Project/Program Management

RICHARD W. BRADLEY

**** ****** *******

Mountain View, CA 94040

650-***-**** (cell)

650-***-**** (home)

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

Senior Project/Program Manager

Recent Key Accomplishments:

-Successfully migrated two critical customer-facing data center-based infrastructure applications for Adobe Systems to the Amazon Cloud.

-Also for Adobe, managed all phases of the on-time migration of the major SAP application and associated infrastructure from the San Jose Data Center to the newly established Hillsboro, Oregon Data Center.

-Led an application development and infrastructure implementation effort at PG&E to determine the impact of earthquakes on deployed equipment. Project nominated to receive special innovation award.

-Successfully upgraded the security infrastructure for twelve PG&E electrical substations meeting all customer milestones and budgets.

-Developed and obtained full regulatory approval for a new Optical Network Terminal for Ericsson and fielded into the AT&T network.

-Developed a product line of secure tablet and handheld rugged wireless computers for the DoD using the waterfall development methodology and obtained NSA Type 1 security certification. Served as supervisor for the development staff.

-Led the development of an Android-based Smartphone using Agile methodologies.

-Received Six Sigma Green Belt certification.

Professional Experience:

April 2016 – September 2017: Adobe Systems (San Jose, California): As a contract Senior Project Manager with Varite Inc,, led the development of key Adobe projects in the following areas: Data Center migration and Cloud application implementation. The Data Center migration work included the development and execution of a major project to move the SAP application infrastructure from San Jose to the newly opened Hillsboro, Oregon Data Center. This included the migration to development, QA, staging, and production environments and associated testing and release management involving multiple user groups throughout Adobe (both local and international). For the cloud technology area, developed and led key projects for migrating critical customer-facing applications (adobe.com and HelpX.com} from a data center-based environment to the Amazon Cloud. This included project plan development, execution, testing, and release to the production environment. Both migrations were delivered on or ahead of schedule and are currently exhibiting improved performance over the data center-based versions that they replaced.

July 2015 – February 2016: PG&E (San Francisco, California): Served as a contract Senior Project Manager with Kelly Mitchell for a major project in PG&E’s Electric Business Technology Group. This was an application/infrastructure development program to determine the impact of earthquakes on various deployed gas and electrical assets. Key responsibilities included the management of the full project life-cycle from overall schedule and resource planning through application design and implementation, including the development and integration of multiple applications, UI/UX development, vendor management, risk management, IT governance and compliance, role as hands on scrum master, and data center design and implementation leadership. Project identified as a PG&E Goal Project and nominated to receive special innovation award.

May 2012 – May 2014: PG&E (San Francisco, California): Employed as a contract Senior Product/Project Manager with Insight Global in PG&E’s Transmission and Distribution Infrastructure Telecom Group. I was responsible for developing a product package (including switches, routers, firewalls, gateways, etc.) to upgrade the IP based telecom network at a number of electrical transmission substations throughout Northern California and associated external network interfacing for OMS, DMS, and SCADA operations. This involved product requirements development, technical product definition, SOW and WBS preparation, SharePoint and website updates, resource acquisition, team building, project planning, customer interaction, InfoSec assessments, risk and change management, site implementation, progress monitoring and control, and management reporting.

February 2011-April 2012: Ericsson (San Jose, California): Served as a Senior Engineering Program/Product Manager in the Wireline New Product Introduction (NPI) Site Solutions PMO group managing the North American Region Fiber-to-the-Curb project for AT&T. Responsibilities/Accomplishments:

• Led effort to obtain First Office Application approval for a new Optical Network Terminal product, including requirements development, overseas prototype/proof-of-concept development and manufacturing, vendor management, customer interface, regulatory approval and compliance negotiation, field trial conduct, Site Approval Notice completion, on-going Integration and Services Support and Customer Experience Management (TR-069).

• Managed the roll-out of 425 of the new terminals involving extensive customer interface and vendor parts availability management and global manufacturing.

• Completed the management and implementation of a series of First Office Application trials for a new Gigabit Passive Optical Fiber Host Data Terminal product upgrade for AT&T, including determining and procuring the appropriate equipment, making sure equipment was available on site when required, working with the customer on schedule, installation, and web-based training documentation preparation and updates, managing the vendor site installation team, and conducting follow-up Customer Experience Management..

• Managed a new product development for installing Optical Network Terminals in existing enclosures and developing cooling solution requirements by working with internal Ericsson engineering and the AT&T customer to develop appropriate options and recommended implementation plans.

• Based on the successful management and implementation of the previous projects, I was assigned as the new Product Manager for completing an Internet Protocol Digital Subscriber Line Access Multiplexer Central Office and Outside Plant First Field Application trial in two locations, including coordinating the field installations, monitoring and supporting the test activities, and maintaining positive customer relations.

April 2006-November 2010: Inter-4/Sierra Nevada Corporation (San Francisco/ Oakland, California): As Senior Engineering Program/Product Manager for the Command, Control, Computers, Communications, and Networks (C4N) business area,

• Led the development of new consumer Android-based Smartphone products and rugged and secure wireless broadband network computing and RF communications products including user devices, LANs, microwave cross-links and base stations.

• Programs and products ranged from small, quick-reaction efforts such as the development of a set of Android Smartphone upgrades and applications through large ($25M), multi-year 802.11-based wireless computer networking developments involving extensive internal hardware and software development, user experience management, subcontractor and ODM management (including ASIC development), and off-shore manufacturing.

• Key accomplishment was the management of the development and Type 1 NSA security certification of a product line of secure handheld and tablet IP based wireless computers using the waterfall methodology for the Department of Defense, and successful transition to manufacturing.

• Managed the development of a new high-end “WiZRD” Android-based Smartphone using Agile methodologies, including coordination of the development in the U.S. and manufacture of the phone in India.

• Developed processes, metrics, and web-based tools to successfully implement effective project solutions involving hands-on experience with MS Office 2007, MS Project. MS Project Server, MS SharePoint, Visio, Oracle Agile PLM, Sage SalesLogix, and Deltek Open Plan.

• Served as supervisor for the core R&D team including performance development, evaluation and career planning; managed multiple projects simultaneously; expanded the business base through strong customer relationship building; and was responsible for full profit and loss performance within my business segment.

April 2004-March 2006: EDO Reconnaissance & Surveillance Systems (Morgan Hill, California): Primary position was Manager of Business Development for domestic microwave telecommunications, imaging, and radar receiver new products. In addition, I led a new customer satisfaction evaluation and management process improvement initiative and completed Six Sigma quality and lean processes training and received Green Belt certification.

I also provided Program and Portfolio Management/New Product Introduction Process assessment and improvement recommendations based on my consulting experience for clients such as Nortel Networks and Lucent Technologies.

August 2003-March 2004: SenSyTech, Inc. (Newington, Virginia): As Director of Proposals, I led and prepared several successful RF product development proposals and served in a sales role involving opportunity development, business plan formulation, customer contact, technical capability briefing creation and presentation, and subsequent proposal follow-up.

May 2001-April 2003: Integrated Defense Technologies Communication Systems (Zeta) (Morgan Hill, California): Served as Program Office Director/Product Developer for a new U.S. and international Air Traffic Control IFF (Identification, Friend or Foe) amplifier product R&D, system integration, and subsequent pilot production program. Prior to my arrival, this complex $3M hardware and software development was a year behind in delivering the first units. Most of the focus had been on just creating the baseline technology, not on delivering the product. To get the program back on track I

Developed partnering relationships with the participating interdisciplinary functional organizations and key transistor development subcontractor,

Established a tailored business process for capturing, documenting, and managing hardware and software requirements,

Established progress reporting reflecting time remaining to achieve individual task goals (versus just activity),

Set up a controlled change management process, and

Instituted a regular “top ten” issue/risk tracking and resolution procedure.

The above allowed the team to

Complete the seed development program and incremental software releases,

Develop an interim production capability (including a new manufacturing process to improve production flow), and

Develop a second generation product and subsequent production activity.

March 2000-January 2001: Azor/Tescom USA (Palo Alto, California): Served as Director of Program/Product Management for a series of Software/Imaging e-Business product improvement, business process enhancement, and system integration programs for DHL Airways’ Information Technology Group in Redwood City (program size: $30M, involving 125 team-members worldwide). When I arrived, the main program was a year behind, had not delivered its key interim software upgrade, and most of the staff had quit. Working with the internal client, key subcontractor, and local and international software architecture and development groups, I was successful in:

Stopping the "scope creep",

Rebuilding the total Program Office team (including a number of "hostile" matrix functional groups),

Focusing the key imaging development subcontractor,

Defining the overall system/software architecture based on a thorough requirements analysis and refinement,

Integrating and fielding the interim software/hardware system and subsequent incremental software releases, and

Re-establishing program credibility within the DHL organization.

At the same time, I was also responsible for the definition and hands-on implementation of a new incremental software development/delivery process, related multi-project site upgrades, and a full plan to achieve the final worldwide product enhancement and system integration objectives based on:

An extensive business analysis of the real requirements,

Definition of the “musts” and “wants”, and

Close coordination with all affected DHL entities, including the tightly integrated transaction-based billing system.

Key accomplishments included:

Guiding the International Program Management Team in Malaysia to produce a successful user interface software package and display layout,

Expanding the role of the QA Project team and the use of automated software testing techniques and tools,

Developing a tailored earned-value process for the program team to use,

Implementing a regular risk assessment/corrective action process, and

Conducting periodic “best practice” Program Management/Software Development/New Product Introduction mini-seminars for the team.

January 1994-March 2000: CSM (Center for Systems Management) (San Jose, California): Performed a range of Program and Portfolio Management/New Product Introduction process development, implementation, and training consulting assignments for various technology-oriented clients including AT&T, Nortel Networks, Lucent Technologies, General Dynamics, Lockheed Martin, Applied Materials, and Space Systems Loral. This included the development of classroom and online training courses working with diverse creative staff.

For Nortel Networks:

Analyzed and assessed the Information Services Division’s Program Management, Software Development, and Client Management processes and culture,

Developed specific infrastructure and intranet/web-based tool recommendations and training courses to enhance ROI and improve end-to-end program performance,

Spent six months in an on-site mentoring and training role for a New Product Introduction activity for the Wireless Networks group in Calgary, Canada,

Developed a unique “Status Onion” concept for use by all IS Program/Project Offices. This new approach included layered status reporting procedures and tools that provided project status information tailored to senior management, customer, and project team needs, and also allowed projects of varying complexity to utilize the portions that best fit their environments.

Built and taught key project/client/systems management and software engineering training courses for the Wireless, Public Carrier Network, Enterprise, and Broadband businesses (attended by over 1500 students), including a special Y2K Supply Chain Enhancement project team.

For Lucent Technologies:

Developed an Integrated Program Management/Program Office course for the Network Services Division’s Program Management Office that rolled together business, technical, and management issues throughout their software and hardware product project cycle from concept and requirements development, through proposal preparation, project start-up, implementation, and close-out.

Developed a special interactive, web-based Project Business Management course that focused on key financial, schedule, and project control issues using earned-value techniques. This was a "hands-on" nine-month effort that covered all aspects of the web development process from course design to individual page production and intranet/web hosting.

1998: Santa Clara University (Santa Clara, California): Taught graduate level Advanced Project Management course (part-time) for the School of Engineering. This was an "early bird" program that required development of a number of special exercises and case studies to keep the students interested and involved at 7:00 AM every Monday morning!

MSEE/BSEE (Oregon State University); American Society for Training and Development; Project Management Institute; South Bay Organizational Development Group.

Contact this candidate