Project Manager

Objective

A highly dedicated and results-oriented Project Manager, with a proven record of accomplishment in IT Portfolio Management, Project Management, Stakeholder Management, Strategic Planning, Requirements Definition, Business Analysis, Process Analysis, Program Management, and Financial Management. Proven experience delivering End to End IT Programs and Projects. Leverages Strong Leadership, Communication, and Interpersonal Skills to build and coordinate High-Performing Project Teams and maintain effective stakeholder relationships.

Skills & Abilities

Project & Portfolio Management

Process Improvement

Lead ERP Projects

Business Analysis/Requirements Gathering

Lead Initiatives from RFP through Deployment

IT/Business Case Rationalization

Vendor Relationship Management

Software Release Management

Stakeholder/Customer Management

Resource Planning

Agile & Waterfall Methodologies

Management of Geographically Dispersed Team

Experience

April 2017 TEKsystems – New York, NY

to September 2017 Contractor Project Manager

Led status meetings, assigning resources, setting priorities, and tracking tasks through to completion.

Developed, presented and executed comprehensive project plans providing direction and leadership to project teams.

Continuously met all target goals by identifying and monitoring risks, documenting and proposing contingency plans, implementing risk mitigation and contingency plans as needed.

Partnered with a 3rd party System Implementer to deliver Novatus/Conga Contracts Management System.

Reviewed, Documented, and Implemented process improvements to the Contracts Management process.

Worked with the legal and finance teams to gather the current contracts and metadata.

Gathered requirements and managed the RFP process for the implementation of the Oracle HCM application to replace the ADP HR system.

Managed the responses and summarized for senior leadership to more easily disseminate the information and decision-making.

Provided an emphasis on understanding and documenting requirements, and ensures all stakeholders share the commitment necessary to deliver success.

Partnered with a 3rd party System Implementer to create a central repository for shared HR data that IT utilizes within numerous systems (AD, SharePoint, O365, PeopleSoft, and various business systems).

May 2016 Vitamin World – Holbrook, NY (Spun off from NBTY)

to November 2016 Program Manager (temp. position after company was divested from NBTY)

Managed multiple work-streams and 3rd parties to deliver a large-scale ERP Program Implementation (Microsoft Dynamics AX) in support of the transitional agreement with NBTY. This initial rollout included: Master Data (Stores, Customers, Vendor, and Products), Procurement, Financials, O365

Provided an emphasis on understanding and documenting requirements, documented the as-is and to-be processes, and ensured all stakeholders share the commitment necessary to deliver success.

Led status meetings, assigning resources, setting priorities, and tracking tasks through to completion.

Developed, presented and executed comprehensive project plans providing direction and leadership to project teams.

Identified and monitored risks, documented and proposed contingency plans, implemented risk mitigation and contingency plans as needed.

Program & Project Management: Effectively managed the Implementation in support of Business Transformation Initiatives, to transition Vitamin World off of the NBTY applications to the Vitamin World platform.

July 2012 NBTY, Inc. – Islip, NY

to May 2016 Program Manager

Managed the replacement of the Lawson HR system with the Oracle Fusion Cloud HCM. The delivery started with the gathering of business requirements to product selection to RFP through the maintenance period after deployment. The delivery included Payroll, Core HR, and Compensation.

Created business processes, objectives, and requirements by working closely with other departments.

Led new project assessment to define the high-level scope for prioritization purposes and support project scheduling within overall Business Transformation Roadmap.

Managed the delivery of Business Transformation Initiatives, including the following Value Chain Integration planning tools: Oracle Demand Planning (Demantra) and Business Intelligence Dashboard & Reporting tools (APCC) for analytics. The business objectives were to improve the forecasts, order fulfillment rates and reduction in inventory valuations.

Delivered multiple projects in support of our ERP transformation.

Utilized Oracle Identity Management (OIM) for all applications delivered as part of the Oracle Business Transformation initiative.

Created a long-term strategy to successfully implement, mature, and support the PMO for NBTY. Identified gaps, drove standardization and established a strategic roadmap for the project/program.

Developed and maintained project milestones & high-level timelines.

Led project status meetings by managing issues, change request process, project plans, and personnel.

Performed resource planning and coordination of inter-project dependencies across the entire program.

Developed standard project management templates such as project plans, scope documents, change control documents, issues logs, and status reports to standardize processes within the organization.

Worked with business owners through the entire SDLC including project initiation, requirements, design, build, test, deploy, and project closure.

Interviewed and hired new and temporary candidates.

Created a long-term strategy to successfully implement, mature, and support the PMO for NBTY. Defined a standard methodology and create templates for the team to utilize. Train staff on new methodologies & processes.

January 2007 Forest Laboratories – Commack, NY

to July 2012 Manager of Project Delivery

Responsible for implementing the departmental project and portfolio management processes. Manage a team of Project Manager/Business Analysts supporting the company's core Business Operations.

Managed multiple projects of varying scope that drove cost efficiencies and process improvements.

Managed a team of employees co-located in multiple cities to deliver multi-million-dollar engagements.

Led new project assessments to define the high-level scope for prioritization purposes and support project scheduling within overall Technology Roadmap.

Implemented Portfolio and Program Management processes and tool for the Business Operations unit.

Presented proposed portfolio & annual budget to CEO and senior leaders.

Developed and maintain project milestones & high-level timelines.

Standardized the project communication plan to include Project Status, Steering Committee, and Executive Council meetings.

Managed a team of employees co-located in multiple cities to successfully deliver multimillion-dollar projects.

Collaborated with business owners through the entire SDLC including project initiation, requirements, design, build, test, deploy, and project closure.

Created and utilized standard project management templates such as project plans, scope documents, change control documents, issues logs, and status reports.

Created project estimations, worked closely with various team members to understand project complexity, effort, and resource needs.

Created business processes, objectives, and requirements by working closely with other departments.

Managed the project from RFP to warranty maintenance after the go-Live. Facilitate the consolidation of the numerous Learning Management Systems (LMS) and processes within Forest Labs and delivered the SABA Learning Management.

Managed the upgrade to SharePoint 2010 in support of Business Transformation to move all teams off of the file shares and onto SharePoint for file sharing.

Managed the project to move the company executives off an excel spreadsheet based compensation planning tool to a custom developed system to plan the company’s annual compensation planning processes.

Managed the project from RFP to warranty maintenance after the go-Live. Collaborated with HR and a 3rd party vendor to move the performance management process from an MS Word-based system onto the SAP based annual performance review process. This system was the first step of HR’s strategy to develop talent from within and compensate based on performance.

March 2006 AvenueA Razorfish – New York, NY

to December 2006 Senior Functional Analyst / Project Manager

Responsible for the creation of functional specifications, manage interactive marketing projects. I created status reports for senior executives that included tracking of issues, risks, dependencies, budget, milestones, and scope.

July 2000 ARC Worldwide – New York, NY

to January 2006 Sr. Analyst / Project Manager

Managed a team of 7 employees/contractors within the Quality Assurance team.

Ensured that interactive marketing websites delivered were of the highest quality and met requirements, while staying within proposed budgets. Team delivered over 100 interactive marketing projects for Fortune 500 companies.

August 1998 Metlife – New York, NY

to July 2000 Sr. Business Analyst

Implemented Quality Assurance standards that were deployed company-wide and resulted in a decrease in the cost of the products delivered as well as increasing the quality of the products delivered.

My team implemented an automated test suite for the Benefits Administration System project that reduced the workload during the test phase by 25%. I managed a cross-team project that involved over 100 employees for Y2K

July 1994 Guardian Life Insurance – New York, NY

to August 1998 Business Analyst

Implemented and managed various solutions to enhance the Sales Force client management and sales by deploying a CRM system that integrated with the customer data. I authored business requirements, functional specifications, post go-live support / enhancements and training manuals for sales systems. I performed individual and group training on use of new software and services.

Education and Training

St. John’s University – Queens, NY

May 1983 BS in Computer Science

May 1981 AS in Accounting

Hewlett Packard

December 2007 Project & Portfolio Management

International Institute of Learning – NY, NY

January 2007 Introduction to Project Management

January 2008 Advanced Project Management

June 2009 Portfolio Management Training

Jan 2010 Six Sigma Training

Provision

July 2010 Metastorm Business Process Analysis

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