Management Project

Peter Crocitto

**** ********* **** ** **** C 210-***-**** *************@*******.***

Summary

A highly qualified and forward-thinking top information technology executive and corporate officer in leading, running and building highly effective global insurance program management office and application development and support organizations. Possesses key strengths in communication and organization skills, including the ability to develop strong working partnerships with business stakeholders, business executives, and external business partners. Demonstrates excellent people management abilities, with additional strengths in strategic planning and vision-setting with purpose, as well as deployment and operation management to develop productive and bottom line-driven results.

Business Units: Corporate Business Unites focusing on Auto, Banking, Property and Casualty, Life and Retirement, Claims, Call Centers, Home, Business Product Development, Annuities, Group Benefits, Travel, H.R, Finance, Actuary, Legal, Customer Care, Back Office Printing.

Core Competencies: Executive Leadership, Program / Project Management, Risk and Issue Management, Cost-Effective Problem-Solving, Executive Relationship Management, Organizational Reorganization, Development and Expansion ROI, Customer Satisfaction, Effective Budget Administration, Goal-Setting to Achieve Key Objectives, P&L Accountability, SLAs and Master Contracts, Strong Negotiation Skills, Multi-Platform Global Organizations, Business Alliances and Vendor Partnerships, Process Reengineering and Improvement, Organization Change Management, Project and Production Change Management

Languages / Tools: Abobe Live Cycle (ES2 / ES4), Avoka Forms, Cobol, CSS3, .Net, Java, Java Script, Core Java, Spring, Hibernate, Multithreading/Concurrency, ECLIPSE, WebServices, SOAP, JSP, Servlets, JQuery, EJB, HTML5, Ajax, XML, MVC, Apache, Click, Velocity Framework, TFS, Serena ALM and Deployment Suite of products, PPM, HP QC, etc…

Global Experience: Argentina, Australia, Brazil, China, Philippines, India, Japan, New Zealand, Singapore, Switzerland, Italy, Ireland, France, Hong Kong, Panama, Germany, Canada, Mexico, Belgium, Venezuela, Brazil, Thailand

Key Contributions

Set vision and global PMO and IT application development and support strategies to leverage tools and applications to drive member engagement and provider participation in key strategic initiatives.

Defined communicate plans, policies, and standards for organization for acquiring, implementing, and operating global IT application development and support systems.

Developed standards-based global PMO & I.T application development and support suite of services, providing financial analysis and IT risk management.

Oversaw strategic relationships between internal PMO & IT development and support resources and external entities, including government, vendors, and partner organizations.

Approved, prioritized, and controlled program and project portfolio as they related to selection, development, and installation of major information systems, applications, and infrastructure.

Provided program and project management (PM) services to assigned business areas; ensure project management leaders are effectively leading projects to achieve desired business results

Implementation of PM best practices; collaborate with PM practice leader to influence the implementation of best practice methods, processes and tools

Drove the production of quality project information, including project budgets, forecasts, status reporting and issue/risk reporting

Drove the health of the project portfolios for assigned business areas; ensure transparency of project progress and issues/risks. Provide guidance to staff and business leaders to improve project execution and remove barriers to successful execution

Grow the business acumen of staff directly supporting specific business areas; understand the demand for resources from business leaders and project pipeline in order to allocate resources with the right skills to project initiatives

Develop effective working relationships with suppliers and partners to create an effective and efficient delivery process to achieve project results

Participate in the scoping and approach for leading, resourcing, and financing global project efforts, working collaboratively with counterparts in other QBE divisions

Manage a performance enhancement culture by actively coaching and mentoring direct reports, providing regular feedback and developing employees for wider roles and responsibilities to foster professional growth and development

Manage budgeted resources by anticipating expenditures, accurately forecasting resource needs/costs and properly accounting for expenses to meet requirements and achieve fiscal responsibility

Created a positive environment by modeling cultural expectations and guiding leaders to reward performance and value "can do" people, accountability, diversity and inclusion, flexibility, continuous improvement, collaboration, creativity and fun

Designed and Implemented core value models regarding in personal work behaviors, decision-making, contributions and interpersonal interactions; manage own career development by soliciting feedback and valuing other perspectives

PMO lead and directed team of 130 offshore resources with deep understanding of OO design principles to create custom software solutions or modify package solutions.

Led team of 40 project managers as central point of contact for communication and problem-solving within projects, including milestones, issues, risks, and budget for internal management and external stakeholders.

Translated client’s business requirements into systems design.

Successfully led on-shore and offshore development teams that successfully delivered custom and ERP enterprise solution, resulting in replacement of 100 legacy core applications that included the following key activities:

Evaluated overall goals, initiatives, technology, and business objectives, and provided appropriate feedback on using best practices to meet each goal.

Updated existing documentation for business processes and systems.

Conducted interviews with business and technology stakeholders.

Provided recommendations and identified gaps after review of existing services.

Reviewed COTS packages and provided recommendations.

Worked closely with client's global IT application and support organization to establish technology strategy at an IT development and support level.

Established high-, mid-, and micro-level plans, and set technical direction.

Led estimation effort for projects and identified and managed risk.

Developed, tracked, and controlled IT application, I.T operations and Infrastructure annual operating and capital budgets, including developing business case justifications and cost-benefit analyses for IT development and support spending and initiatives.

Assessed and strengthened critical areas, such as process improvement, standards, asset management, change and configuration management, disaster recovery, and business continuity planning, as well as strategic planning, service management, and service delivery.

Assessed, analyzed, and implemented and improved global IT development and support controls and best practices. Took ownership of processes involved, mentored staff, and recommended and implemented effective remediation options.

Formulated complete IT development and support disaster recovery and service policies programs for corporate office, as well as two locations in United Kingdom and Malaysia, incorporating best policies.

Organized all human resource activities for group to include recruitment, hiring, performance reviews, goal-setting, and monitoring, as well as developing and mentoring staff in technical, relationship management, and customer service skills.

Isolated low- and no-value activities performed by local technology staff and automated or shifted activities to appropriate internal and third-party entities. Developed annual departmental IT development and support budgets on a global basis and managed all group expenditures to ensure financial compliance.

Organized regional and site-specific support roles and processes to ensure smooth operations and teamwork. Worked with regional IT development and support managers to define individual technology skills and create regional resource pools to efficiently accomplish project and support objectives.

Experience

Caesars Entertainment, Las Vegas Nevada

Global Vice President IT 2015 – 2017

Reporting to the Global Chief Information Officer – I was responsible for leading and running the day to day operations of running the Information Technology business operations (. I.E. like being a COO) I was accountable for fixing, stabilizing, transforming, re-inventing and then innovating the day to day information technology organization. Provided strategic direction in the organization’s innovation efforts and role in experimenting with new solutions to take advantage of those opportunities in the fulfillment of the business strategy of the enterprise. Led an organization of over 350 which includes on-site, remote, near shore and offshore resources. Budget responsibility was over $350 million which includes Capx and Expx.

AIG Global Consumer (formerly known as Life and Retirement), Bridgewater, NJ

Vice President, Senior Information Officer 2013-2015

As deputy CIO – I lead a global IT and PMO, product development, and business application development and support shared-services organization for Global Consumer, delivering innovative technology solutions to Banking, Claims, Property and Casualty, Life, Retirement, Auto, Annuity, Finance, HR, Home, Wealth Management, Group Benefits, Mortgage Services business that drove speed and scalability, while supporting firm’s goal of leveraging marketplace opportunities. Drove business and technology IT development and support relationships for strategic direction, growth, and management of digital banking solutions, sales force, brokers, exchanges, and other third-parties to distribute company products and services. Oversaw Workday, ERP (Oracle, SAP, SyteLine 8) development, deployment, and support. Managed global IT development and support budget of $45,000,000 with global application development and support staff of 175. Established and ran COE start-up, consisting of PMO, architecture, development, testing, and ERP application maintenance support. Drove Fed Readiness and ITSRC compliance, and transformed GLOBAL CONSUMER IT to deliver desired business outcomes.

Developed and maintained ERP, best of breed, and custom and legacy computer applications (mainframe, e-commerce, customer-facing, open systems, BI and BW warehousing, and SAAS) to support all GLOBAL CONSUMER business units (Digital Banking Solutions, Auto, Claims, Home, HR, Finance, Legal, Procurement, Life, Retirement, Property and Casualty) using both on-shore and off-shore development centers. Built on comprehensive integrated global application framework and advanced data warehouse. Provided business support for Global Consumer field offices and financial advisors. Managed digital banking solutions, outsourced technology infrastructure from multiple providers to meet business needs and service levels, and maintained IT governance and security functions, including program management office, IT security and compliance, architecture, business continuity, IT finance, and vendor management. Designed, implemented, and deployed IT governance process to deliver transparency into IT projects, including business partners with key role in establishing priorities and budget management. Ran the Global Consumer ADM Fed Readiness programs.

Implemented and deployed Auto, Property and Casualty, Home and One Claims solution for Global Consumer which was delivered on-time and within budget. Solution included the consolidation of 40 out dated business applications. Saving the AIG over $40m in reduction of maintenance, limitation of out dated technology, and elimination of duplicate software licenses. Other savings included reducing annual maintenance 25% saving or 15% in infrastructure TCO.

Designed and Deployed a Global PMO Governance Board that ensured,

oIntegration of Program Life Cycle (PMLC)

oSoftware Development Life Cycle (SDLC / Waterfall and Agile)

oBusiness Life Cycle (BMLC)

oOrganization Change Management (OCM)

As leader of the PMO; me my team was accountable for,

oDefined communicate plans, policies, and standards for organization for acquiring, implementing, and operating global IT application development and support systems.

oDeveloped standards-based global PMO suite of services, providing financial analysis and IT risk management.

oOversaw strategic relationships between internal PMO resources and external entities, including government, vendors, and partner organizations.

oApproved, prioritized, and controlled program and project portfolio as they related to selection, development, and installation of major information systems, applications, and infrastructure.

oProvided program and project management (PM) services to assigned business areas; ensure project management leaders are effectively leading projects to achieve desired business results

oImplementation of PM best practices; collaborate with PM practice leader to influence the implementation of best practice methods, processes and tools

oDrove the production of quality project information, including project budgets, forecasts, status reporting and issue/risk reporting

oDrove the health of the project portfolios for assigned business areas; ensure transparency of project progress and issues/risks. Provide guidance to staff and business leaders to improve project execution and remove barriers to successful execution

Implemented and supported an ERP, best of breed, custom and legacy application development and maintenance strategy, leveraging global delivery vendors and reducing annual maintenance 25%. Transitioned application hosting services from ACS to AIGGS, saving another 15% in infrastructure TCO.

oRedirected resulting savings to product development, mobility and digital transformation initiatives, and life initiative.

oStrengthened underwriting and risk management through robust work flow, predictive analytics, pricing, and reserving models, resulting in 15% increase in revenue over three years.

Drove consolidation of front-office and middle-office platforms from disparate systems for institutional markets while developing robust data warehouse for asset reporting and meeting CAAR requirements for liabilities.

oProvided capacity of up to $10,000,000,000 in new business acquisition annually.

Established new PMO and IT development and support leadership organization for domestic and international businesses with closer business alignment while achieving overall alignment with corporate initiatives, including several trust-building exercises, metrics and reporting, and promoting from within to build healthy team.

Performed strategic planning for launch of AIG-People Insurance of China joint venture for relaunch of life business in China. Served as key member in acquisition and integration of Fuji Life Insurance in Japan.

oImplemented and supported HR Workday, Finance, Legal, Procurement, SAP modules, including APO, FI and CO, MM, PP, WM, SD, SCM, PM and QM, HCM, APO, SRM, Basis, Security (GRC), and BI.

Delivered ADM four months ahead of schedule.

Released vendor management three months ahead of schedule. Served as member of VM executive steering committee and member of VM working group. Applied VM policy changes on or before due dates.

Led Global Consumer SLM program as member of SLM executive steering committee, attended SLM biweekly working group, and served on SLM tool selection committee. Recognized as first BU to successfully execute SLM pilot program. Ensured GLOBAL CONSUMER met SLM milestones and deliverables.

Led Global Consumer security logging and monitoring program, which was delivered on time and under budget.

Led Global Consumer IT development and support governance, including IT development and support horizontal audit (completed two months ahead of schedule), secure coding, SDLC and CM self-assessment, quarterly PQAs, quarterly KPI, and Tier 1 standards refresh.

oServed as member of ADM governance working group. Led Global Consumer LBs ADM working team.

oReengineered processes and procedure. Developed common Tier 1 glossary. Moved all GLOBAL CONSUMER IT from 15 decentralized repositories to common Tier 1 artifact repository. Developed SDLC and CM process map.

oSelected common process work-flow tool. Developed and deployed common SDLC SharePoint solution. Selected common software versioning software tool.

oDrove common SDLC tool architecture to integrate with other key AIG solution applications and tools (PPM, HP QC, Service Now, and TFS).

oWorked with GSPS and legal in establishing updated MSA with Serena Software.

Led Global Consumer IT development and support contract organization where my team managed all GLOBAL CONSUMER contracts under $250,000. Also drove improved partnership between GLOBAL CONSUMER and GS&PS.

Acted as member of Service Now executive steering committee. Worked with Global Consumer LBs and corporate Service Now teams on rolling out Service Now throughout GLOBAL CONSUMER IT. Collaborated with Service Now and VALC teams for successful deployment. Served on global ticket standardization committee.

Led the Global Consumer Lean (AD and AM), TSSU, and AMS teams, and worked closely with corporate teams and Global Consumer LBs for successful deployment.

Lockheed Martin, Baltimore, Maryland (insurance I.T division acquired by AIG)

Deputy CIO 2012 to 2013

Reported to the GS&IS Program CIO and Executive Vice President. Managed the day-to-day Global Product Development, PMO and IT development and support Shared Services supporting all of LMCO Commercial, Personal and Government, auto, claims, Property and Casualty insurance, mortgage and banking external customers and internal Lockheed Martin business units through IT development and support CoE for Global Systems duties extended to chief of staff. Led PMO, Program, and Project Managers, Business Analysis, Architecture, Application Development, DBAs, Fed Readiness program, Security Risk Compliance, Release Management, Q and A, and Production Support. Concurrently led several combined international functional and technical teams (direct, off-shore, and matrix) of 100 to 200–plus and numerous project teams that delivered Digital Banking solutions, HR, Finance, Legal, Procurement, Manufacturing, Customer Service, Auto, Claims, Home ERP (SAP, Oracle, SyteLine 8), Best of Breed, Custom and Legacy) computer applications (Mainframe, E-Commerce, Customer-Facing, Open Systems, BI and BW Warehousing, SAAS) FI and CO, MM, PP, WM, SD, PM and QM, HCM, APO, SCM, SRM, Basis, Security (GRC), BI, User Interfacing, Customer and Internal Portal Applications, Web-Based Applications, Websphere Applications, Best of Breed Applications, Custom Applications, Legacy Applications, Enterprise Applications, Big Data, and High Transaction Base Applications.

Reviewed all current IT development and support and associated activities impacting and input to Vice Presidents on business perspective of Business Operations. Analyzed IT functional performance reporting into the line of business and made recommendations to the Vice President and business owners for most efficient means for Business Operations. Assessed costs of IT operating expenses including resource costs, bandwidth costs, and all facets IT costs. Reviewed internal processes and provided oversight for Lean events to improve efficiency to the business. Ensured the development of 300+ developer staffing plans for employees, established IT budgets for work activities and the associated EVMS accounting and methodologies to managed associated budgets, and maintain and update product program oversight guidance. Conducted IT development and support reviews with functional organizations and complete baseline reviews. Led and ensured the sustainment of sound IT control processes and project oversight. Established IT development and support strategic plan, goals, and objectives for product programs. Worked closely with executive management to ensure cost, schedule, and performance objectives were met in a timely and consistent manner. Ensured compliance of a full life-cycle methodology (Waterfall and Agile) from planning phase through transitioning into the operations and maintenance organization. Program and project sizes ranged from $35,000 to $200,000,000.

Fujitsu Americas, Dallas, Texas (division acquired by LMCO)

Vice President of IT Development and Support 2006-2012

Directed IT banking and insurance (Banking, Claims, Life, Retirement, Auto, Annuity, Finance, Home, Wealth Management, Group Benefits, Mortgage Services ) program management office, development and support services organization of 350, using on-shore and off-shore (Trivandrum, Chennai, and Manila). Oversaw strategy and planning, software development, deployment, security risk compliance and operation management. Led budget forecasting, strategy, vendor agreements, operational efficiencies, customer satisfaction, employee reviews, hiring, IT application, I.T operations and Infrastructure yearly budgets, coaching, and mentoring. Provided application and infrastructure services for enterprise architecture (SOA, Netweaver, and Fusion), PMO, application (software) development services, application support, Oracle, and SAP BPO (AP, AR, and HR) to support 12 business units, such as accounting, customer care, HR, finance, legal, manufacturing, distribution, transportation, warehousing, store operations, fuel retail, store operations (over 600), theft prevention, marketing, procurement, and executive office.

Led the PMO that oversaw several project teams with budgets from $200,000 to $5,000,000, all delivered on-time and under budget and received software quality award. Recognized by CFO three out of four quarters for forecast excellence.

Designed and Deployed a Global PMO Governance Board that ensured,

oIntegration of Program Life Cycle (PMLC)

oSoftware Development Life Cycle (SDLC / Waterfall and Agile)

oBusiness Life Cycle (BMLC)

oOrganization Change Management (OCM)

Oversaw off-shore IT product and business application development and support centers, including management of IT apps and support teams of 300 (custom, best of breed, and ERP), elimination of outdated core applications, and elimination of mainframe dependency.

Managed groups, including application architects, application infrastructure engineering, custom application development and support, business intelligence solutions, FRICE applications, COTS, end-user services, integrated testing, PMO and governance, and application security.

ATG Commerce J2EE, CGI, HTML, DHTML, XML, JavaScript, Java, Visual Basic, PL and SQL, Oracle Developer 2000 Tools, C/C++, Perl, TCL, TIBCO Business Works 5.2,TIBCO Business Connect 3.6, TIBCO InConcert 7.0 Enterprise, RDBMS, SharePoint MOSS, CORBA, COM and DCOM, Flash, and Shockwave.

Capgemini, Houston, Texas

Vice President 2002-2006

Accountable for leadership of Capgemini Insurance shared IT development and support, including IT portfolio management, solutions delivery for corporate divisions (including Finance, Investments, Risk Management, Human Resources, Legal, and Corporate Services), enterprise shared services for SAP, program and project management, and testing, enterprise applications management for print, imaging, content management, IT service management, collaboration, risk management, cybersecurity, and SOA integration services, and IT performance practices, including knowledge management, IT processes management, process governance, and change readiness.

Additional Experience

Deloitte, Austin, Texas, Senior Manager of Insurance Application and Development, 1998-2002.

Oracle Corporate, San Antonio, Texas, RVP Insurance Application and Core Technology Practice, 1995-1998.

Sprint Corporation Dallas, Texas, Senior Director of IT Internal Professional Services, 1991-1995.

General Electric, Lynn, Massachusetts, MIS Manager, 1977-1991.

Education

Redding University, Redding, California

Executive M.B.A., International Businesses, 1992

Trinity University, Dallas, Texas

B.S., Technology Management, 1977

Certifications and Training

APICS, PMP Project Management, Agile, ITIL v3, TQM and Six Sigma, ISO, ASAP, SDLC, RUP, Lean, CMMI, CISA, CISM, CCNA, CCNP, CCIE

Professional Presentations

SAP User Conferences,

Sapphire Oracle User Conference

Oracle Executive Conference

Peopesoft Conference

Onyx User Conference

CIO Conference

Digital Executive Conference

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