Project Manager Management

Edgar Gonzalez

*** ******** **** ( Freehold, New Jersey 07728

917-***-**** ( acaivb@r.postjobfree.com

PROFESSIONAL SUMMARY

Edgar Gonzalez is a senior information technology and Project

Manager/Consultant with over twenty years of experience in the IT industry.

Edgar has obtained diverse industry knowledge and experience in project

management (specialized in PMO methodology), finance/banking,

telecommunications and technology infrastructure. Edgar possess a wide

range of interdisciplinary experience in all aspects of Information

technology, Data Center (DC), trading floor/front office planning and

merger migration, project's lifecycle (Initiation, Planning, Execution and

Control). Edgar has played a crucial role in implementing trading floor and

back office infrastructure in major financial institutions in Asia-Pac,

LatAm and Europe.

AREAS OF EXPERTISE/KEY ACCOUNTABILITY

( Ability to build strong relationships with senior stakeholders

( Project and Program Management Consultancy Experience

( Broad experience in technology deployment and business Process Design

( Project Life/Process/Design Life Cycle (SDLC)

( Multidisciplinary project execution

( Strategy outsourcing deployment

( Cross border/multi geography project delivery and team building skills

( Bi-lingual; fluent in Spanish

PROFESSIONAL EXPERIENCE

Consultant - April 2013 - September 2013, Dun and Bradstreet (Consultant),

Short Hills, NJ 2013

Effectively participated in the development and implementation of

business solutions to drive pricing analytics and revenue optimization.

. Effectively assisted in directing internal groups including Product,

Technology and Sales to achieve business solutions within project

guidelines

. Strategically prioritized work initiatives and maintains reporting

relationships with project stakeholders. This included team members,

peers, managers to ensure quality and on-time delivery

. Developed documentation, monitor and reported project performance to

maintain the quality of deliverables

Consultant - July 2012 - December 2012, PTS Consulting, New York, NY

2012

Participated in strategic and operational processes. Created the Project

Management Office for a large bank and financial institution. Led the

strategy planning initiative to achieve business goals across two work-

streams supporting the client's global Data Center strategy and

Governance operating framework.

. Established Project Board and work-stream process to monitor and track

progress against the strategic and business objectives as well as

scope, schedule and budget

. Focused on best-practices for the industries project management

methodology standardization to ensure successful implementations for:

governance, personnel, process and technology to maximize the return

on investment

. Responsible for planning a seven to ten year roadmap for the

deployment of mission critical Data Centers

Technology PM - November 2011 - March 2012, Bank of America (Consultant),

New York, NY 2012

Provided leadership, direction and oversight of all IT projects. Ensured

consistent alignment of Merrill Lynch's equities technical, financial and

business process management activities with corporate-level strategic goals

and objectives. Responsible for planning and execution of multiple IT

projects of various sizes in budget and staff using appropriate Project

Management Methodology/Tools (Clarity PPM).

. Effectively partnered with IT and business stakeholders to deliver end

to end infrastructure using applications solutions through the project

life cycle from initiation to closure. This included participating in

requirements gathering, system analysis/design,

development/configuration, testing and implementation phases

. Managed project through comprehensive assessment and planning

techniques with central maintenance and resolution reporting to ensure

successful completion of all program deliverables

. Acted as primary liaison between the business and the various IT teams

as well as Sr. Management, assumed ownership of the project

deliverables and results

Infrastructure PM - February 2011 - August 2011, AIG (Consultant), New

York, NY 2011

Planned and executed several domestic and global projects around

office/branch relocations and technology/network enhancement; actively

participated in all phases of the project. Set up and drove the core

delivery team ensuring clear roles and accountability for each deliverable

and dependency.

. Responsible for ensuring end to end project plans tightly coupled with

deliverables aligned IT and business stakeholders. Track progress and

actively manage any potential roadblocks or delays to ensure timely

and quality delivery of committed projects

. Coordinated and prioritized resources across projects, departments,

and external partners to ensure that cross-functional resources are

managed while achieving project objectives

. Collaborated closely with other Line of Business (LOB) Project

Managers and IT staff to leverage technology and resources across

business areas including LATAM

DC PM - January 2010 - December 2010 - Data Center: Morgan Stanley

(Consultant), New York, NY

Participated in strategic of the Enterprise Data Center (EDC) Project

Management Office (PMO) processes with the Executive Global Team;

responsible for developing the governance, framework/scope policies,

procedures, and best practices for the planning, building/construction,

operation, management (Playbook) and improvement of data centers ("Green

DC"), of Morgan Stanley's portfolio of legacy and new premier North

American campus facilities supporting senior management's

business/technology vision. This included, but not limited to the following

areas of responsibility:

. Provided transparency, executive status reporting and governance via

Project Portfolio Management (PPM) tools to track project major

milestones, and managed risks, issues and decisions requiring action

and resolution

. Provided leadership, direction and oversight of all DC programs as

well as ensure consistent alignment of the organization's technical

and business process/project/program management activities with

corporate-level strategic goals and objectives across geographies to

produce optimal IT solutions

PWCC/IBM, GLOBAL BUSINESS CONSULTING SERVICES - Principal Managing

Consultant 1998 - 2009

Project Manager with IBM for Ricoh America, Pine Brook, NJ

2008-2009

Provided leadership and support for implementing a Services Oriented

Architecture (SOA) Proof of Concept (PoC), strategy and roadmap: Project

managed a technical and a business team for the planning, management and

execution to enable the client to demonstrate a Business Process Management

(BPM) enabled by an SOA solution for a bank loan application process to

increase sales channels and growth profitability, including, but not

limited to:

. Provided accurate and transparent analysis of issues/risk along with

appropriate solutions to meet the client's requirements via an

Executive Dashboard, Score Card and PMO methodologies/tools: Seven

Keys of Success to monitor quality & risk management and report

overall project health to senior stakeholders

. Provided leadership and support of pre-sales requirement to include

Value Proposition, Sales and Marketing Framework for Global Account

Managers and executives to develop the sales vision and expand multi-

channel

sales capabilities and revenue streams

Project Manager - Data Center Relocation with IBM for the Canadian

Institute of Health Information, Toronto, Canada

2008

Led a team of internal, client technical resources and vendors to plan

manage and executive the relocation/migration of their mission critical

data center to a new headquarters building:

. Developed a reporting structure and associated PM tools including

templates, detailed processes (resource and project plans) to track

all phases of relocation to ensure predictable, consistent, and

successful program execution; resulting on a successful relocation -on-

time, within budget, on-quality

. Provided leadership in issues management and risk management.

Project Management Office (PMO) with IBM for TD/Commerce Bank, Mount

Laurel, NJ 2008

Created and managed a Project Management Office (PMO) with the executive

team for business applications and technology integrating/consolidating for

a consistent and transparent Mergers & Acquisitions vision for both

organizations - US and Canada. Liaised with twelve multi-national technical

directors on an ongoing basis as directed by the EPMO; to ensure the

transparency and orderly execution of the technology integration program

for managing scope, schedule; timely and consistent team member

communications and decision making throughout all program phases:

. Developed a cross-team communications process; generated the weekly

executive dashboard reporting and Score Card/RAG reports for managing

the program's health and for mitigating the overall program risk and

execute projects efficiently and effectively

. Provided leadership activities: Statement of Work (SOW), WBS,

financial management, cost estimating, risk analysis, monitoring

project expenditure and proposal presentations to upper management to

meet business's objectives

Project Manager Data Center Relocation with IBM for Bridgestone/Firestone

Diversified Products,

Indianapolis, Indiana

2007-2008

Led a technical team for the planning, management and execution to enable

the client's efforts for relocating into a new Headquarters building to

include Data Center (DC) and front/back office relocation activities.

Responsibility for managing scope, cost, schedule, change control, and risk

management with client, vendors, subcontractors and trade personnel for a

successful relocation- on time and on budget:

. Implemented a reporting structure for managing project resources and

risk, including vendor and subcontractors, and for establishing an

effective communication plan with the project team and executives;

provided day-to-day direction to the project relocation team to

reduce relocation risk

. Managed the construction activities and timely deliverables with

subcontractors and construction firms

Project Manager IT Financial Services with IBM for UBS, Weehawken, NJ

2006-2007

Interfaced with diverse technical and business teams for managing

multiple projects to remediate mission critical initiatives to ensure

business and regulatory compliance. These programs were critical for

mitigating business risk for this global Financial and Investment

Institution:

. Managed complex interactions with multiple business and technology

stakeholders to mitigating financial risk

. Coordinate and facilitate consultation with management and staff to

define business and systems requirements for new technology/platform

implementations.

IT Transition Project Manager with IBM for Capital One, Richmond, VA

2005-2006

Excelled at building and managing a global team of 16 offshore resources

for the migration of Data Center Services (DCS) to India. Organized,

managed and provided day-to day/tactical direction to the team to perform a

complex Transition/Transformation of the bank's Command Center Service and

Desk functions for a successful transition:

. Provided leadership, direction and oversight of the programs and

projects as well as ensure consistent alignment of the organization's

technical and business process/project/program management activities

with the leadership through the effective use of standards and control

metrics and SLAs to effectively manage and prioritize initiatives

across geographies; USA and India. Managed the timely transition of

the support the desk/portfolio to India; provided project management

reviews across the portfolio, tracked and resolved issues and managed

risk

. Devised methods around communication plans to resolved tactical issues

and established controls and administered key project management

processes and metrics; designed an executive level reporting

(scorecard/dashboard) process for reporting program status and

reducing overall transition risk

Project Management Office (PMO) with IBM for Citi Group, Mortgage Backed

Securities (MBS), New York, NY

2004-2005

Led the Executive Project Management Office (EPMO) with the leadership team

to track business/technology projects; implemented PMO/PMT Tools for

tracking high-level milestones, mapping of SDLC v. PMT phases, issues,

risks and cross work-steam dependencies. Responsible for communicating the

project vision to the team and senior stakeholder management resulting on a

high quality systems deployment that met or exceeded customer expectations

for successful project implementation:

. Provided independent support in the execution and management of the

Program Management Office (PMO) methodology to included governance,

structure, reporting functions, communication plans; monitored project

status and portfolio/project metrics/ Key Performance Indicators

(KPIs) for reviewed by the MBS Steering Committee.

. Defined and rolled out project management standards and best practices

within the PMO group to ensured alignment of projects to the entire

Portfolio and ensure consistency and coordinated delivery of projects

via "Phase-Gated" Project Life Cycle tool for tracking high-level

milestones, SDLC phases, issues, risk, cross work-steam dependencies

to ensure that all the project deliverables and outcomes were

implemented on time, on budget, and within scope, to meet the

expectations of the client

Project Manager with IBM for JP Morgan Chase, New York, NY

2003-2004

Led a relocation team and provided engineering expertise for the oversight,

execution and successful completion for the relocation and consolidation of

the bank's Treasury & Security Services (TSS) Distributed Computing

Infrastructure (DCI):

. Devised methods and managed a holistic program to

consolidate/relocate, improve network capacity and resilience of DCI

systems and associated supporting Data Centers to include: networking,

space design, power systems, Heating, Ventilation and Air Condition

(HVAC), fire Protection and security systems

. Created centralized inventory of existing projects, developed

relocation/prioritization and DR process and implemented a project

management governance framework for reducing overall consolidation

risk

Program Management Office (PMO) with IBM for CIBC World Markets, New York,

NY 2001-2002

Created the Enterprise Program Management Office (EPMO) with the executive

team for the bank's successful relocation and consolidation to a new US

headquarters building: Construction, DCs, front/back office and trading

rooms:

. Provided independent oversight around three workstreams: Technology,

Interior Construction and Core & shell and maintained a holistic view

of collective activities for managing and reducing risk

. Provided advisory services to the steering committee, facilities

committees and financial committee to ensure successful project

delivery

. Determined the criteria for evaluating the IT strategy solutions and

DR based on an understanding of the enterprise's business objectives,

strategies and IT roadmap

Program Manager with IBM for Bear Stearns New York, NY

1999-2000

Managed the Technology Management Office (TMO) for the firm's successful

relocation efforts to a new US headquarters building. This initiative

included DCs, disaster recovery sites, trading floors and general floors:

. Acted as a subject matter expert (SME) for Telecom/Carrier technology

and services/initiatives to include planning/evaluation of their

private SONET (OC-48 using Dense Wave Division Multiplexing - DWDMs)

. Implemented a program for tracking progress across all the technology

disciplines and monitored overall technology costs through an

enterprise technology project plans across the portfolio for reducing

risk.

. Created and tracked multiple Technologies project workstream to

include the creation of a Request For Proposal (RFP) process for the

implementation of best of breed of voice systems including voice

systems (IPC Turret Tradenet MX) and made appropriate recommendations

in the overall RFP project life cycle

Technical Project Manager with IBM for NASDAQ, New York, NY and Trumbull,

CT 1998-1999

Led an integration strategy team for a migration and conversion of mission

critical Data Centers (DCs) and associated network WAN/MAN for the Mergers

& Acquisitions between an electronic market and an exchange:

. Conducted a feasibility analysis/planning, resilient network design

engineering for relocating/consolidating the two mission critical DCs

to support the electronic book technology architecture

. Provided planning and the roadmap for a resilient WAN/LAN network and

associated communications systems to support mission critical

functions/product from both a primary and back-up Data Centers, thus

minimizing the firm's overall financial risk

. Provided leadership, direction and oversight of the evaluation of the

telephony system consists of a combination of BTNA/Syntegra ITS

trading turrets and IPC

THE NEW YORK MERCANTILE EXCHANGE (NYMEX), New York, NY

1995 - 1997

Director of Telecommunications

Participated in the strategic and operational processes as a member of the

senior management team. Led the IT planning to achieve business goals by

fostering innovation, prioritizing IT initiatives, and coordinating

evaluation, deployment, and management of future IT systems/infrastructure

technologies. Recruited and managed an IT team (in source) to implement and

manage the service of an exchange business and technology initiatives;

successfully built consensus between IS departments, senior management,

users and third parties:

. Provided planning, design criteria and best practices in the

relocation of two Data Centers (DCs) and associate trading floors to a

new technology building for a successful relocation

. Day-to-day management of 18 IT technologies,

vendors/contractors/consultant relationships

. Led the planning, engineering, implementation teams for the

telecommunications (WAN/MAN) and voice systems infrastructure. Issued

RFPs, conducted bidders conference, negotiated contracts, procured and

implemented all carrier (networking), cabling voice turrets to meet

the exchange current and future requirements

SMITH BARNEY/SHEARSON LEHMAN /AMERICAN EXPRESS, New York, NY 1985 -

1995

VP Manager Corporate Communications

Managed an engineering department responsible for delivering enterprise

solution to the end users financial community (20+ international branches)

using the appropriate infrastructure elements for large-scale network and

services implementation to improve profitable metrics for the firm:

. On site PM for the relocations/expansion of trading/operating

floors/centers in APAC: Hong Kong and Tokyo, Latin America and Europe;

to include managing scope, cost, schedule, and project deliverables,

which included direct management of international carriers,

contractors and IT vendors. Applied innovative strategic thinking with

executives to mitigate risk and ensure successful completion of all

program deliverables

. Played a key management role in the Mergers & Acquisitions of two

financial institutions Smith Barney and the E.F. Hutton

EDUCATION

. City University of New York City College BEEE, Electrical Engineering

. Numerous business, management and technical courses

PROFESSIONAL DEVELOPMENT

. Clarity Project Management Model (PMM)/Nexus Training

. Consultant certification from PWCC/IBM

. PwC Ascendant Project Management Certification

. PwC Career Mentoring Program

AWARDS

. Shearson Lehman Bro, Service Quality Award (IS- Individual Service

Quality Award)

. Shearson Lehman Bro, Service Quality Award (Group- "Grand Award

Winner"

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