Project Manager, Human Resources Generalist, Customer Relations

Michael L. Stanley

**** ****** ****, *******, ******** 24014 – Home: 540-***-****; Mobile: 434-***-****; E-mail address: **********@*****.***

Over 25 years of experience in Operations, Project Management, Customer Relations, Human Resources, Training and Communications. A proven ability to assume critical areas of responsibility and coordinate the efforts of diverse, cross-functional groups to meet business objectives. An excellent writer and communicator one-on-one and in large groups; extensive experience working in engineering-centric environments; strong sponsor of professional coaching and skills training, employee development, and life-long learning.

Professional Experience

Tait Communications 2016-Present

Project Manager

Direct PM responsibility for three (3) major multi-million-dollar radio projects. Project responsibilities demanded the ability to lead and direct multi-functional and disciplinary teams to meet schedule, scope and budget; ability to articulate project health through verbal, written and system management processes. One customer, Bonneville Power Authority, is a part of the Department of Energy and required additional skills in managing federal processes, procedures and protocol.

Provide PM direction through initiation, planning, execution, monitoring/controlling and closure phases of projects.

Responsible to manage 12-million dollars of project value and maintain scope, schedule and budget; responsible to manage risk issues and associated actions to eliminate or minimize risk.

Responsible to define project, schedule and budget requirements for project management; responsible to work with stakeholder teams and project sponsors; responsible to work with assigned project team to develop project scope requirements and risk management planning; responsible to develop a work break-down structure for rollup project planning.

Responsible to direct diverse teams consisting of multi-disciplinary skills both from the customer and internal project team members. This includes virtual and on-site team meetings.

Responsible to provide senior management weekly project health reports.

Responsible to capture project statistics on internal business systems for project member access and archiving.

Responsible for providing pre-sales work for proposal development and PM planning.

Mindbank Consulting Group, LLC 2008 – 2016

Director of Business Development/Projects

Direct responsibility to develop business opportunities and capture strategies, RFP response document development, oral presentations to stakeholders and group facilitation, project schedule development, contract negotiations, and resource projections for project execution. Work with internal department managers and recruiters to define specific skillsets and requirements for position requisitions; develop training assessments and staff selection for various customer-facing positions from Senior Project Manager to Field Technician.

Responsible to develop radio user group identification and process development among Federal, State, Local, and Native American public safety organizations. From July 2011 to June 2012 conducted sixty-two meetings with Department of the Interior (DOI) public safety officers and officials in California, Arizona, and Texas for the Southwest Border radio project.

Responsible to design project requirements for large system implementations dealing with diverse user communities with specific and unique needs; design and lead programs to support organizational goals (Standard Operating Procedures [SOP]), dispatch training and performance evaluation, mission performance requirements.

Manage RFP document development for proposal submission. Specific focus is resource management of project requirements and supporting project success by providing customers the best talent in the industry; develop communication designs (white papers, newsletters) and documentation requirements, implementation process planning.

Director of Customer Relations 2004 – 2008

Customer liaison for Federal, State, Local, and Tribal Agencies. Supply critical link among various management teams to maintain clear communications and early problem and issue resolution; maintain communication links with customer staff and internal senior management to provide information and feedback on project progress and scheduling.

Direct internal responses to field training and development needs. Tasks include research of available course offerings and credentialing.

Direct the development of the national Bureau of Indian Affairs’ (BIA) newsletter (The Dispatch) to highlight project status, new training initiatives, program development, and deliver critical information for radio users in the field.

Facilitate the co-designed MAPS™ process. It is designed to work directly with customer key stakeholders to define project requirements, communication pathways, minefields, prioritization of project deliverables, issues and needs resolution, project tasks training, user development needs, and project contingency planning.

BWX Technologies, Inc. – BWXS Division, Lynchburg, Virginia

(Babcock and Wilcox Company) 2002 – 2004

Senior HR Projects Consultant to Corporate Vice President of Administration

Special Projects Consultant to the Vice-President of Administration. Led the project implementation team in the development of the Web-based LINKS™ Succession Planning Web tool. This included the design, layout, branding, data collection process, documentation, and training to structure the tool’s use and optimization. The tool allowed access to critical project resource planning information concerning existing internal staff skills, availability, training and delivered high quality reports that provided project management the ability to forecast project labor requirements and costing. The tool was also used to capture staff development needs, career objectives, training needs, and a gap analysis of current position competence against future personal and corporate planning.

Directed the task team responsible for communicating and training of the LINKS™ process covering 12,000+ employees at 13 U.S. locations. The team included members from Business Development, Graphic Design, PR, IT, HR, and Corporate Administration. This tool was defined as a “signature process” of BWXT corporate initiatives.

HR Generalist delivering quality HR programs to 175+ employees at the Lynchburg BWXT facility. This includes RFP responses to DOE opportunities for nuclear facilities

in the U.S. Wrote staffing plans to meet competence requirements as mandated for DOE RFPs.

Directed the BWXT Leadership Institute LEAD program for high-potential managers in critical roles to enhance leadership competencies and coordinated succession planning. Coordinate with contractor and senior BWXT to define the most suitable candidates for the LEAD program assessment process and group/individual instruction.

Ethics and Self-Governance Coordinator for the BWXS Division. Delivered training to 200+ employees in various locations in agreement with McDermott Corporate Policies.

Ericsson Telecom – Product Unit Cable Access Terminals, TDMA/CDMA R&D Competence Center, Blue Ridge Labs R&D, and Private Radio Systems Business Unit

Lynchburg, Virginia 1995 - 2002

Human Resources Generalist/Project Lead

HR Generalist for 350 engineers and support staff focused on terminal and infrastructure RF product development in an R&D environment. Directly supported project designs and implementation processes to achieve CMM certification for software development teams. Member of core project team to beta test an integrated process tool to define budgets, staff loading, timelines, milestones and tollgates for project management.

Managed daily business transactional issues: staff levels, develop needs and training opportunities, compensation and variable comp programs, position classification, OD&D, policy design, interpretation and enforcement, visa compliance, contract labor, competence management, succession planning, professional development programs, employee opinion surveys, and specialized incentive/retention programs.

Project managed and staffed specialized business program: Technical Leadership Development (TLD). Program management included working with TLDs through system design, system engineering and implementation, RF propagation modeling, RFP response development, equipment pricing tools, program/project management, product management, tollgate processes, presentation skills and customer networking. Two graduates were selected from the U.S. TLD program to attend the global LME Ericsson Excellerate two-year program based in Stockholm, Sweden.

Project managed Ericsson’s Lynchburg HRMS - shared HR/Payroll database designed by Lawson software. (Member in 1996 of a national task-team to implement Lawson as the central HR/Payroll database software for Ericsson operations that services 10,000+ employees in the US.)

Education

MA Academic Research – Systematic Theology and History

Trinity International University, Deerfield, Illinois

Cum Laude – GPA – 3.6

Masters Diploma Program – Organizational Design & Development

Fielding Graduate Institute, Santa Barbara, California (Nationally Accredited – 1 Full Academic Year)

GPA – 4.0

BA – Communications

Trinity International University, Deerfield, Illinois

Magna cum Laude – GPA – 3.9

Diploma – USAF Nuclear Security Technical School

Lackland AFB, San Antonio, Texas

Certifications

Information Technology Information Library (ITIL®) v3 Certified

4,500 hrs. PM experience toward PMP certification

Computer Skills

Hardware: PC and Network-edge Devices

Software: Microsoft Office 2010, CRM and HRIS Database Systems

Publications

Tower Sharing, Mission Critical Magazine, October, 2007 (Article focused on project support processes to team with Native Americans for land use/tower-sharing for state-wide radio system coverage capacity.)

Grant Grab, Mission Critical Magazine, February, 2008 (Article focused on federal public safety grant funding and Native American Tribal first responder needs: Lakota Tribes in South Dakota and the Seminole Tribe in Florida.)

Your Guide to Successful Site Inspections Mission Critical Magazine, August, 2013 (Article focused on facility infrastructure inspections based on national standards for construction and safety. It also dealt with such areas as site sharing, O&M costs, developing a site to be future-ready, and processes for customers to follow to meet infrastructure planning.)

21 Critical Steps for a Successful System Upgrade, Mission Critical Magazine, March, 2014 (Article focused on the soft side (human interface) of technical system implementations. It also deals with lessons learned where face-to-face work with stakeholders at project initiation through closure provides a solid foundation for buy-in and ownership by the people most impacted by the changes.)

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