PETER W. SLOMKOWSKI
GLOBAL PMO / PROGRAM MANAGEMENT / STRATEGIC PLANNING
Program & Project Management / IS & IT Application Development & Support / Systems Integration
Operations / Business Transformation / MIS / Agile / Contracts Negotiations / CRM / VRM / Training
Working closely with all relevant stakeholders, improved operational efficiencies, processes and quality while reducing costs for industry leaders IBM, AT&T, Sprint, PSEG and others. Consistently exceeded deliverable goals and objectives in mission critical environments, including information technology, telecom, utilities, financial services and food service arenas, including. With achievements spanning management of programs up to $650M, delivery of complex projects, and contract/budget administration, can contribute in any environment by:
Ensuring project goals meet objectives in a timely, cost-effective manner
Managing project prioritization, portfolio balancing and resource allocation
Achieving buy-in from disparate groups, creating common vision and consensus
Building, training and leading self-sustaining teams that exceed expectations
Trusted advisor and assertive team player with unique blend of organizational, analytical and leadership skills. Strong decision maker, quick to act and create sense of urgency in others. Innovative leader, turning ideas into action. Thrives in fast-paced environments in which deadlines are a priority and multitasking is the norm.
Strong decision maker, quick to act and create sense of urgency in others. Innovative leader, turning ideas into action. MS, Management System Analysis, and BS, Business Management, both from Kean University, and BA, History, Seton Hall University. Master Certificate in IS/IT Project Management from Villanova University.
CORE COMPETENCIES: Program Management, Project Management, Strategic Planning, Global Resource Deployment, Vendor Management, Business Systems Analysis, Application Development & Support, Systems Integration, Operations/ Business Transformation, Negotiating, Help Desk, Training, Staff Development
Lead the initial strategies for Sea Hawk Systems initiatives to allow for direction and support over the sustainable product line while establishing a Project Management Office (PMO). Facilitate project release within a matrix environment. Utilized Agile methodology backed by Waterfall methodology to assemble the organization: As a result, two products brought to market in only 9 months from inception.
Spearheaded initialization of 40G to 100G upgrade with AT&T national rollout. Co-directed project that utilized waterfall and agile methodologies to review deliverable. Mentored Network Solutions PMO. Supported and directed estimate and delivery to customer. Defined management scope related to time and cost.
Managed 100+ projects ($30M to $650M) concurrently within budget for IBM Global Services. Provided key support for financials in project management development for merger and acquired systems for AT&T. Directed project managers while supporting waterfall methodologies related to staffing and financials.
Streamlined program/project management process as part of Bell South acquisition of AT&T. Collaborated with key stakeholders to identify redundant steps in program/project management areas. Trained 11 different project management organizations to enhance and streamline work flow process. Reduced redundant entries 20%.
Led offshore migration of IBM infrastructure and development, reducing Sprint costs by 50%. Worked with IBM-India to identify knowledge base and staff for migration. Determined recently opened development center in Brazil would meet needs. After three-month break-in and additional processes in place, migration was a success.
PETER W. SLOMKOWSKI Page 2 of 3
SELECTED ACCOMPLISHMENTS (Continued)
Developed real-time monitoring and reporting system, reducing IBM/AT&T project costs. Tasked with creating web-based app enabling development, delivery, testing and project management to document/collaborate across both companies. Developed tool to follow entire project lifecycle, while also tracking funding and billing.
Reduced TCG customer turn-on period 75%, meeting AT&T requirement for takeover. Time from order taking to customer turn-up of Local Services took 45+ days. Developed OneTouch process utilizing key databases. Outsourced development and training. Reduced process to less than two week. Accelerated billing and revenue.
Centralized TCG billing operations, reducing costs and supporting ISO9000 compliance. Company had multiple switches with data in multiple cities, generating multiple bills. Produced supporting national billing database to pull data nightly from regional and city switches. Opened door for AT&T to begin negotiations to purchase TCG.
Standardized emergency data acquisition process, reducing LEC data entry time 82%. TCG had to acquire and load Emergency 911 information regularly due to information and database changes. Worked with National E911 system and assisted in standardization across local exchange carriers (LEC). Reduced entry to 1.5 days.
Automated TCG billing process for San Diego County, significantly reducing costs. Printing 9000+ pages of detailed telephone call records and billing statements each month was not cost-effective. Designed database executable to pull detail data out of billing system monthly. Reduced bill size down to 25 pages.
Director of Strategic Business Planning, 2014–Present. Direct innovated technologies supporting the most sustainable food safety solution for restaurant chains/large restaurants globally. Established a Project Management Office (PMO) to facilitate project release within a matrix environment. Utilized Agile methodology, backed by Waterfall methodology to assemble the organization. Consulting Director of Strategic Business Planning, 2013–2014. Designed and developed strategies and process for supported global product solutions.
Nextgen Information Systems
Global Program Manager, AT&T, 2014-2014. Direct utilization of waterfall and agile methodology within AT&T PMO for Network Infrastructure and Network Solutions on provisioning and maintenance of environments supporting 40G and 100G national rollout. Worked with stakeholders and customer to review impact of incorporating requirements and deliverables. Directing program/project management scope related to time and cost with additional responsibilities auditing LST Decision Gates.
IBM Global Services
Strategic Business Planner, AT&T, 2006-2013. Operated, supported and directed contract work authorization process for over 100 concurrent projects by directing program/project management scope related to financial and headcount for merger and acquired systems related to AT&T. Oversaw and directed management support of project plans and release rollout, serving as single escalation point of contact
Senior Resource Deployment/Migration Manager, Sprint, 2005-2006. Led migration process of Application Development, Technologies and Support overseas. Spearheaded the reallocation of existing US staff within the IBM-SPRINT account and across other IBM accounts.
Senior IT Delivery Manager, AT&T, 2002-2005. Supported and directed organization supporting Project Management, Development, System DBAs, Testing, Documentation and Help Desk personnel supporting Integrated Financial Platform (IFP) and Tools & Technology Development across contract. Administered development of time estimates for delivering enhancements by facilitating API integration of new features. Defined and communicated to executive board release strategies, contents and progress in accordance.
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CAREER HISTORY (Continued)
IBM Global Services
Senior IT Manager on AT&T/IBM e-Business Pilot Program, AT&T, 2001-2002. Worked with Project Managers to enhance skills for Sr. Project Management and e-business development. Teamed with managers in Project Management, System Engineering, Programming and Testing coordinating Electronic Customer Bonding (ECB) eCommerce Initiative as part of Electronic Ordering System. Worked to enhance and lead Managers on Web based Electronic Ordering System (eO-Data) for Frame Relay, IP and Private Line Networks and Systems.
IT Manager Of Systems Documentation, Training, Testing & Release Logistics, AT&T, 2000-2001. AT&T. Local Services Support outsourced to IBM, with responsibilities remaining intact. Acted as Executive Requirements Analyst for various Applications including Billing Environment Solutions (BES), Access.
AT&T Local Services
Manager Of Systems Interface Dev., Documentation, Training, Testing & Release Logistics, 1998-2000. Led numerous teams of Developers, Documenters and Trainers to support internal AT&T Local Telephony Services environment. Negotiated, coordinated and supported User Acceptance Testing and Release Logistics during rollout of Customer Care & Billing Service Systems to over 20 AT&T User Groups/Centers. Utilized appropriate tools to provide access to data, while providing appropriate level of End User Documentation and Training for both Mainframe VMS and Relational Database GUI Systems. Facilitated integration of company acquisitions and mergers into AT&T Local Services environment.
Teleport Communications Group - TCG
Senior Manager RAO Planning, Planning, 1997-1998. Planned and developed Revenue Accounting Office (RAO) Billing systems working with Marketing, Engineering and outside entities to develop and integrate into Martin Capacity Access Planning (CAP) Billing system. Managed and negotiated VERTEX contract (Jurisdictional Tax Application Software). Designed and planned migration of Capacity Access Planning system to Intra/Internet.
Manager Residential Processing, Finance, 1996-1997. Responsible for nationwide financial processing and residential billing systems. Supported, analyzed and monitored systems. Worked in conjunction with Marketing, Customer Service and Engineering to provide and support Local Exchange Carrier (LEC) customer base.
Senior Systems Analyst, Finance, 1995-1996. Performed financial data analysis pertaining to client billing within. Analyzed and monitored trends in customer usage and customer demands.
Public Service Electric & Gas Co. (PSEG)
Senior Systems Administrator, 1990-1994 and Computer Staff Specialist, Stock Holder Services, 1988-1990; Engineering Assistant, Engineering, 1984-1988.
Stafford Township Planning Board – Vice-Chairman, 2010–Present
Boy Scouts of America – Finance Chairman Jersey Devil District, Jersey Shore Council, 2014–Present
Cubmaster, St. Mary’s Pack 66, 2012–2016
Stafford Township Board of Education – Board Member, 2006–2009
New Jersey School Boards Association, Legislative Representative for the New Jersey 9th District, 2006–2009
Township of Union – Constable, 1985–2006