Manager Project

Jay R. Miller, PMP

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

Overland Park, Kansas 66223

Mobile: 585-***-**** ***.*.******@*******.*** www.linkedin.com/in/jayrmiller

Information Technology Manager

Results driven IT professional with over 20 years of experience providing leadership, delivery, and support for highly visible IT initiatives.

A well diversified individual whose experience spans full lifecycle software development, IT infrastructure management, and business analysis.

Business minded IT leader whose big-picture focus effectively bridges the gap between business partners, technology groups, and key stakeholders.

Passionate and principled team builder who excels at developing top-performers and has the ability to build, challenge, and motivates teams for success.

Core Competencies

Building, developing, and retaining engaged teams

Project Management and SDLC Methodologies

Technology Strategies and Proposals

Strong Business and Technical Analysis

Managing Software Development and Support

Business and IT Alignment

Budgeting and Financial Management

Coaching and Mentoring

Technical Skills

PM Methodologies and SDLC: Project Management Professional, Agile: Scrum and Kanban, XP

Technology Landscape: AWS Cloud, Greenplum, Oracle, Informatica, Java, Angular, SQL, Python, Docker, Jenkins, Ansible, SonarQube, Fortify, Crucible, Fisheye

Software Tools: JIRA, SVN, GIT, MS SharePoint, MS Project, MS Visio, Crystal Reports

Professional Experience

3/2014 – Present • Federal Reserve Bank of Kansas City • Missouri, Kansas

Monetary Policy • Supervision/Regulation Oversight• Financial Services • Fiscal Agent • 1,800/560 - Employees/IT

Technology Manager • Application Delivery Services, Information Technology Division

Managing all aspects of software development for the U.S. Treasury programs Do Not Pay and Financial Information Repository’s portfolio of applications.

Delivering software utilizing Agile Scrum and Kanban methodologies within a highly matrixed environment comprised of multiple product owners, business stakeholders, technology partners, and PMO resources.

Leading development teams of 15+ that include Assistant Managers, Architects, Front-end/Back-end developers, Data analysts, DBA’s and ETL developers. Accountable for all facets of human resource management including planning, recruiting, performance, and career development.

Responsible for developing technology roadmaps and 3 year strategic planning with the business.

Developing and managing IT operational and capital budgets.

Driving continuous improvement initiatives by leveraging Agile and XP best practices along with DevOps tools to increase quality and efficiency.

Leading special projects that revolve around security, compliance, and standards as prescribed by the Federal Reserve System and U.S. Department of Treasury.

Actively leading and participating on committees that support department, Bank, and System level High Priority Objectives (yearly HPO’s).

Specifically chosen to manage the FIR team in order to rebuild morale and improve its Agile practices.

Fostered the transformation from Waterfall to Agile on Do Not Pay.

Achieved a 0% turnover rate over a 3 year period on Do Not Pay. 47% of the team has been promoted and 26% have been selected to move on to help ailing teams.

Professional Experience continued…

1/2010 – 2/2014 • UNIVERSITY OF ROCHESTER MEDICAL CENTER • Rochester, NY

Strong Memorial Hospital • Highland Hospital• Physician practices • School of Medicine and Dentistry • Research

IT Manager, Decision Support • URMC Information Systems Division

Managed the operations of the URMC Revenue Cycle Decision Support department which provides data warehousing and business intelligence services to the URMC medical system.

Lead a team of senior developers with skills sets in MS SQL, SSIS (ETL), SSRS (Reporting) and database administration.

Responsible for developing and managing the department’s operating and capital budgets.

Organized and led enterprise data management initiatives in order to provide consistent interpretation and reporting of data to internal and external consumers.

Managed several enterprise-wide ROI driven projects that generated new revenue and cost savings for the URMC medical system.

Program Manager implementing McKesson’s Performance Manager and Business Intelligence platform. Highly complex project providing new and enhanced financial performance management functionality and processes (cost accounting, revenue modeling and advanced financial analytics). Involved integrating URMC’s hospitals and medical faculty group onto one platform. $2.4M budget - 2 year implementation.

Managed the ICD-10 adoption and remediation project that encompassed URMC’s other Decision Support departments and reporting groups.

Re-architected and migrated legacy data warehouse from SAS and MS SQL 2000 to SQL 2008 R2 that contributed to $1.6M in annual savings.

Managed IT portion of the Pharmacy 340b eligibility program which translated into $6M in new revenue.

6/2009 – 12/2009 • MVP Healthcare, Inc • Rochester, NY

Healthcare Insurance Payer • 750,000 subscribers• 5,000 Employees

Senior Project Manager – MVP Information Technology 6/2009 – 12/2009

Responsible for the IT scope of ICD-10 and HIPAA 5010 compliance projects. The initial phase involved outsourcing and managing an impact assessment.

Managed the Facets Optimization project in support of the Facets enterprise integration program.

4/2000 – 4/2009 • CIBER, INC. • Rochester, NY

Global IT Consulting Firm • $1.2B Revenue • 8,500 Employees

Strategic Resourcing Manager • CIBER, Inc 1/2007 – 4/2009

Responsible for allocating multidisciplinary resources (Business Analysts, Software Developers, System Engineers, QC Engineers, Project Managers, and Architects) across all projects within CIBER.

By managing a team of eight, determined the appropriate level / mix of resources in order for CIBER to successfully deliver software development/support and infrastructure solutions to its client base.

Directly responsible for hiring and managing consultant’s career development (including promotions and performance improvement plans).

As part of the management team, I was directly involved with local branch operations, planning, and corporate reporting activities.

Exceeded Margin, Gross Profit, and NOI targets by reducing bench time, negotiating compensation packages, and strategically allocating project resources.

Project Manager • Highlighted Consulting Engagements: 4/2000 – 12/2006

ESL Federal Credit Union

Managed 2 software integration projects and a production support effort for ESL’s Credit Risk Management Systems.

Professional Experience continued…

ESL Federal Credit Union (Continued)

Conducted requirements analysis and led the design effort to build the foundations for a BI/DW solution which would foster ESL’s ability to retire their legacy core banking system (MVS Mainframe).

Led the team through a full conversion of ETL capabilities from the core banking system to the Mortgages data mart as part of the initial BI/DW solution

Drove new business by building and developing key relationships with ESL stakeholders and by creating solution models tailored to ESL’s strategic business objectives.

Responsible for monthly financial reporting and managing a budget of $300K.

Created substantial process efficiencies through the automation of manual audit procedures.

Harris Interactive

Conducted research and analysis activities to provide Harris Interactive executive management with a custom build vs. buy decision (Requirements Analysis, Business Process Mgmt., COTS evaluation).

Lead a custom development effort incorporating Microsoft’s .NET Framework (.ASP, C#) to automate Harris Interactive’s survey project management workflow.

Managed a team of 6 senior consultants (Architect, Developers, DBA’s, and QC) through a JAD/Iterative Software Development Lifecycle.

Developed and conducted application walkthroughs and end-user training to executive management and business stakeholders.

Responsible for monthly financial reporting and managing a budget of $100K.

Reduced annual costs by $375K by eliminating manual processes and centralizing project information.

Previous Work Experience:

Project Manager • Xerox Global e.Business 1/2003 – 7/2004

Release Manager • Xerox Information Management 1/2002 – 1/2003

Project Manager/Business Analyst • Xerox Information Management 4/2000 – 2/2002

6/1996 – 4/2000 • UNIVERSITY OF ROCHESTER MEDICAL CENTER • Rochester, NY

Strong Memorial Hospital • Highland Hospital• Physician practices • School of Medicine and Dentistry • Research

Manager, URMC LAN/Desktop/ Services • Information Systems Division 6/1996 – 4/2000

Provided supervision and direction for LAN/Desktop and Help Desk staff to insure quality delivery.

Assigned and allocated technical resources to provide primary and secondary support for the URMC network.

Identified new technologies and business initiatives to resolve issues and meet the growing demands for information technology. Worked with teams to develop RFPs and evaluate responses.

Developed enterprise wide desktop computing standards.

Managed a staff of 12 and maintained a retention rate of over 82% (2 year period).

Gained efficiencies by leveraging ACD/PBX technology to resolve 15-20% of the calls before they reached the Help Desk (Help Desk averaged 1,200 calls/week).

Successfully merged Highland and Strong Memorial’s Help Desk support centers. Reengineered multi-tiered processes and implemented Goldmine’s HEAT customer support automation tool.

Previous Work Experience:

Staff Accountant • University of Rochester 10/1993 – 6/1996

Staff Accountant • Fleet Investment Bank 8/1992 – 9/1993

Education

Rochester Institute of Technology • Master of Business Administration May 1998

Dual Concentration – Information Systems; Network Technology

State University of New York at Geneseo • Bachelors of Science – Accounting May 1992

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