Management Project

Gary Glasscock

Houston, Texas, USA 281-***-**** ****@*******.*** www.linkedin.com/in/glasscockgary

Summary

A results-oriented leader with a proven record of project and program management, PMO implementation, IT business management, and strategic planning. A creative problem solver able to measure, analyze, and improve business performance. Leverages leadership, motivation, and communication skills to build and drive top-performing teams across the IT and business spectrum. Skilled in supporting program sponsors and training project managers. Experienced in managing a large portfolio PMO.

PMO & Portfolio Management

Strategic Planning & Development

SDLC, PMLC & Agile Standards

Training & Platform Instruction

Cost/Benefit & Business Case Development

Project & Program Management

Multi-Site/ Multi-Org Team Building

Consulting & Process Design

IT Finance & Business Management

Sourcing & Vendor Management

Education & Certifications

RICE UNIVERSITY, Houston, Texas, M.B.A., Financial Management

UNIVERSITY OF NEW ORLEANS, New Orleans, Louisiana, B.A., Economics

Project Management Professional (PMP), Project Management Institute

Agile / Scrum Master Certified (SMC)

Experience

AMERICAN INTERNATIONAL GROUP (AIG), INC., Houston, Texas 2002-2016

Vice President, Program Management, Life & Retirement, 2011-2016

Director, PMO & IT Business Management, American General Life, 2002-2010

Implemented and managed a large portfolio PMO, including detailed business case/gate reviews, financial and status reporting, adherence to standards, and effective issue monitoring that became centerpiece of monthly Investment Decision Board (IDB).

Created agenda, provided materials, and facilitated IDB chaired by CEO.

Global portfolio of 80+ programs that ranged from $60,000,000 to $140,000,000 annual one-time investment.

Assisted 100+ business sponsors and project teams in creating effective and rigorous business cases, including cost-benefit analysis, benefit tracking, and program-level benchmark establishment. Prepared project owners for effective presentation to IDB.

Improved project consistency and performance by creating and enforcing a common process and lifecycle (PMLC) and SDLC standards. Increased professionalism across the PM community, instilled executive confidence and fulfilled the business strategy.

Supported CIO and CAO with creative and effective staff support, including IT business management, budgeting, performance metrics, reporting, and executive presentations.

Successfully managed monthly and annual performance tracking and reporting.

Tracked and managed over 40 key goals and metrics relating to staffing/utilization, cost/budget, program benefits, and strategic program performance. Diligence and focus enabled organization to achieve high level of accomplishment.

Worked with senior management and various consultancies, such as Accenture, to develop effective strategic plans.

Defined key relationships between business goals, IT strategies, and specific programs and metrics to execute strategy.

Zero-based project portfolio to focus resources on most strategically important programs.

Created and managed AIG’s only comprehensive benefit realization program. Tracked benefits versus baseline for 80+ programs for two to five years after program implementation.

Annual run-rate of $120,000,000 revenue/profit, $40,000,000 cost reduction, and $74,000,000 cost avoidance.

76% of projects met or exceeded benefit projections (provided “lessons learned”/post-mortem to IDB executives for those that missed projections).

Implemented Application Development & Management (ADM) efficiency program as part of AIG’s 2011-2014 “$1 Billion Save” initiative. Developed tracking model, and aggressively managed program to successfully meet three-year targets. Implemented savings across three levels: application retirements, migration to low-cost staffing (BPO/offshoring), and demand reduction in lower-valued maintenance/enhancements. Achieved run-rate savings of $32,000,000, about 12% of L&R IT budget.

Delivered comprehensive project and portfolio management system (HP-PPM) vertically across all L&R groups and horizontally by integrating into forecasting and budgeting process.

Approximately 1,200 employees and contractors tracked time to project tasks in PPM weekly, and over 100 project managers and analysts used system to manage projects and resources.

PPM continues to be used widely, and is considered most useful and well-designed project/resource management system at AIG.

Ensured L&R compliance with AIG’s Global Sourcing & Procurement Services program. Improved and managed team dedicated to IT contract negotiation and on-going vendor management. Savings ranged from $500,000 to $3,000,000 annually.

Managed IT ADM portion of Federal Reserve Compliance program, including development and compliance with SDLC and change management standards. Worked with AIG corporate and auditors to streamline L&R’s compliance, achieving objectives with smaller footprint (11 contractors replaced with two employees, achieving $450,000 run rate savings).

Benchmarked key business metrics for legacy business platforms, resulting in detailed unit revenue and cost analysis.

Established volume and unit metrics related to commissioned agents, new insurance policies sold, revenue/premium metrics, number of agents, and size/product complexity of inforce policy block.

Presented analysis to management in series of white papers to highlight relative inefficiencies of competing legacy platforms vis-a-vis each other and industry.

Many white paper recommendations were adopted and resulted in One Platform consolidation program.

Created financial model and tracking process providing quarterly internal and annual industry/competitor benchmark updates.

Spearheaded L&R implementation of AIG-wide consultant sourcing and management system (Fieldglass). Identified, centralized, and controlled over $50,000,000+ in resources. Automated workflow and payment of paper-driven, error-prone process.

Additional Experience

AMERICAN GENERAL CORPORATION, Houston, Texas, Associate Director of E-Business, 1999-2002. Supported newly created function to take advantage of web technologies and import e-business opportunities into conservative insurance business. Provided support for initiatives, including Oracle ERP implementation and RedApple.org web portal designed to provide K-12 teachers with variety of resources and improve investment/retirement planning.

Management Consultant & Project Manager, American General Corporation, 1995-1998. Supported variety of improvement initiatives and projects. Served as project manager of Y2K readiness for all AG corporate systems. Migrated recently acquired Independent Life in Jacksonville, Florida, into company operations. Managed consulting associate training program (CATP classes 30-32), including administration, scheduling, curriculum development, and delivery of classroom training.

LEWIS REALTY ADVISORS, Houston, Texas, Associate, 1993-1994. Appraised real estate, and produced economic research and analysis to help clients win legal disputes, obtain bank loans, and meet government regulations. Created new business for firm by developing close relationships with brokers and owners. Developed multiscenario valuation model for portfolio of 51 retail centers, with analysis and conclusions aiding in negotiation of $19,000,000 estate settlement.

UNITED STATES GOVERNMENT ACCOUNTABILITY OFFICE (GAO), Dallas, Texas, Senior Evaluator, 1987-1991. Supported U.S. Congress by conducting operational reviews and program audits. Conducted readiness assessment of National Defense Reserve Fleet, including spot audit of James River and Lake Arthur fleets. Completed financial audit of federal food stamp program, Southwest region. Oversaw economic review of DoD’s procurement of distilled spirits for morale, welfare, and recreation program. Reviewed military hospitals, including readiness of Wilford Hall Medical Center, DoD’s largest facility. Examined compliance versus recent changes in federal tax mortgage interest deduction.

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