Debra B. Morek
*** ********* ***** firstname.lastname@example.org
Wake Forest, NC 27587 919-***-****
Results-oriented leader with a proven ability to build highly effective teams to achieve initiatives. Proven success in senior positions at United States Postal Service (USPS), Quintiles Transnational Incorporated, North Carolina Department of Revenue (NC DOR), Nortel and Bell Northern Research (BNR). Significant experience managing customer, international, and enterprise-wide stakeholders through software / technical development life cycle, root cause analysis, and Information Technology Infrastructure Library (ITIL) best practice, business process development.
Achieved $1.2M in savings
Led the transition of vendor-provided Tier II software application support from vendor’s off-site location to an on-site Postal location resulting in a $1.2M savings.
Eliminated a three-year project bottleneck within three months:
Developed and implemented two personnel security-related processes working directly with USPS Office of General Council, Privacy Office, Inspection Service, Human Resources, Labor Relations, and the Corporate Information Security Office.
Established a senior leadership governance board to mitigate future bottlenecks.
Implemented a decision log to clarify who, what and why decisions were made (e.g., Postal policy, legal, legislative, etc.), which resulted in a cohesive team understanding and propelled the team forward to achieve three-month goals.
Established and implemented project management best practices. Improved retail point-of-sale system conversion time by 50%
Reduced the time required to transition all Postal retail office systems from POS to RSS by 50% by replacing the manual conversion process with a new automated conversion process.
Facilitated risk assessment, created a risk management plan, and managed risks identified as potential conversion success inhibitors.
Reduced Production defects by 75%
Designed and implemented a software testing and defect tracking tool to document test plans, test cases and test results and identified defects reducing the number of defects going into Production by 75%. Produced 30% life cycle savings and reduced installation time by 50% Led technical subject matter experts to reduced installation time by 50%, which beat our competitors’ time to market, resulted in a 30% life cycle savings of $150M, and achieved our customers’ request for a turnkey delivery solution. Increased available eCommerce services by 30%
Initiated the use of Agile software development to project and business stakeholders resulting in improved delivery of new services and increased availability of eCommerce services by 30%. EDUCATION
Bachelor of Science / Business Administration North Carolina Wesleyan College Associate of Science / Telecommunications Pennsylvania State University CERTIFICATIONS
Project Management Professional – PMP® Certified Project Manager Certified Scrum Master (CSM)
Lean Six Sigma Green Belt (LSSGB)
ITIL® V3 Expert
ITIL® V3 Intermediate level: Service Design, Operational Support and Analysis (OSA), and Service Offerings and Agreements (SOA) certifications, ITIL® Practitioner, and Continual Service Improvement (CSI)
Debra B. Morek
233 Stillwood Drive email@example.com
Wake Forest, NC 27587 919-***-****
Senior IT Program Manager, USPS Sep 2012 – Present Senior IT program manager responsible for leading IT and CIO initiatives and supporting IT communications and organizational change management. Key areas include ITIL advisor, CIO Senior Communications Advisory Group, IT / CIO budget risk register, IT budget planning, ServiceNow Governance Board, IT Service Catalog Item communications approval, and IT policy development. Business Process Consultant, Verizon Jan 2011 – Sep 2012 Managed the development of ITIL-based process and procedure manuals to improve efficiencies associated with Verizon customer contracts valued at $25M or more. Responsible for working with Verizon and customer technical stakeholders to define mutually agreeable service level agreements within legally-binding contracts.
Senior Project Manager, Quintiles Transnational, Inc. Mar 2008 – Sep 2010 Managed project teams through the SDLC ensuring FDA, SOX, and other regulatory compliance and meeting budget, scope, and schedule objectives. IT PMO Manager, NC DOR Dec 2006 – Mar 2008
IT PMO manager reporting to the Deputy CIO to define one, three, and five-year department IT strategic plans. Led efforts to conduct and baseline IT process maturity and define a strategic plan to integrate ITIL best practices throughout IT, including establishing OLAs within the DOR and SLAs with the NC State governing agency.
Membership Services Associate, WCPE Radio Apr 2004 – Dec 2006 Led the documenting of system requirements to replace aging financial system, testing of new in-house designed database, and analyzing of test results against business requirements. Supported semi-annual membership drives by recording member donations and successfully acquiring volunteer meals from local business donations.
Owner / Business Consultant, Natural Synergy Inc. Jan 2002 – Dec 2006 Conducted business feasibility assessment for Raleigh-based Chinese business that proved initial business plan flawed and avoided investment loss. Guided entrepreneurial pottery owner in growing new business through research, business analysis, and marketing. Senior Manager, Nortel Jan 1997 – Feb 2002
Led DMS-100 multi-million-dollar turnkey customer solution build-outs to gain time-to-market advantage over competition and increase customer-base, build customer loyalty, and increase net profit for DMS-100 product line.
Project Consultant, COMSYS Technical Service May 1995 – Dec 1997 Conducted business requirements assessment, facilitated design meetings, created design wire screens, and supported development of a DMS-100 service catalog and ordering system. DBA Engineer, Fujitsu Network Switching of America Dec 1993 – Mar 1995 Developed IEEE-based process, procedure, and work instruction standards and guided staff through the process to convert and update all existing departmental documents to the new document standards. BNR RTP PMO Manager, BNR Inc. and Nortel Networks Jun 1984 – Nov 1993 Manager responsible for monitoring and reporting on the entire DMS-100 product development at the RTP lab. Ensured development adhered to the Nortel SDLC and its gate criteria. Key areas included managing direct reports, conducting gate review meetings, reporting status of internal and customer onsite testing, release patches and validated workarounds, providing trend analysis on each phase of the SDLC, and strategic planning of future features with marketing and product stakeholders.