Professional Summary:

SSM Health Wound Center

Consulting Program Director October2018 to February 2019

Goal: Develop marking/costing for the expansion of the wound Center Team Size 20-30 (Rapid Application Development, daily scrum)

Market to Physicians for referrals to the wound Center.

Develop Total Quality Management for Plan of Care, Failure mode analysis and outreach support to referring physicians.

Cost analysis and Medicare reimbursement analysis.

Project management of Clinical optimization/Cerner template build.

Project Management of relocation of the Wound Center to Hospital from Clinic.

State of Wisconsin-Department of Administration November 2016 to October2018

Consulting Program/Project Manager

Goal: Develop the Shared Services of OnBase Team Size 20-30 (Rapid Application Development, daily scrum)

Met with Agencies and explained the benefits of digitization of records (Third PM, brought forward the vision and mentored 5 agencies into Production).

Developed the Costing model, using the State of Nebraska Model as an example.

Led Joint Application Development sessions with the end users to better identify business needs and process changes.

Led Joint Application Development sessions with the end users to better identify business needs and process changes.

Goal: Data Center-Program Manager of the 600 Oracle instances and 4000 SQL Databases for the enterprise (Agile Methodology-Kanban, daily scrum)

Upgraded all versions of SQL to the Tactical/supported versions of SQL (all state Agencies).

Upgraded all versions of Oracle to the Tactical/supported versions of the Oracle (all state Agencies).

Moved the DOT oracle instances into the Enterprise, active data guard, into the oracle cluster.

Moved DWD oracle instances into the Enterprise, active data guard, into the oracle cluster.

Goal: Project Manager over WebSphere Portal upgrade from 615 to 855

Developed the Charter, Requirements Doc, WBS, Communication plan, requirements traceability Matrix and use and test cases.

Worked with the Department of Corrections developers, DBA’s and DOC leadership to deliver the project.

Created an implementation plan, test plan and success criteria for final sign off the deliverable.

Goal: Project Manager over Exadata and Exologic Hardware refresh from X3’s to X7’s and X6’s.

Worked with Oracle/ DET Resources in developing the OEDA and El _Configurator.

Developed the Charter, Requirements Doc, WBS, Communication plan, requirements traceability Matrix and use and test cases.

Created an implementation plan, test plan and success criteria for final sign off the deliverable.

Gardner Denver June 2015 to November 2016

Consulting Program/Project Manager

Goal: Convert Lotus Notes to SharePoint Project (Agile Methodology, daily scrum)

Budget: 650K Team Size 10-20

Performed JAD Sessions to update the current state to the Proposed state into SharePoint.

Led Joint Application Development sessions with the end users to better identify business needs and process changes.

Provided consulting regarding business concepts, business research principles, techniques and processes.

Developed the overall business model to define and analyze data requirements needed to support the business processes and with the associated data definitions.

Lead the development Team in Scrum Sessions to develop the share point Solution.

UW- Health, Madison March 2015 to June 2015

Consulting Program/Project Manager

GOAL: Implement infrastructure to support the operations/project coordination of a large deployment of a VDI Solution; Windows Server 2003 Decommission, Implement an Enhanced Referral Module, (Waterfall Methodology)

Budget: 1.5 million Dollars Team Size 15-45

Project Name: Plan of Care project.

Developed Project Plan and work break down structure using standard work of the Client to Microsoft project.

Led Joint Application Development sessions with the end users to better identify business needs and process changes.

Provided consulting regarding business concepts, business research principles, techniques and processes.

Developed the overall business model to define and analyze data requirements needed to support the business processes and with the associated data definitions. (Data at Rest-Encryption, PCI compliance, Policies and procedures around security.)

Responsible for the identification of control points, risk assessment, and recommendations on how to minimize risk using various software systems, creation of user acceptance test plans and cases, preparation for system testing and conducted user training. (Patch management-SCCM, virtualized servers for data center move, security exception process and mitigation strategies)

Oshkosh Corp, Oshkosh October 2013 to March 2015

Program Risk/Project Manager

GOAL -In accordance to the Board of director’s direction implement the risk Process throughout all the segments in the United States. Created Standard work of the risk process in accordance to CMMI and PMBOK. Facilitated risk identification, response planning, response plan approvals, and helped throughout the monitoring and tracking of risks through close out of the project and in Hyper Care. Created the Enterprise Risk Assessment -Operational, IT Security, IT SDLC (Cobit Frame work), Product Development Following JNT001 (Defense Requirement),

Project Paper: As a Project Manager - Implement the name Change to support the Defense Operation of a legal entity Change; Change the Defense segment legal entity into a Limited Liability Corporation.

Global Trade Management System Project: As a Project Manager - The deployment of a web-based application; Global Relay for custom reporting/shipping of parts and vehicles throughout the word.

Budget: 1.5 Million Dollars Team Size 15-30

PCI/PHI/Cybersecurity: As the Program Manager, implemented a security project to identify and remediate security GAPS/Best practices.

Plan for Every Part (PFEP): As Project Manager worked with the vendor to create a bill of material with Dunnage to determine shipping requirements to the customers. Reducing overloading of trucks and DOT fines.

Convergence Project: Consolidating 14 ERP’s into two instances (Defense& Commercial) along with a warehouse application at JLG.

Budget 1.7 Million Team Size 30-55

Developed policies and procedures for handling Data at Rest-Encryption, PCI compliance, Policies and procedures around security.

Data Center policies and procedures for mitigation of Security GAPs and the virtualization of servers and applications for better performance/storage and maintenance of applications using service now to identify all servers, OS,/tier application support. Identified various projects to remediate the GAPS.

Developed Project Plan and work break down structure using standard work of the Client to Microsoft project.

Led Joint Application Development sessions with the end users to better identify business needs and process changes.

Developed business requirements from stakeholder meetings to construct business modeling using various diagramming methods (i.e. class, use case, sequence, communication and deployment).

Responsible for the identification of control points, risk assessment, and recommendations on how to minimize risk using various software systems, creation of user acceptance test plans and cases, preparation for system testing and conducted user training.

Reported to IT management and end users; published meeting minutes and maintained project plans.

Consulting Experience June 2008 to Oct 2013

Worked as a consulting Project Manager for different clients in and around the Madison area. Below are details about the positions and projects

ThedaCare, Appleton April 2013 to October 2013

Project Manager

GOAL: Implement infrastructure to support the operations/project coordination of a large deployment of a web based portal; My Chart, Implement an Enhanced Referral Module, Implement eBilling Module, (Agile Methodology)

Project Manager Budget: 750K Dollars Team Size 25-15

Project Name: Plan of Care project.

Developed Project Plan and work break down structure using standard work of the Client to Microsoft project.

Developed the overall business model to define and analyze data requirements needed to support the business processes and with the associated data definitions.

Developed business requirements from stakeholder meetings to construct business modeling using various diagramming methods (i.e. class, use case, sequence, communication and deployment).

Responsible for the identification of control points, risk assessment, and recommendations on how to minimize risk using various software systems, creation of user acceptance test plans and cases, preparation for system testing and conducted user training. (Data at Rest-Encryption, PCI compliance, Policies and procedures around security)

RW BAIRD, Milwaukee December 2012 to April 2013

Consulting Project Manager

GOAL: Implement infrastructure to support the operations/project coordination of a large deployment of software; Replacement of Compliance software (Agile Methodology, daily scrum))

Budget: 1.3 Million Dollars Team Size 45

Project Name: CAMM replacement project.

Developed Project Plan and work break down structure using an integration of SharePoint to Microsoft project. Led Joint Application Development sessions with the end users to better identify business needs and process changes.

Provided consulting regarding business concepts, business research principles, techniques and processes.

Developed business requirements from stakeholder meetings to construct business modeling using various diagramming methods (i.e. class, use case, sequence, communication and deployment).

Responsible for the identification of control points, risk assessment, and recommendations on how to minimize risk using various software systems, creation of user acceptance test plans and cases, preparation for system testing and conducted user training.

Wausau Financial Systems, Wausau July 2012 to December 2012

Consulting Project Manager

GOAL: Implement infrastructure to support the operations/project coordination of a large deployment of software; cashing platform, replacing several legacy systems for the County City of San Francisco Treasury Department. (Waterfall Methodology)

Budget: 1.8 Million Dollars Team Size 33

Project Manager Project Name: Implementation of Core Cashing system, Image RPS and On base.

Developed Project Plan and work break down structure.

Wrote, delivered and executed testing plans which ensured system changes performed to specified requirements.

Provided consulting regarding business concepts, business research principles, techniques and processes.

Responsible for the identification of control points, risk assessment, and recommendations on how to minimize risk using various software systems, creation of user acceptance test plans and cases, preparation for system testing and conducted user training. (Data at Rest-Encryption, PCI compliance, Policies and procedures around security)

Responsible for the identification of control points, risk assessment, and recommendations on how to minimize risk using various software systems, creation of user acceptance test plans and cases, preparation for system testing and conducted user training.

Reported to IT management and end users; published meeting minutes and maintained project plans.

Wysocki Family of Companies, Appleton, WI October 2011 to July 2012

Consulting Project Manager

Budget: $1 million Team Size: 35

GOAL: Implement infrastructure to support the operations/project coordination of a large deployment of software replacing several legacy systems. (Agile Methodology, daily scrum))

Project Name: Implementation of Produce Pro (ERP) and Microsoft Dynamics Navision (General ledger and analytics cube).

Developed Project Plan and work break down structure

Project Manager for a very large project in excess of 1 million dollars.

Wrote, delivered and executed testing plans which ensured system changes performed to specified requirements.

Data Center policies and procedures for mitigation of Security GAPs and the virtualization of servers and applications for better performance/storage and maintenance of applications using share Point to identify all servers, OS,/tier application support. Identified various projects to remediate the GAPS.

Developed business requirements from stakeholder meetings to construct business modeling using various diagramming methods (i.e. class, use case, sequence, communication and deployment).

Responsible for the identification of control points, risk assessment, and recommendations on how to minimize risk using various software systems, creation of user acceptance test plans and cases, preparation for system testing and conducted user training.

CUNA Mutual, Madison, WI January 2011 to October 2011

Consulting Project Manager

Budget: $20 million Team Size: 58

GOAL: Implement infrastructure to support the operations/project coordination of a large deployment of document changes and process improvements. (Waterfall Mythology)

Project Name: Elevation, Pershing for Investment analysis for Investment Brokers

Project Manager for a very large project in excess of 20 plus million dollars.

Analyzed data. Wrote and delivered training documentation which will be used to ensure new hires are trained efficiently.

Wrote, delivered and executed testing plans which ensured system changes performed to specified requirements.

Gathered requirements for new system design based on the various client's requests by identifying their business needs, the costs and benefits of implementing computing solutions for the development of Health Insurance solutions.

Led Joint Application Development sessions with the end users to better identify business needs and process changes.

Provided consulting regarding business concepts, business research principles, techniques and processes.

Developed the overall business model to define and analyze data requirements needed to support the business processes and with the associated data definitions.

Developed business requirements from stakeholder meetings to construct business modeling using various diagramming methods (i.e. class, use case, sequence, communication and deployment).

State of WI

Project Manager/Implementation Manager October 2009 to January 2011

Budget: $2 million Team Size: 36

Project Name: Rate Reform for the State of Wisconsin

Goal: Implement infrastructure to support the operations/project coordination of the 74 Rate Reform Directives of the State of Wisconsin Medicaid for the Division of Health Care Access and Accountability. (Agile Methodology)

Project Manager for 9 large projects in excess of 14,500 hours saving the state 125 million.

Worked with WI Department of Health Services to determine and document business requirements for projects project plans which are estimated to save the state of WI $600 million per year.

Analyzed processes, systems to determine deficiencies and identify improvements. Assisted the State of WI in reducing operational expenses by over $600 million dollars.

Analyzed data. Wrote and delivered training documentation which will be used to ensure new hires are trained efficiently.

Wrote, delivered and executed testing plans which ensured system changes performed to specified requirements.

Gathered requirements for new system design based on the various client's requests by identifying their business needs, the costs and benefits of implementing computing solutions for the development of Health Insurance solutions.

Developed the overall business model to define and analyze data requirements needed to support the business processes and with the associated data definitions.

Developed business requirements from stakeholder meetings to construct business modeling using various diagramming methods (i.e. class, use case, sequence, communication and deployment).

Responsible for the identification of control points, risk assessment, and recommendations on how to minimize risk using various software systems, creation of user acceptance test plans and cases, preparation for system testing and conducted user training. (Data at Rest-Encryption, PCI compliance, Policies and procedures around security)

Intelsys, Reston, VA May 2009 to October 2009

Consulting Program Manager

Project: Name eTaxcalendar-eTaxPortal

Budget: $1.8 million Team Size: 26

Goal: Implement infrastructure to support the marketing/support of the eTaxporatal suite of services to tax professionals and corporate tax accountants (Agile Methodology, daily scrum))

Hired to bring back in scope the project effort, repair customer relations and complete effort within revised budget.

Managed on Demand project effort, for corporate rollout; including development of work instructions, through Recording, Editing and QA process, along with leader instructions.

Managed budget and expenses for 14 sub-contractors.

Responsible for weekly reporting of actuals against deliverables with client.

Responsible for repairing/improving client relations.

Developed business requirements from stakeholder meetings to construct business modeling using various diagramming methods (i.e. class, use case, sequence, communication and deployment).

Responsible for the identification of control points, risk assessment, and recommendations on how to minimize risk using various software, creation of user acceptance test plans and cases, preparation for system testing and conducted user training. (Data at Rest-Encryption, PCI compliance, Policies and procedures around security)

Worked closely with end users to determine business needs and process changes for development of Supply Chain Management.

Outcome: Established the process for requirements gathering for the future clients, customer support handling, and change order processing.

Smucker, Milwaukee, WI January 2009 to May 2009

Consulting Senior Project Manager

Project: Implementation of Tax Software for Smucker

Budget: $3.8 million Team Size: 42

Goal: The documenting the current and proposed state of the current business processes.

Hired to bring back in scope the project effort, repair customer relations and complete effort within revised budget.

Managed On Demand project effort, for corporate rollout; including development of work instructions, through Recording, Editing and QA process, along with leader instructions

Responsible for weekly reporting of actuals against deliverables with client.

Gathered business requirements from stakeholders to build information system and construct business modeling using Class Diagram, Use Case Diagram, Sequence Diagram, Communication Diagram, Deployment Diagram Functional and Non-Functional Document Requirements for the following processes Fin 48, Apportionment, Provision, State ETR, LIFO Provision, Sales and Use Tax and the Property Tax processes, identified the input and out files, wrote up the test scripts and executed the audit over the process.

Responsible for the identification of control points, risk assessment, and recommendations on how to minimize risk using various software systems, creation of user acceptance test plans and cases, preparation for system testing and conducted user training. (Data at Rest-Encryption, PCI compliance, Policies and procedures around security)

Developed the data mapping for the data collector (input and output files)for the SQL data base for the tax reporting for FAS 109, FIN 48, Apportionment, State ETR reporting.

Outcome: Resulted in transparent tax process minimizing risk through a more efficient and cost effective approach.

Johnson Controls, Milwaukee, WI June 2008 to January 2009

Consulting Financial Analyst/Business Analyst/Project Manager

Project: Implementation of accounting methodology for Office Max, client of Johnson Controls (Agile Methodology) Budget: $1 million Team Size: 18

Worked closely with user community to determine business needs and process changes for development of Supply Chain Management in order to control the processes, movements, and WIP, Comp, and V-comp using Voyager Solutions.

Converted extracted and generated information from one format to another and generate standard as well as non-standard reports from business applications or databases using advanced functions of office productivity tools.

Developed the data mapping for the financial close process (input and output files) for the access data base for the financial reporting for Office Max.

Developed the overall business model to define and analyze data requirements needed to support the business processes and with the associated data definitions.

Outcome: The automated transparent close process of the financial statement processing for Office Max/Johnson Controls reducing costs, illuminating inefficiencies.

Madison National Life, Madison, WI December 2005 to June 2008

Internal Audit Manager, Business Analyst, Systems Analyst and Project Manager

Goal: The reengineering of the internal processes, illuminating redundant and inefficient processes. (Agile Methodology, daily scrum))

Budget: $10,000,000 Team Size: 140

Responsible for eliciting requirements for the implementation of a new Clinical Information System.

Data Center policies and procedures for mitigation of Security GAPs and the virtualization of servers and applications for better performance/storage and maintenance of applications using share Point to identify all servers, OS,/tier application support. Identified various projects to remediate the GAPS.

Data Center migration to a state of the art facility, no fault tolerant system, dual redundancies, and disaster recovery policies and procedures,

Worked with business users and operations personnel to determine the best strategy to re- engineer and automate the existing application and its integration with various data centers.

Led various Joint Application Development sessions with stakeholders and project managers to determine business needs and process changes.

Responsible for the procedure and business requirements document for the re-engineering of the Claims Management System. This also involved eliciting business requirements from stakeholders, and various cross functional teams and departments.

Prepared Request for Information (RFI) and Request for Proposal (RFP) documents.

Assisted in the vendor selection for application software purchase.

Developed the data mapping for the financial close process (input and output files) for the SQL table data base for the financial reporting for the accounting department.

Outcome: Reduced backroom operations expenses by 8.4 million.

Independent Consultant September 2003 to December 2005

Consulting-Project Manager

Projects: RSM McGladrey, JL French, Career Education, Alliant Energy, Covance Labs

Goal: Automate and document the payroll processing and financial reporting for FSO Set up the internal controls and processing for payrolls and financial statement preparation.

Responsible for the development of strategic planning.

Created the statement of work and ROI calculations for both the consolidation of eight businesses and the implementation of a new ERP package.

Established cross functional teams to develop system requirements.

Created payroll process for Sarbanes Compliance and procedures for business process management.

Worked with the business units to develop test plans for control activities.

Developed test plans for revenues, tax, inventory, expenses, IT payroll and financial reporting.

Trained business units on Sarbanes compliance using flow charts, process diagrams and rational unified process.

Developed the data mapping for the various processes (input and output files) for the SQL table data base for various management reporting analysis. The Meta data was linked to dash boards for transparency over the various processes.

Prepared Request for Information (RFI) and Request for Proposal (RFP) documents.

Developed the overall business model to define and analyze data requirements needed to support the business processes and with the associated data definitions.

Outcome: Set up the internal controls and processing for payrolls and financial statement preparation automation for 4,800 clients.

Education:

University of Wisconsin - Oshkosh

Bachelor of Science, Accounting and Finance

Certifications and Professional Development:

Certified Internal Auditor – 1980

Certified Managerial Accountant – 1987

Studying for PMP, Masters in progress

Member of the PMI

Member of the Madison Chapter

Professional Development:

Agile/RUP Training, 2009

Six Sigma Training, 1995

CMMI / AQMS Methodology Overview 2006

Project Management Simulation Workshop 2006

Project Management Bootcamp 2016

Use Case Workshop, 2008

Project Management Workshop, 2005

Risk Management Workshop, 2003

Data Modeling and TOPS – Technology of Participation Facilitation Workshop, 2001

ITIL IT Service Management Overview Best Practices, 2004

Business Systems Analysis and Redesign

Object-Oriented Programming

Business Process Modeling

Entity Process Modeling

Technical Summary:

Tools & Technologies: Excel, Power Point, Word, Maximo, Lotus Notes, Crystal Reporting, Microsoft Project Manager, Office 2013, SAP, Oracle IBM z/OS, System Development Life Cycle Methodology, Project Workbench, MVS Utilities, COBOL 370, Micro Focus COBOL, PL/1, IBM Assembly, CICS, CICS Transaction Gateway, Microsoft Solution Framework for Agile Development, Visual Basic .Net, XML, MS SQL, DB2, Stored Procedures, Triggers, MS Visio, MS PowerPoint, MS Access, Endevor, CA7, Dyl-280, File-Aid, Xpediter, HyperStation, Test Director, Office 2010 and 2013, WebSphere, SOA, WebEx, Serena, Continuous Data Protection, Apache, Great Plains, MAPICs, ERP’s, Crystal Reports, MAS 90, General Ledger, Token ring, ADP, Hyperion, Hyperion, AS400, Fimmas, Freedom, Service Now, Oracle, SAP, Produce Pro, Service Now, Plainview, Clarity, Microsoft Project Server, Pershing dealer broker platform. HP Quality Center.

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