Manager Project

STEVE HOOCZKO

• program/Project management • Business/Process Analysis • Quality •

• product development • metrics/analytics • customer support •

**** ******** *****, *********, **. 60517 630-***-**** (H) / 630-***-**** (M) *****.*******@*******.***

LinkedIn Profile: https://www.linkedin.com/in/stevehooczko

A versatile, results-driven Business & Technology professional with diverse global experience and acumen in Team Management, Software Product Development, Program/Project Management, Quality, BI Metrics/Analytics, Business Analysis, Process (Re)Engineering, Operations, and Customer Support. Equipped with a unique blend of inter-disciplinary and transferable skills to effectively achieve corporate/team goals and exceed client expectations, leading to “Best in Class” customer satisfaction, process maturity, operational efficiency, and ROI growth.

Demonstrated areas of responsibility and leadership include:

Systems & Software Program/Project/Release Manager

BI Quality & Performance Analytics Manager, Developer

Tier 3 Customer/Field Support Manager

Business/Process Analyst, Developer, Auditor

Lead Software Development Engineer

Customer Care/ Advocacy Manager

WORK EXPERIENCE

United States Gypsum (USG) Corporation, Chicago, Illinois Aug 2017 to Present

The largest manufacturer & distributor of wallboard & gypsum products in North America.

Corporate IT-PMO: Sales/Marketing/Innovations - Senior Project Manager, Scrum Master (2017-2018)

Responsible for the end-to-end project management of 4 concurrent projects, ranging in size from $300K-$3M, in the areas of Analytics, Website Redesign, Sustainability and Digital Innovation. Projects required high 3rd party vendor management (e.g. Price Waterhouse Coopers, Solstice, Shift7Digital, InfoVerity), multiple workstream coordination, and ongoing interaction across the USG Sales, Marketing, Architecture, IT Infrastructure, Software Development, Test and Operations teams. Project platforms included Salesforce, inRiver & Informatica PIM (Product Information Management) systems, Informatica Cloud, Lucidworks Fusion (Search), and SmartBIM CMS/EcoScorecard. Both Agile and Waterfall methods were used, which followed the PMBOK lifecycle, deliverables and reporting structure. The MSOffice Suite, SharePoint, JIRA and Watchdox Workspaces were used for daily project management activities.

ULTA Beauty, Bolingbrook, Illinois (8 months) Oct 2016 to May 2017

The largest beauty retailer in the USA and the premier beauty destination for cosmetics, fragrance, skin, hair care products and salon services.

Corporate IT-PMO: E-Commerce Development - Senior Project Manager, Scrum Master (2016-2017)

Responsible for the end-to-end E-Commerce project/implementation management (Concept, Discovery, Requirements, Design, Development, QA, UAT, System Test, Deployment, Closure) of 3 concurrent projects, ranging in size from $200K-$2M, using both the Agile and Waterfall methodologies. The projects were retail based, focusing on Mobility, 3rd Party Integrations, Cart/Checkout Redesign and the User Experience. Each project encompassed several functional areas and disciplines, including PMO, Product Management, Business Analysis, Marketing, Frontend SW, Backend SW, UX (Customer research, Wireframes), Creatives and 3rd Parties (e.g. PayPal). PM tasks included creation of the project charter, conducting the project kickoff, creating the project plan, identifying resource needs, monitoring project health (e.g. project plan completion, budget burndown, status’, metrics, contingencies), controlling execution of the SDLC/Waterfall/Agile processes, reporting status to senior management, conducting lessons learned sessions (incl. proposing improvement initiatives), software release deployment and project closure. The tools used to perform daily PM activities included MSOffice Suite, MSProject, SharePoint, Innotas and JIRA. Development methods included: Frontend “Headless” architecture, GIT, REACT, REST Backend Services, Java/JavaScript/JSON, and Jenkins Continuous Build/Integration.

Hyatt Hotels Corporation, Chicago, Illinois (2 yrs. 5 mo.) Apr 2014 to Aug 2016

An American international company and operator of hotels.

Corporate IT: Global Operations Center – Senior Program/Project Manager (2014-2016)

Responsible for E2E project/implementation management and E-Commerce partner integration (per the PMBOK, from project initiation thru planning, execution, monitoring/control and closure), incorporating both on-shore and off-shore resources, with the goal of on-time/high-quality/in-budget deployment of the product. Project Management was done using MSOffice Suite, SharePoint, DAPTIV, JIRA, ServiceNow ITSM and Jenkins Continuous integration. The projects spanned several Hyatt software development areas (using C, C++, 4GL, SQL, Java/JavaScript, Informatica-ETL and MSAccess), including Central Reservations (CRS), Global Distribution Systems (GDS), Property Management Systems (PMS), Event Concierge Services and Enterprise Data Warehouse (EDW). The projects I managed included:

Expedia Traveler Preference, which added the flexibility for the customer to make a reservation and pay on-line or at the hotel.

Expedia-Hyatt Audit reporting, via the EDW, for reconciliation of Expedia commissions and Hyatt payments.

The Vitality Group (TVG) wellness incentive rewards integration with the Hyatt Gold Passport program.

First Arabic Booking Engine integration, with BookAssist (Ireland) partner, for 14 Hyatt properties in the Middle East (e.g. UAE).

SiteMinder (Australia) & TL Lincoln (Japan) channel manager integrations and rollouts in the Asia-Pac region.

Drop ‘n Go Hotel Takeover application, used to convert and load reservations from newly acquired hotels to the Hyatt CRS system.

New Data Center migration, responsible for the connectivity changeover of all direct channel partners (e.g. Expedia, Amadeus).

Event Concierge Application (ECA), a web based App that allows meeting planners to setup and reserve meetings/events and make issue requests on-site during events, allowing Hyatt colleagues to resolve those requests thru an electronic ticketing interface. The ECA product won the prestigious Hyatt 2016 CEO Award for Innovation in July of 2016!

GOGO Inc., Itasca, Illinois (6yrs. 8mo.) Feb 2007 to Oct 2013

Global leader of wireless in-flight connectivity, digital entertainment and E-Commerce solutions for the commercial/business aviation markets.

Corporate PMO: PMO Manager -> Project Manager, Developer, BA/BPM Analyst, Change Agent (2011-2013)

Project management, development & rollout of PMO processes, BI analytics and IT Enterprise-wide SaaS tools/apps, to meet the company-wide objectives for standardization, higher quality deliverables, reduced cycle times and increased cost savings.

Created requirements & design for Corporate PMO Request Handling UI, which was implemented in SharePoint with workflows.

Developed dashboard for program performance metrics (e.g. commitment accuracy/variance, risk).

Key contributor in the planning, evaluation, execution and rollout of Agile (Scrum), Agile (Kanban) and Scaled-Agile (Portfolio) methodologies across the PMO, Software Development, Operations and Engineering departments.

Created and delivered training curriculum & materials to 40+ personnel from the Operations, Engineering & PMO teams re: the “Agile” development methodology and usage of the JIRA PM tool for Agile planning & tracking within a Kanban team environment.

In addition to Agile PM activities, also built, analyzed & reported on Scrum team metrics (e.g. velocity, predictability) for all teams on a sprint/quarterly basis, in order to gauge team performance, identify deficiencies & recommend improvements.

Evaluated, configured & rolled out ServiceNow ITIL-ITSM system for IM/CM/PM, Portfolio Mgmt., Program/Project Mgmt., Timecards and Metrics Reporting in order to manage and track quality, performance, work progress, effort and cost across Gogo.

As 1 of 3 ServiceNow Administrators, responsible for PMO Dept. & all groups using the tool’s Project Management functionality.

Received “Operational Excellence” award for my domestic/international video-cache product support process.

Developed company-wide Quality Landscape proposal to consolidate product quality & performance metrics.

Technical Operations: Operations Manager -> Project Manager, Developer, BA/BPM Analyst, Change Agent (2007-2011)

Project management, development & rollout of Operations systems, processes, tools/apps and BI analytics in an ITIL-ITSM environment.

Developed numerous processes, in a variety of frameworks (e.g. swim-lanes, process maps, checklists) to fit each group’s needs. One example is the Aircraft Ramp-up Process, used by Aircraft Operations to reduce installation time from 7 days to overnight.

Project Manager (> $500K development program) of the successfully launched Remote Airborne S/W Release System, which met requirements for FAA approval and realized operational savings of ~$5M annually (> 95% reduction in software upgrade costs).

Designed Incident Management (IM) web-based dashboard, using BI data warehouse mining (metrics content) & web-page wireframes (UI requirements); used to access/display product quality, resolution cycle time & team performance analytics.

Created Process Assets Catalogue to identify process profiles, gaps and usage in order to gauge maturity level & audit readiness.

Led evaluation, selection and rollout of >$1 million ITSM IM/CM/PM (BMC-Remedy) and Asset Management (Infor-EAM) systems.

MOTOROLA Inc., Arlington Heights, Illinois (16yrs. 10mo.) Sept 1989 to July 2006

Industry leader in the design and manufacture of wireless communication products for the industrial, commercial, and consumer markets.

Operations & Maintenance Center (OMC) Customer Advocacy Manager – CDMA Division (2004-2006)

Created & managed global initiatives to improve customer loyalty & satisfaction for the CDMA (Code Division Multiple Access) wireless network’s OSS (Operations Support Systems) organization, through strategic planning efforts with customers and executive leadership.

Coordinated successful programs to surpass balanced scorecard goals by utilizing customer metrics & feedback analyses.

Established Customer Advocacy culture across OSS, resulting in a >10% increase in loyalty by Top 7 global clients in 1 year.

Led Lean Six Sigma DMAIC efforts to measure product quality, identify deficiencies & take action on top systemic problems; this led to a corporate savings of >$500K annually, along with reduced customer OpEx costs and improved customer satisfaction.

Successfully initiated, developed, & facilitated the 1st Annual CDMA O&M Users Group, in Ireland, for ~100 attendees.

Proactively contributed to TL9000 audit readiness efforts, successfully achieving TL9000 certification.

Customer/Field Support and Quantitative Analysis (QA) Manager – GSM Division (1998-2004)

Established and led an internationally diverse, 15-person team responsible for Tier 3 Field Support, Metrics and Software Fix Release Project Management for GSM/GPRS (Global System for Mobile Communications/General Packet Radio Service) cellular base stations.

Built and managed a “Best in Class” GSM(2G)/GPRS(2.5G) 10-person customer response team, supporting our global cellular base station customers in Europe, Asia-Pacific, Middle East and Africa.

Utilized root cause analysis of incident patterns, cycle-time metrics and customer feedback to implement new initiatives, which improved customer support effectiveness and reduced incident resolution cycle time by 20%.

Established the 1st Metrics team (4 staff) and Metrics QPM (Quantitative Process Management) program in the GSM Systems Division, catapulting the company to its 1st SEI-CMMI Level 5 certification (highest industry rating) in the United States.

Directed global KPI/KSI initiatives, leading to higher customer retention and >$5 million in annual service revenue.

Responsible for staff reviews & career development, staffing decisions, salary/merit directives, and >$100K capital budget.

Release/Program/Project Manager – GSM Division (1995-1998)

Managed the quality and on-time delivery of GSM Base Station System (BSS) software product releases for multi-million dollar programs.

Successfully project-managed full system releases from concept to deployment. Managed efforts across 10 distinct teams within 5 departments (i.e. Systems, Development, Test, Deployment and Support) to achieve on-time delivery to the customer.

Created “Feature Completion Matrix” to coordinate timelines & team efforts; adopted as GSM Project Management standard.

Utilized Microsoft Project, in-phase quality measures (inspection, test) & risk management methods for successful project control.

Lead Software Development Engineer – GSM Division (1992-1995)

Led end-to-end BSS software development efforts in Fault Management, DB Configuration Management & System Performance.

Authored, developed and deployed the 1st digital base station software application for proactive background (scheduled) and foreground (on-demand) audits/diagnostics, which improved product quality and reduced problem resolution cycle time.

Developed database applications to synchronize configuration changes between BSSs & OMCs for network data consistency.

Created alarm description/symptom/reproduction/corrective action manuals (100+ pages) for product test & support teams.

Established Process/Technology Change Management methods in the GSM division (e.g. authored GSM SDLC Process spec).

Spearheaded a team of 20 employees to successfully attain SEI-CMMI (Capability Maturity Model Integration) Level 3 certification.

Senior Software Development Engineer, de facto Manager - PCS Division (1989-1992)

Created system requirements, Hi/Lo level designs & development roadmap for the PCS (Personal Comm. System) base station product.

Recruited to establish PCS software development team, including hiring & training of 12 engineers, within 18 months.

Collaborated software team’s efforts with the hardware and ASIC design teams to successfully achieve departmental objectives.

GTE / FUJITSU, Northlake, Illinois St. Petersburg, Florida Reston, Virginia (10yrs. 3mo.) June 1979 to Sept 1989

Industry leader in the design and manufacture of commercial land-line telecommunication systems.

Software Development Engineer (MTS)

Held a variety of SDLC software development roles, in the areas of Printed Wiring Card (PWC) manufacturing test, Class 4/5 Central Office switching, PBX voice & packet data integration, Digital Phone embedded firmware, & GUI-driven configuration database generation.

EDUCATION / TRAINING / CERTIFICATIONS

MBA (with distinction – 3.9/4.0), DeVry University - Keller Graduate School of Management, Oak Brook, IL.

BS (cum laude – 3.7/4.0), Electrical Engineering (Minor: Computer Science), Bradley University, Peoria, IL.

PMI-PMP PMBOK trained, MicroTrain, Lombard, IL. (Pursuing PMP certification in 2018)

Lean Six Sigma Green Belt Certified, MicroTrain, Lombard, IL.

Business Analysis (BA) trained, MicroTrain, Lombard, IL.

Agile Practitioner (PMI-ACP) trained, ASPE, Chicago, IL.

ServiceNow Enterprise ITSM (SaaS) System Administration trained, Fruition Partners, Chicago, IL.

ITIL-ITSM V3 Foundations Certified, Global Knowledge, Schaumburg IL.

Associate’s Certificate in Project Management, ESI International - partner with George Washington University, Arlington, VA.

SEI CMMI Internal Assessor Certified, Software Engineering Institute (SEI) – partner with Carnegie-Mellon, Pittsburg, PA.

TOOLS / METHODOLOGIES

Microsoft Office Suite (Word, Excel, PowerPoint, Outlook, Project, Visio, OneNote), SharePoint, ServiceNow Enterprise ITSM, Atlassian JIRA Agile PM, Daptiv Portfolio Management (PPM), Innotas Time & Resource Management, BMC Remedy ITSM, AMDOCS Clarify CRM, Infor-EAM Asset Management, Confluence Wiki, Jenkins Continuous Integration, Watchdox Workspaces.

SDLC, Waterfall/Agile/Scaled-Agile, PMI-ACP, PMI-PMP (PMBOK), ITIL-ITSM V3, Lean Six Sigma, Business Analysis (BABOK), Business Process Management (BPM), Operations Support Systems (OSS), Software Quality Assurance (SQA), SEI-CMMI, TL9000.

PROFESSIONAL DEVELOPMENT

Managing Across Cultures

Managing Development Teams

Customer Loyalty

Process Management

Software Development Methodologies

Customer Focused Problem Solving

Process/Technology Change Mgmt.

Statistical Process Control (SPC)

Relational Databases / EDW

Agile Dev. & Project Mgmt.

LEAN Principles

Value Stream Mapping

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