SENIOR PROGRAM / PROJECT MANAGER

PMO ~ Program Management ~ Change Management ~ Project Leadership ~ SDLC ~ Strategic Planning

Process Improvement Specialist ~ Efficiency Expert ~ Negotiations ~ Budgets ~ Relationship Management

PROFESSIONAL SUMMARY

Highly accomplished, detail oriented, and results-driven Senior Manager with over 15 years of experience managing IT and business projects ranging from $250K to $10M. Utilizing my strong organization, communication, and analytic abilities to successfully lead projects, meet goals, and implement best practices and systems to drive continuous improvement.

Throughout my tenure at various organizations, I have showcased an exceptional track record leading teams in the successful completion of projects through full life cycle from initiation, planning, development, deployment, and training. Recognized strengths in managing projects and cross-functional teams from various domains, structures, and geographical locations.

Adroit in business process reengineering, budgeting, providing clear/actionable objectives, project scoping, conflict resolution, stakeholder engagement, defining realistic timelines and estimates, managing ambiguity, mitigating risks, deliverable cadence, communication, evaluating benefits realization, providing best practice protocols, and controlling: costs, scope and schedules.

SKILLS SUMMARY

Business

Management: Project, Relationship, Conflict, Asset, Change, Time, & Fiscal

Analysis: Business, Data, Costs & Systems

Process Improvement & Automation

Innovative Solutions

Human Resources

Business Continuity

Customer Service

Problem Solving

Critical Thinking

Training

Industry/Domain

Technology

Financial Services

Human Resources

Insurance

Supply Chain

Logistics

Construction

Manufacturing

Call Center

Printing

Public Sector

Real Estate

Retail

Procedural

Conceptual Modeling

Implementation

Risk Management

Innovative Solutions

Performance & Portfolio Management

Visual Modeling: Workflow & Prototyping

Persuasion & Influencing

Policy & Program Development

Score-carding & Matrixes

PMBOK and BABOK

Technology

Methodologies: Waterfall, CPM, Agile, & Iterative

Data: Modeling, Integration, Warehousing, Migration, and Management

Enterprise & Systems Architecture

Software: MS Office, Visio, MS Project, SharePoint, Power BI, Clarity, SQL, EDI, AutoCAD, Aperture & MAXIMO

Best Practices: ITIL, ITSM, Lean, Six Sigma, and PPM

Enterprise Systems: ERP, ECM, SCM, CRM, SaaS, and MIS

Dashboards: MITS and Tableau

EDUCATION & CERTIFICATIONS

Mount Vernon Nazarene University – Expected Graduation 2018

MBA Focus in Organizational Management Master of Science of Management Focus in Strategic Management

Saint Cloud State University - 2008

Bachelor of Science: Business Management Minored in Accounting

Bachelor of Science: Real Estate Minored in Construction Management

ITT Technical Institute – 1991

Associates of Applied Science – Computer Aided Drafting & Design

Certifications

PMP #1749201 SSYB #62379 – SSGB (2018) ITIL (2018)

SFC #65116 – SMC (2018) BA – CBAP (2018) TOGAF (2018)

PROFESSIONAL EXPERIENCE

Senior Project Manager Contractor to Chase Bank TEK Systems

11/2017 – Present Financial Services Westerville, OH

Project Management and performance analyst expert, driving performance reporting and analysis to increase productivity while decreasing organizational costs and risks. Managing multiple work streams and global resources to ensure program deliverables and success are achieved.

Drive Performance Excellence Program goals, ensuring functional areas and Lines of Business successfully align to the program objectives and criteria

Directed cross-functional, indirect resources to produce valuable program deliverables

Utilized quick learning to become a developer and user of Tableau to ensure Executive reporting was created

Prepared un-standardized and inconsistent data from multiple sources to ensure validity and accuracy of reporting

Audited data for errors, anomalies, and inconsistencies, designed solutions and best practices for future reporting

Validated workflow against representative sample, adjusting the workflows as previously undetected errors arise

Transformed dataset when workflow effectiveness was achieved, preparing the data and backflow of cleaned data

Coached other PMs on various PMI standards, various applications, industry standards, and best practices

Applied expertise in operational excellence and performance monitoring to set standards for program success

Identified opportunities and detailed solutions for tactical and strategic initiatives to improve performance, on/off boarding employees, build Professional Communities, and set standards for Performance Excellence

Collaborated with global teams to align data and reporting initiatives, ensuring compliance with project criteria

Program and Project Manager Contractor to Vertiv Corporation Randstad

7/2017 – 11/2017 Global Provider: Data Center & Infrastructure Westerville, OH

Project Management and technical expert, driving critical transition and transformation projects to completion; decreasing organizational costs and risks. Aligning global programs and projects to the Enterprise’s “One Vertiv” culture.

Expertise in operations, project lifecycle, and methodologies allowed swift execution of projects from inception to completion meeting or exceeding Transitional Service Agreement (TSA) requirements; deterring risks and costs

Utilized extensive knowledge in operational excellence and performance monitoring to ensure longevity of organizational continuous improvements; identified benchmarks, risks, solutions, & strategic goals for critical areas

Lead the Global Information Security project: Endpoint Security Services to implement: LANDesk, Symantec Anti-Virus, PointSEC (Checkpoint), Symantec VIP Access and Global Protect

Brought in to deliver the ServiceNow IT Support and User Training to meet the Go-Live date (3 weeks)

Drove Global projects to meet the TSA deadline (60 days) from initiation to completion

oDecreased organizational costs and implemented processes for on and off boarding employees

oDeveloped a global training process to ensure User and IT Support engagement and success

Managed transformation projects to decrease organizational costs, resources, and increase efficiencies

Drove Infrastructure projects to completion sooner, decreasing costs, resources, and meeting TSA requirements

Quickly learned organizational PMO standards, processes, and practices to ensure proper documentation

Coached other PMs on organizational processes, infrastructure, and operational excellence to increase the quality of projects and customer satisfaction

Collaborated with global teams to complete projects in a timely manner to reduce risks, and decrease costs

Identified legacy applications/systems for decommissioning to decrease footprint/costs and increasing productivity

Sr. Project Manager and Business Analyst Contractor to HFI Inc. Randstad

7/2016 – 7/2017 Automotive Manufacturer Columbus, OH

Business and technical expert, gathering, analyzing, and developing strategic and innovative processes to align to a “One” culture. Provide organizational and process expertise to develop exceptional practice and procedures.

Managed the new IT Helpdesk implementation, migration, and training. Since implementation, integrating the software with other IT applications to increase efficiencies and productivity of the organization and IT Dept

Implementing PMO standards and practices to align with industry and governmental standards and protocols

Project scoping for HR department SaaS selection (purchase or develop) of succession planning initiative

Collaborated with Human Resource department to update and clean data for migration to new application

ERP Selection and Implementation

oPerformed initiation and planning documentation and analysis

Developed RFI, RFP, and SOW: Engaged consulting firms and vendors for inclusion in process

oCreating Strategic and Integrated Roadmaps of current processes, developing gap analysis, and

oCreating Strategic and Integrated Roadmaps in various domains and capabilities to develop gap analysis

Business Process Modeling Projects

oAutomate processes and reporting using Power BI

oUpdate existing MRP and ERP systems

oImplement processes that decrease organizational waste while increasing productivity and transparency

International Expedited Freight process – visibility into $5M yearly expense to decrease costs

Enhancement projects to streamline costing, pricing, inventory, PPM, RMA, and ERP changes

Human Resource projects: new software, requisition, recruiting, onboarding/release, & training

Managing BPM release cadence: from 1-2 per year to 1 implementation & 3 releases quarterly

Design, develop, and implement business transformation processes and projects using various tools

Rationalized applications utilizing various techniques to decommission systems, decrease footprint/costs

Provide organizational and process skills to develop protocols and procedures in developing the PMO and best practice standards in the IT Department

Mentoring Junior Project Managers and Business Analyst to adhere to professional standards and methodologies

Sr. Consultant – Business Consulting Contractor to Nationwide Insurance ComResource Inc.

2/2015 – 3/2016 Insurance & Financial Services Columbus, OH

Served as a technical expert for the discipline of business consulting and analysis. Analyzed the organizations function including the origin, reasoning, and methodology of key policies, practices and procedures to developed effective solutions

Portfolio Plan Management – worked with Portfolio Management team to develop a process to include plan demand and resource management into current processes

IT Application BSA – Enterprise Applications Projects

oServicesNow Implementation

Supported IT Capability Director by developing and maintaining project business case, cadence calendar, resource planning/costs, benefits realization, and budget documents; planned vs. actual

oProject Management Software Selection

Performed initiation and planning tasks

Evaluated various system, architecture, and packages based on requirements: SaaS, IaaS, PaaS

Analyzed COTS vs. developed software

oPerformed benefits analysis and business case development to align customer needs to “One Nationwide”

oDeveloped rationalization plan of legacy and redundant applications and systems

$16M in cost savings over the 3-year plan

Decrease in niche knowledge of technical staff

Increased performance due to streamlined systems

Application simplification and rationalization efforts for IT Apps BSA in conjunction with the eCTO Strategy and Planning initiative

oUtilized business process modeling to identify gaps and opportunities

oPerformed analysis and business case scenarios to justify reduction and highlight hard and soft cost savings

oDesigned maps to showcase phased implementation to increase adoption and decrease disruption

Resources Planning Project

oPerformed analysis and recommendations of organization’s resource management effectiveness

Used Business Transformation Process (BTP) framework to develop and operationalize the 3-5 year Strategic and Integrated Roadmaps for various domains and capabilities: ECM, Run, IRM, Architecture, and GIS

Worked with Rapid Response Team to develop maps, standards, and protocols for enterprise adoption templates

Completed program and project documentation, defined requirements, scope, resources, and project objectives

Collaborated and analyzed project requests with businesses, Application Developers, and Solution Architects

Created Service Catalog based on ITIL framework and standards

Mentored and developed Interns in processes, encouraged career exploration and maximized positive elements to improve performance, innovation, and workplace experience

Senior Project Manager and Business Analyst Waialae-Larson Properties LLC

2/2013 – 2/2015 Financial & Real Estate Services Columbus, OH

Directed multi-state teams of 13 members to complete small to medium projects with values up to $750K. Coordinated multiple, simultaneous projects involving various business units, IT resources, and vendors to ensure project success.

Directed application development for client proprietary systems

oAsset Management, Commercial Insurance, Property and Casualty Claims

Planned requirements gathering, designed protocols, managed enhancement and development programs

ERP Selection and Implementation Project

oFour multi-state locations

oClient documentation automation

oReporting and financial automation

Process Change Project – Planned, implemented and managed policy, performance and organization change mgmt.

oIncreased quality due to improved client scorecard rating from 83% to 95%

oDecreased errors from 18% to 3%

oNegotiated with client to increase volume by 46% in 60 days

Initiative Selection Project

oAnalyzed and selected initiatives based on difficulty, requirements and skill levels

oDesigned, developed and implemented policies, governance and procedures for IT systems, program and project management

oManaged lifecycles of software development, system, implementation, construction and training projects

Resource Planning – Scheduled staff, technology, and equipment

oEnsure staff is trained adequately

oVerify available equipment, locations, systems, budget and technology

Senior Project Manager and Business Analyst Miken Construction Company

1/2010 – 1/2013 Financial & Real Estate Services Ontario, CA & Columbus, OH

Directed teams of up to 50 individuals from varying departments from functional to projectized organizational structures. Succeeded in maintaining budgets, scope, and schedules for various projects, with project values up to $3M.

Corporate

Responsible for the overall implementation, performance and continuous improvement of the systems, applications and processes of the technology and business initiatives.

Redesigned and automated processes; mapped as-is and to-be processes and workflows

Designed and directed business units on best practices, protocols, procedures, change and staff/vendor development

Provided cross-departmental leadership in project management, team development and process improvement

Managed projects to implement various departments:

oQuality Program – Created QA programs and criteria for technology, customer service, and vendors

oTraining – Implemented training utilizing PowerPoint, SharePoint, online, in-person and CBT formats

oTechnology – Established strategy for maintaining software, systems and continuous improvement

oProject Management Office – Initiated best practices, strategic change, portfolio management and training

Reporting Project

Automated web-based reporting – initiated security measures and trained internal/client staff

Instituted financial and accounting reporting corporate wide

Recommended and led initiatives of data governance, retention and master data management

Training Project

Developed corporate staff in diverse geographic locations in 3 states with 4 offices

Trained the trainer for off-shore office in Bangladesh

Instituted nationwide training program for all contractors and third party vendors

Collaborated with and trained client staff to Federal guidelines and regulations in various industries

Clients: Bank of America, Huntington Bank, Safeguard, CoreLogic, LPS, Cityside and Wolverine

Instituted business development initiatives

Automated RFP/RFQ processes for various services and markets

Introduced methodology in compliance project regarding RFPs, RFIs and SOW proposals, initiatives & compliance

Resource Management

Team Management: 9 to 50 individuals: developers, programmers, testers, team leads, trainers, users and SME’s

Consultant Management: On-shore and off-shore consultants in technology, business process, and customer service

Vendor Management: Developed training rating system for over 300+ nationwide vendors

Exemplified leadership skills based on integrity, commitment, rewarding ethical behavior and “walking the walk”

Motivated and inspired team to share the vision of empowerment, change and personal development

Managed technology directives

Analyzed current software, systems and structures

Recommended various packages to manage departments more effectively

Evaluated various systems, performing analysis of COTS vs developed systems

Oversaw implementation and execution of software, system and process changes

Led cloud based software implementation for geographically diverse locations

Designed and managed testing procedures to ensure data integrity and quality of organization

Ensured Service Level Agreements and Operating Level Agreements are met and or exceeded

Managed teams that maintained systems supporting infrastructure, Microsoft Software and application systems that support Finance, Application Performance Monitoring, SharePoint, video conferencing, and other production systems

Managed co-location telephony and network implementations: Cloud and wired (Avaya, NetSuite & Cisco, etc.)

Steered implementation of communication systems into multiple state offices

Monitored and initiated troubleshooting of Avaya and Citrix XenApp/Desktop and VMWare systems

Guided implementation and training of staff in cloud based systems across multiple state offices

Led project: designed, developed, deployed, tested, released and maintained proprietary client specific web portal

Identified risks and constraints: assigned techniques, mitigations and processes and directed required changes

Mid-Ohio Acquisition and Merger Project

Corporate relocation to finalize acquisition and merger of new purchased organization with offices in 3 states.

Analyzed status of organization, produced as-is and to-be process maps, designed and developed process changes and operational performance reporting

Aligned technology with Miken’s standards and protocols to ensure business continuity

REO and Inspection Departments

Reengineered departments to increase productivity, decrease waste and increase scorecard rating with client.

Analyzed current state of departments; recommended process changes to increase productivity; identified department waste and recommended adjustments; and developed plan to implement Quality Control Department

Instituted training of Project Managers, accounting staff, inspection department and QC staff to ensure consistency of quality, production and timeliness

Coached Project Managers in process changes, system enhancements and quality initiatives

Acquired buy-in from all PM’s – with training they complied with all procedural changes and initiatives

Decreased work load of PM’s from a daily average of 90 to 45 files without increasing staff

Increased morale through decreased stress and clear guidelines and expectations

Insurance Department

Automated Commercial and P&C claim submission

Automated reporting to internal staff, executives, and client representatives

Vendor Management Department

Managed reengineering of department to acquire quality vendors and contractors in PNP, Seasonal and PNP/REO departments.

Analyzed current structure, recommended vendor rating system, implemented recruit/train system and recommended technology enhancements

Integrated new software, migrated data to new system, trained staff and vendors to adhere to new system

Automated reporting, vendor rating/reward system and training tests

PNP Department

Led projects to assess current system sustainability, process/workflow mapping, increase productivity, decrease errors, train staff and increase market share.

Analyzed current software, hardware and processes

Recommended procurement of software, hardware and communication tools

Implemented new systems and processes to integrate new software, training and communication tools

Directed migration of data to new system – ensuring data retrieval, integrity and retention

Analyzed and executed process changes – increased on-time ratio from 100% late to under 5% late in 45 days

Collaborated with stakeholders to ensure client requirements were met, quality metrics were adhered to and exceeded, and reporting was automated

Project Manager and Business Analyst Coin-tainer Co

8/2008 – 10/2009 Retail, Manufacturing, & Logistics Milaca, MN

Strategic Planning – Defined vision, analyzed, directed, implemented and managed organization’s Strategic Plan to ensure sustainability, agility and quality performance.

Determined organizational excess and planned for reduction, reconfiguration for long term growth

Defined, developed, managed and maximized short, medium and long term strategies, profitability, operational plans, vision and obtained buy-in from stakeholders with coaching and mentoring

Planned, developed and deployed change management initiatives for multiple departments

IT Department

Implemented projects and systems to ensure compliance, adherence to objectives, scope and strategic plan

Forecasted resources, technology and growth ensuring project sustainability

Managed lifecycle projects: software, systems, procedures, documentation and training

Oversaw project milestones, risks, goals, deadlines, assigned teams/duties, monitored and reported project progress

Designed and implemented data management, warehousing, governance and migration projects and initiatives

Evaluated, reengineered and implemented order and production management systems

Developed and managed projects for implementing the mapped to-be states of software, processes and workflows

Managed stakeholders: Sponsors, Executive level (C, VP, and Officer Level), Managers and User Groups, etc.

Developed systems to monitor production, performance and revenue – automated reporting for executive teams

Defined, designed and managed scopes, budgets, schedules, resource allocation, testing and implementation

Communication – Designed and conducted effective information sharing to teams, stakeholders, individuals and groups.

Designed, developed and conducted clear and concise presentations to obtain buy-in from stakeholders.

Utilized active listening skills, deciphering non-verbal cues and developed appropriate responses.

Risk Management – Analyzed processes, defined risks/problems and implemented optimum and creative solutions based on departmental constraints, available resources and effective results.

Changed processes, implemented company-wide training programs, and managed analytics/reporting

Identified, monitored, mitigated and escalated risks to projects, resources and implementations

Budget Management – Analyzed, designed, implemented, oversaw and forecasted resource allocation, fraud detection and management of budget to deter cost-overruns and budget drift.

Determined priorities, selected initiatives, controlled project performance and evaluated planned vs. actual results and constraints (Costs, Schedule, Scope, etc.)

Planned, developed and deployed change management initiatives for multiple departments

Implemented RFP, RFQ and procurement procedures to ensure compliance and quality

Full Time Student St. Cloud State University

6/2006 – 7/2008 Dual Bachelor of Science Degrees: Business Management & Real Estate St. Cloud, MN

VOLUNTEERISM/COMMUNITY INVOLVEMENT

Mentoring At-Risk Individuals: Youth, individuals, and families

Mentor and Train Individuals: MS Office Professional Suite, MS Project, Finance, and Professional Coaching

Volunteering: Habitat for Humanity, Helping Hands, NACA and Community Organizations

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