Information Technology Management

CORE COMPETENCIES

LEADERSHIP VISION BUSINESS CONSULTING STRATEGIC PLANNING

GLOBAL OPERATIONS IT SECURITY CONTROLS RISK MANAGEMENT STAKEHOLDER MANAGEMENT IT RESOURCE MANAGEMENT STAFF DEVELOPMENT IT CAPACITY PLANNING RELATIONSHIP BUILDING DISASTER RECOVERY STRATEGIC VISION / GLOBAL OPERATIONS / LEADERSHIP EXCELLENCE: Department of Defense (DoD) trained Information Technology PMO Director, Former US Army Major - provides leadership vision enterprise-wide via decisive and insightful executive leadership to implement solutions across the globe.

PROVEN, TESTED EXECUTIVE MANAGEMENT OF GLOBAL IT OPERATIONS: Results-oriented technology industry leader and delivery principal, pioneering and managing complex IT solution designs.

FINANCIAL MANAGEMENT EXPERIENCE OF NINE FIGURE BUDGETS: Management of large multi-million-dollar Fortune 500 Corporate Budgets (upwards of $40M USD) and management of portfolios of Information Technology contracts worth upwards of $250M USD. 2

************@*******.*** MONTE B MILLER 832-***-**** JUN 2016 – JUN 2017 TECHNIP FMC OIL SERVICES PROGRAM RECOVERY1 GLOBAL IT PROJECTS EXECUTION MANAGER PROCESS IMPROVEMENT Budget - $9M USD Personnel: 120+ TEAM BUILDING

HOUSTON - Planned and executed a successful Program Recovery of a global SAP ERP implementation for FMC SUBSEA deployments in Scotland – Norway – Irvine, California – Rio De Janiero, Brazil - Singapore and Malaysia. Hand-picked by the CIO to take over a portfolio of SAP ERP projects that suffered from lack of steady leadership, lack of clear, concise reporting of issues to senior management and speed of issue resolution response times. Reinstated confidence to the customer – by improving inefficient processes, providing clarity of roles and responsibilities, implementing expedited issue reporting approach and streamlining executive management reporting.

Delivered the full array of SAP modules including Material Management (MM), Sales and Distribution (SD), Financial Accounting (FI), Purchasing (PP), Accounts Receivable (AR), Quality Management (QM) and Customer Relationship Management (CRM).

APR 2014 – NOV 2015 ABB / US DoE / CENTER POINT ENERGY PROGRAM RECOVERY ENGAGEMENT OWNER – DoE SMART GRID PROGRAM WAR ROOM OPERATIONS Budget - $18.2M USD Personnel: 40+ STREAMLINED INFORMATION FLOW HOUSTON - Planned and executed a successful Program Recovery on a portfolio of “Smart Grid” infrastructure projects sponsored by US Department of Energy (DoE) through a $200 Million partnership with CenterPoint Energy to implement “Intelligent Grid” Technology. Program had been plagued with organizational and technical issues that prevented the program to achieve critical project milestones. Made an immediate positive impact by establishing an “Operational War Room”, that directly managed resource coordination, streamlined issue response/turnaround and centralized information flow from the project teams, through the War Room and upwards to C-Level Executive Management through twice daily conference calls / status briefings until the most critical exposures were resolved and the program was stabilized. Program was the largest successful Smart Grid / Intelligent Grid implementation of its kind worldwide deploying the Advanced Distribution Management System (ADMS) / Electric Grid Outage Management System (OMS) supporting 2.2 million customers across the greater Houston Electric Grid.

*The U.S. Undersecretary for Science / Energy, Dr. Franklin Orr*, came to Houston for the ribbon cutting ceremony and offered congratulations on the “successful completion of this most ambitious grid modernization project". http://prnewswire.com/news-releases/centerpoint-energy-continues-to-lead-the-nation-in-comprehensive-smart-grid-technology-300062940.html 1 Success factors in gold column throughout document 3

MAY 2012 - FEB 2014 HALLIBURTON OIL SERVICES CHANGE MANAGEMENT SENIOR PROJECT MANAGER – COMMON GROIUND PROGRAM STAKEHOLDER BUY IN Budget - $7.2M USD Personnel: 24+ TEAM BUILDING

HOUSTON - Led the successful core development of a CIO directed a $40 Million IT initiative created to enable DecisionSpace® software as the Halliburton enterprise level software development environment where Oil Services Product Service Lines (PSL’s) can now develop and maintain their oil exploration applications in a consolidated enterprise-level platform.

This Halliburton enterprise oil services software development infrastructure is now being utilized for a wide variety of well engineering operations to include selection of optimum rig / equipment, string components, and fluids to drill any type of well (onshore, offshore, deep water, high-pressure/high-temperature, 3D directional profiles, horizontal, and extended reach).

Delivered frameworks are integrated in the Open Works Decision Space Petro Physics database, a widely used database for drilling and completions applications in the Oil services industry. https://www.landmark.solutions/Portals/0/LMSDocs/Datasheets/DS%20Petrophysics_.pdf MAR 2011 - MAY 2012 BAKER HUGHES OIL SERVICES GLOBAL COORDINATION I.T. ENGINEERING PORTFOLIO MANAGER TEAM BUILDING

Budget - $8.0M / $2.0M USD Personnel: 80+ worldwide TECHNOLOGY IMPROVEMENT HOUSTON

GLOBAL PROJECT MANAGER – DELL DEPLOY PROJECT – BUDGET $8.0M USD Successfully managed a company-wide upgrade / refresh program of 6000 workstations across Baker Hughes International regions of North America, Latin America, EMEA, Middle East, Asia-Pacific, Russia Caspian. Established and implemented a phased-based regional pilot testing program. Planned regional rollouts. Managed all phases of the on-schedule project delivery timeline and budget. HIGH PERFORMANCE COMPUTING (HPC) INFRASTRUCTURE UPGRADE PROJECT – BUDGET $2.0M USD Successfully managed the frontend, middleware and network infrastructure upgrades to existing High- Performance Computing cluster in the areas of hardware and High-Performance Computing application improvements.

The system provided Baker Hughes created a high-performance computing (HPC) cluster that incorporates wake- on-LAN technology. In this environment, machines are turned on -- or "woken up" -- via a network message, and the company can wake up machines for use in the HPC cluster as needed. This setup uses 40% less energy than a dedicated HPC pool.

https://www.computerworld.com/article/2550178/data-center/baker-hughes--wake-on-lan-technology-cuts-energy-use.html 4

JAN 2010 - DEC 2010 EUROPEAN AEROSPACE / AIRBUS PROGRAM RECOVERY HEAD OF AVIONICS SOFTWARE TESTING TEAM BUILDING

Budget - $45M USD Personnel: 90+ PROCESS IMPROVEMENT STUTTGART Germany - Senior Consulting contract extended one year by Senior Vice President of Airbus A400 program due to successful tenure as Head of Avionic Software Development organization. (see below) Executed a successful Program Recovery - reorganized a 90+ person testing organization, developed and implemented test strategies, formed the organizations test teams to complement the test strategies. Optimized planning and cross use of resources to meet program Civil Certification key dates and milestones. JAN 2008 - DEC 2009 EUROPEAN AEROSPACE / AIRBUS PROGRAM RECOVERY HEAD OF AVIONICS SOFTWARE DEVELOPMENT TEAM BUILDING Budget - $37M USD Personnel: 110+ IMPROVED PLANNING STUTTGART Germany - Executed a successful Program Recovery on a $37M USD portfolio of fifteen (15) Aviation

/ Aerospace software projects that previously had a schedule slip, was granted a Budget and Schedule extension by AIRBUS Executives – yet, had now slipped again, in the software development of the Military Mission Management Computer (MMMC), a key flight control system of the Airbus A400M Strategic Cargo Airliner. Initial planning - conducted a deep dive into each of the fifteen software development projects, revalidated all requirements, sized the major development activities and built a Work Breakdown Structure system that ultimately account for over 200,000 hours of effort.

Tactical planning - Conducted a complete rebaselining of the project plan for the entire program - rebuilt a 110+ personnel aerospace industry software development organization from the ground up, staffed the projects with the correct skill sets and personnel to support the plan. Strategic planning - cross-coordination of the avionic software solution with Systems, Hardware, Engineering, Verification and Civil Certification organizations to ensure the strategic software solution met all aspects of technical, performance and certification requirements of DO 178B - Design Assurance Levels (DAL), Configuration Management, Quality Assurance and Civil Airworthiness requirements. Execution - coached, counselled and mentored the Fifteen (15) software project managers in maintaining and executing their project timelines, milestones and deliverables. Met all milestones and passed all AIRBUS Flight Readiness reviews that enabled the Military Mission Management Computer (MMMC) system to be onboard the aircraft for the first flight of the A400M (MSN 001) on 11 Dec 2009 at Seville, Spain: http://defense-update.com/features/2009/december/a400m_takes_off_111209.html 5

JAN 2005 - DEC 2007 HEADQUARTERS, US ARMY EUROPE PROCESS IMPROVEMENT DIRECTOR, PROJECT MANAGEMENT OFFICE PMI BASED METHODOLOGIES Portfolio Budget - $250M USD Personnel: 11 Project Managers PERFORMANCE COACHING HEIDELBERG Germany - Managed a DoD Project Management Office (PMO) with a $250 million USD portfolio of fifty (50+) DoD Information Technology projects and programs to implement strategic theater wide installation of new systems, theater-wide workstation upgrades, Network (Gateways, Switches, Fiber Infrastructure, Routers) Infrastructure and Data Center infrastructure upgrades, testing and evaluation of new technologies. Headquarters Europe Project Management Office (PMO) scope of responsibility included implementation of classified and unclassified Information Technology, Strategic Telecommunications and infrastructure systems to support the entire US Army Europe Theater of Operations, upwards of 30,000 DoD users, operating 18,000 workstations across the entire European continent, Asia and Northern Africa. Responsibilities included, contracting for, selection, purchasing, installation, operation and maintenance and upgrading and replacement of a wide selection of systems and technologies to include technical operating infrastructure, DoD Data Centers, Theater Network Operations Centers (TNOC), network infrastructure maintenance and upgrades, microwave data systems security and maintenance, fixed and tactical secure and unsecure telephone / voice communications equipment and networks. First Line Manager responsible for the career progression of eleven (11) DoD Project Managers in support of the implementation and delivery of European-wide Information technology projects and programs. Coached, counseled and mentored eleven (11) project managers in the areas of scope, change, budget, risk, monitoring and executing project timelines, stakeholder management, contingency planning, development of work breakdown structures, milestones and deliverables. Set standards for how projects were run, ensured best practice PMI based project management methodologies, processes, procedures and governance were followed, gathered project data and production of information for management review, advised and provided guidance for project managers. Served as Senior Information Technology Contracting Officer for Headquarters US Army Europe providing management overview for 50 plus portfolio of contracts providing Information Technologies projects and services for DoD locations across the European continent, worth upwards of $250 million USD. EDUCATION:

• Bachelor of Science Degree: Business Administration - Brenau University, Milledgeville Georgia (1992)

• US Army Computer Science School, Ft Gordon, GA (1996) - Management Information Systems (MIS) CERFIFICATIONS:

• Project Management Professional – Project Management Institute, #193389 (1999)

• IBM Certified Executive Project Manager. (2000)

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