies that Bring Out the Best in the Organization’s People, Processes and Product

Infrastructure Consolidation and Build

Global Project Management

Procurement Vendor Management

PMO Implementation

Technology Selection and Enablement

SLA Development QA

SDLC Management

Applications Build and Run

Data Management / Big Data

Converged Business and IT Strategy

Risk Management Compliance

PPM Tools: WorkFront, Clarity, Plainview, MS Project

Achieving Excellence by Inspiring Collaboration from the Board Room to the Server Room

MetLife, New York, NY 2/2012 –7/2016

One of the largest global providers of insurance, annuities and employee benefit programs, serving customers in more than 60 countries.

BUSINESS INTEGRATION

Served in a highly strategic, full-time leadership role based on earlier contributions in two influential consulting engagements. Used agile processes to manage the design, development, testing and release of products, application intake systems, data architecture, data remediation, reporting, and analysis systems. Managed data migration and system architecture design to migrate current underwriting platform to a new system using global vendor partners to execute on the plans. Managed consolidation of IT resources for Consumer Direct and Sponsored Direct business units.

Driving Revenues While Lowering Costs: Managed mostly outsourced resources using agile scrum process for phased delivery of a cloud based Java/Oracle application supporting five new insurance products generating >$100M in annual sales. Created an ecosystem with outsourced greeter, call center, administration and reporting personnel. Migrated traditional underwriting platform from internal systems to Ebix hosted environment to cut underwriting costs in half while significantly improving quality and ease of use.

SENIOR PROGRAM MANAGER

Engaged to create, negotiate and implement an enhanced (US Based) Help Desk to support a global technology rollout to an organization with 70,000 associates in locations around the globe.

Markedly improved business support by leading and completing desktop modernization including: Windows 7, Office 2010, Outlook email migration, and SharePoint Migration.

Enhancing Support Beyond SLA Requirements: Managed RFP for Level 1 and 2 resources to provide enhanced Office support, which significantly exceeded defined SLAs.

SENIOR PROGRAM MANAGER

Brought on in a consulting capacity to renegotiate a three-year agreement with a major technology vendor. Reviewed software utilization and license compliance. Recommended cost-effective “true-up” process and defined future growth plans.

Lowering Costs to Free Funds for Other Investments: Delivered $100M in savings by securing more favorable terms and reducing project spend from $250M to $150M.

The TELX Group, New York, NY 2011

A company providing high-speed interconnectivity, collocation, business exchange, and peer-to-peer communications services to high-demand clients in North America.

SENIOR PROGRAM MANAGER

Served in a consulting capacity providing leadership that markedly improved program and project quality, delivery and speed, while establishing a culture of urgency and collaboration. Introduced and instilled program and project management standards and discipline to ensure successful completion of a joint venture initiative and enhance customer satisfaction.

Thomson Reuters, New York, NY 2009 – 2011

Thomson Reuters is the world’s leading provider of news and intelligent information to businesses and individuals.

SENIOR PROGRAM MANAGER

Brought on in a consulting capacity to establish uniform standard global access to the newly merged Thomson Financial and Reuters News Agency networks and complete the network integration. Provided leadership to a global program with more than a dozen projects using resources in US, Canada, UK, EMEA, India and APAC.

Improving Productivity and Lowering Costs: Implemented Enterprise Network Strategy that fully integrated Thomson Financial and Reuters global networks, while providing uniform access from all global locations, using single sign-on. Increased productivity by implementing 1,000 Cisco wireless access points at locations in 100+ countries. Optimized global Wide Area Network performance using Blue Coat devices to reduce traffic and costs.

Citigroup, New York, NY 2008

Citigroup is a diverse global financial services enterprise with operations in more than 140 countries.

SENIOR PROJECT MANAGER

Directed and delivered multiple projects under stress, on time and on budget. Consulted with and advised business heads in Global Wealth Management on the feasibility and impact of new applications.

Improving Employee Productivity: Redefined the new hire onboarding process to markedly accelerate new hire ramp-up time.

KPMG, LLP, New York, NY 2005 – 2008

One of the global top four audit/advisory firms providing advisory/consulting services. KPMG employs 110,000 resources providing accounting, tax, audit, HR, IT and risk management advisory services in 148 countries.

DIRECTOR ITS GLOBAL

Hired to assess the global enterprise and replace organizational “silos” with a common IT strategy. Advised top business leaders on the future state of IT. Directed business analysis teams in the US, UK and Amsterdam. Drove creation of common architecture, applications, data center and disaster recovery capabilities to optimize engagement lifecycle and build rollout sponsorship.

Planning for the Future: Established global IT strategy, including keep/update/replace decisions for entire technology portfolio, including products such as SharePoint, Cognos, SAP, PeopleSoft and other global standards.

Improving Services, While Lowering Costs: Enabled KPMG to save ~$100M annually by sharing resources, reducing technology costs, improving hiring and training, accelerating engagement cycle times, automating lifecycle management, and establishing a common resource pool for redundant engagement phases.

The Bear Stearns Companies, New York, NY 2003 – 2005

Bear Stearns was a global investment bank, securities trading and brokerage firm acquired by JPMorgan Chase in 2008.

MANAGING DIRECTOR

Brought on to resolve performance issues related to real-time stock trading on redundant servers, located in Whippany and Chicago. Later assumed overall management of New Jersey and Chicago data centers.

Collaborated with Auditors to quickly resolve long-standing open audit issues, while markedly improving relations between IT and the Corporate Audit Organization.

Improving Planning and Decision Making by Management: Inaugurated a monthly operations review that provided current state of applications development and infrastructure projects.

Managing Risk and Improving Compliance: Implemented proactive processes to detect and eliminate potential problems, enhance server availability, and ensure compliance with aggressive SLAs. Met monthly with internal audit and established Sarbanes-Oxley compliance for 3,000+ servers.

Management Consulting, New York, NY 2001– 2003

INDEPENDENT MANAGEMENT CONSULTANT

Provided consulting services to executive teams, corporations and nonprofits; developed technology strategy and resolved business process/reengineering problems.

OPUS 360 Corporation, New York, NY 2000 – 2001

Opus 360 was a start-up enterprise that developed web-based professional services automation and e-procurement software that improved management of consulting resources. It was sold to Artemis Management Systems in 2001.

CHIEF QUALITY OFFICER CHIEF INFORMATION OFFICER

Teamed with President/COO and CFO to create and implement strategic/tactical business plans and product roadmaps. Improved operating efficiency by implementing repeatable processes across organization before assuming authority for all enterprise functions, excluding HR and Finance. Controlled $5M capital and $15M operating budgets.

Improving Security and Lowering Costs: Transitioned data center to a co-location facility, enabling 24/7 monitoring and backup/recovery for all clients.

Effectively Managing Change: Positioned the company to weather a tech meltdown by reducing cash flow >50%. Reduced development costs by creating PMO and effectively managing human and material resources.

Improving the Customer Experience: Improved product functionality by developing product architecture, aligning strategy and enhancing processes.

EARLY EXPERIENCE:

Early success with Automatic Data Processing (ADP), a $10B global provider of HR, payroll and benefits processing services. Served in a series of increasingly responsible leadership roles culminating in the role of Senior Director.

Directed strategic technology planning, business process improvement programs and vendor relations. Ensured competitive market differentiation by representing ADP as head of Customer Councils at IBM, Computer Associates and other technology partners. Created standards for technology and architecture deployed throughout the organization.

Developed, implemented and managed hardware/software for 60 global data centers, including data center operations, systems integration and technology migration. Directed dozens of data center expansions, consolidations, migrations and post-M&A integrations/separations throughout US and Europe. Managed teams with as many as 100 members, controlled budgets as large as $50M and planned budgets as large as $200M.

Education, Credentials and Community Involvement

MS, Computer Science, Montclair State University, Montclair, NJ

BS, Mathematics/Computer Science, St. Peter’s College, Jersey City, NJ

PMP, Project Management Professional, Coursework Complete, PMI Institute

Adjunct Professor, Bloomfield College, Bloomfield, NJ. Deliver courses in Advanced Programming,

Windows, Microsoft Office Suite and Dreamweaver.

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