Senior Technology Leader

BENVENUTO EYLES

**** ****** ** ***********, ** **317 850-***-**** ******@*****.***

An award winning leader with 20+ years of business and technology experience with an enviable track

record of delivering results and successfully leading transformation initiatives for global organizations.

Big 4 consulting and Fortune 500 experience in the delivery of strategic direction, productivity increases

and operational excellence, resulting in improved cost savings and ROI.

DOMAIN EXPERTISE Insurance Banking Energy Consulting Public Sector

Strategic Planning Global Sourcing Center of Excellence, PMO, VMO

Corporate IT Governance Cloud Computing P3M, ERP Management

Data and Info Governance Data Security and Privacy Enterprise Architecture

Budget & Cost Management Infrastructure / Operations Compliance and Quality Management

Vendor Management Process Improvement Staff Development and Mentoring

Change and Risk Management Standards / Best Practices Agile, Lean, Structured Delivery

Improved business value by increasing operational efficiencies, developing well architected solutions,

improving process agility and resource management, reducing waste and creating a performance-

based culture at a large insurance organization, leading to improved delivery of strategic objectives.

Led the Project Management Competency Center for a global bank implementing new practices

resulting in delivery of 50% additional project revenue using the same resources with a 95% on-time,

on-budget success rate and realized savings of $5M on a portfolio of $50M.

Implemented portfolio management functions at a global energy company resulting in improved

resource management, budgeting and cost management, improving benefits realization on projects.

Implemented Sourcing and Vendor Management functions and governance while overseeing $600M

in annual vendor spend, improving sourcing decision making, contract management, relationship

management and spend management. Set up a Vendor Management Center of Excellence to

implement best practices resulting in cost savings and achieving value beyond the contract.

Successfully managed the transition effort for a large ITO joint venture between a utility and

CapGemini, successfully managing integration delivery risks and implementation activities.

Professional Experience

Citizens Property Insurance Corporation May 2009 - PRESENT

Citizens is Florida’s largest P&C insurer by premium and the third largest P&C insurance writer in the US,

operating according to Florida’s statutory requirements.

Enterprise Vendor Management Consultant

Developed and set up an Enterprise Vendor Management program, developing an overall strategy for

implementation and overall governance. Led a cross-functional workgroup of business functions,

including finance, procurement, legal, claims, underwriting, agency operations, HR and including

representatives from audit, enterprise IT and communications, to enable the program and attain

synergies across the organization.

Program included specific focus on vendor classification, third-party risk management and

compliance, contract management and monitoring, relationship management, performance

management, demand management and spend management.

Assembled a reusable catalog of standard legal terms and conditions, guidelines for Software-as-a-

Service (XaaS) contracts, staff augmentation and managed services sourcing, while building

BENVENUTO EYLES Page 2

processes, tools and operations, leading to streamlined vendor management operations, vendor

management governance models, accurate spend management, performance reporting, relationship

management and oversight.

Architected, authored and negotiated a multi-year ITO sourcing contract for Application

Development, Maintenance and IT Support Services. Developed the contract structure, terms and

conditions, performance SLA’s, penalties and fee structure. Developed KPI’s for tracking vendor

performance for services performed. Participated in contract negotiations to negotiate terms.

Senior Project Manager, Enterprise PMO

Worked closely with the Inspector General, Internal Audit and the Chief of Corporate Ethics to

deliver corporate governance capability and develop a strategy to manage the handling of internal

complaints related to fraud, ethics, policy violation and third-party oversight, improving overall

transparency.

Delivered a project to build business, technical and operational requirements for online chat functio ns

to allow agents and agencies to communicate with customer service representatives.

Delivered several solicitation and data management projects to prepare Citizens for its Core Program

transformation effort, leading to the development of Data Management processes and standards to

create an Enterprise Data Model for Citizens’ business applications, laying a strong foundation for

Enterprise Data Governance.

Managed the procurement of a Cloud-based telephony solution worth $5M. Managed the

implementation of Video Conferencing technology upgrades across all facilities leading to better

communications infrastructure for collaboration on projects and across multiple locations.

Implemented. process improvements to improve Service Management maturity using a Servi ce

Catalog, roles management and service SLA’s with departmental OLA’s; improved Service

performance reporting, metrics and dashboards to improve the Service Management function.

Developed an IT audit response process and led audit responses on several audits. Managed audit

relationships with internal audit, participating in audit reviews with cross-functional teams to develop

audit action plans. Delivered several IT application-related audit-response projects, working closely

with business partners and IT functions, ensuring audit findings were communicated, key risks and

controls addressed, testing was completed and documented in accordance with established standards

to achieve audit compliance.

Developed an integrated Program, Project and System Development Life Cycle (SDLC) methodology

for the organization, using Agile, iterative and Plan-based methods, internal controls and Stage Gates,

leveraging industry-based standards and best practices in software engineering, and security.

Conducted a formal review of enterprise IT testing processes and tools related to the delivery of

custom applications. Produced a report of findings and recommendations resulting in reengineered

testing processes, improvements and efficiency.

Feb 2005 – Jan 2009

Direct Energy

Direct Energy, a member of the UK-based Centrica Group, supplies gas, electricity and related services to business

and residential customers across North America. Direct Energy offers a full range of energy products and services.

Senior Manager, Project Operations

Co-authored an IS Sourcing Strategy with the CTO to look into the potential of using external global

providers and suggesting alternative approaches. Identified risks and mitigation for each approach.

BENVENUTO EYLES Page 3

Worked closely with IT Operations to improve Service Delivery and Support processes within the IS

Shared Services department. Provided process improvement expertise including process analysis and

design, process mapping, relationship management and process consulting for Program and Project

Management, Application Support and IT Operations processes.

Managed the IS portfolio of services, including SLA and OLA agreements with business partners and

internal providers. Implemented a Service Catalog and several process improvements.

Architected an end-to-end IS delivery model to include business unit and IS organization demand

workflows in facilitating project delivery and support initiatives. Developed methods and operational

processes to implement a Shared Services model. Established KPI’s and metrics to be reported on.

Conducted vendor contract management reviews in a Finance and Accounting BPO program. Was the

key IT relationship manager and developed processes between the business unit and the vendor to

transition Corporate Finance and Accounting processes (FAO) to the BPO vendor.

Architected an “Operational Readiness” process to refine the processes related to Change,

Configuration and Release management leading to improvements in implemented software changes.

Conducted gap analyses and provided recommendations on areas where service level management

processes could be improved for key IS services. Delivered streamlined Incident and Problem

Management process to reduce operational costs for recurring incidents, leading to higher efficiency.

Architected an e-Discovery process to manage retrieval of records during legal investigations.

Program Manager, Business Management Office

Managed Program and Project Governance and Control functions to facilitate timely, cost-effective

and high quality delivery of projects through the provision of program and project support functions.

Managed the Portfolio Management and Project Funding and Reporting processes.

Developed a Project Financial Audit to ensure projects were financially healthy and following the

control processes across multiple projects. Managed Program QA for the Enterprise Web Program.

Refined project portfolio processes for portfolio planning and tracking. Reported on project status,

funding, project financial and resource reporting. Facilitated the project capital approvals process.

Manager, Project Governance and Control, IT PMO

Refined & maintained project management standards, processes and templates. Identified, evaluated,

developed and acquired tools required by the Program Management Office.

Reviewed and provided feedback and approval on integrity of project deliverables and risk

assessments. Developed gating processes to govern project progress, finances and capital approval

with variance reporting. Trained junior project managers in the Capital Approval process.

Mar 2003 – Dec 2004

TD Bank Financial Group

TD Bank Financial Group offers financial products and services through Personal and Commercial Banking

through TD Bank, Wealth Management through TD Waterhouse and Wholesale Banking through TD Securities.

IT Manager, PM Competency Center

Led the Project Management Competency Center at the bank’s Enterprise Solutions division. Also led

a project portfolio and handled responsibilities for all Lotus Notes-based development projects. The

Center provided leadership to 80 centrally-pooled, project manager members in a matrix

environment. The division delivered $50M of project revenue in 2003.

BENVENUTO EYLES Page 4

Architected and deployed new resource management, professional development, project governance

and knowledge management programs for the Center. Using this strategy, which included converting

a silo-based resource model to a centralized resource pool-based model, the division was able to

deliver 50% increased project revenue in 2004 with a 95% on-time on-budget success rate.

Directed teams of project managers, analysts, developers and testers in delivering large development

projects. Responsibilities included coordinating delivery of all projects in the portfolio,

communicating with business units regarding overall program status, negotiating scope and timelines,

providing issue and risk management status, and managing the quality of deliverables.

Delivered a Quality Assurance strategy for Enterprise IT on the use of quality processes, metrics and

using automated testing tools to improve quality control efficiency and effectiveness.

Developed a plan to use automated tools in an Application Portfolio strategy to reduce Application

Management and Support costs by 15-20% annually, reduce risk and ensure ongoing compliance with

Sarbanes-Oxley (SOX) legislation.

Apr 2002 – Mar 2003

Ness Technologies (formerly Apar Infotech)

Ness Technologies is a global provider of ITO and BPO services including systems integration, custom application

development, QA, testing and training with operations in the US, Singapore, Australia and the EU

Assistant Vice-President, Solutions

Assisted in setting up Canadian division operations while delivering technical sales and resource

management support to the sales team.

Architected strategies to deliver global solutions using J2EE and .NET architecture to clients.

Resourced delivery staff on consulting engagements and managed the sales pipeline.

Managed day-to-day operations with overall responsibility for the Solutions division, including pre-

sales support, proposal development responses and oversight for offshore-based solution delivery

projects. Reviewed deliverables for quality and provided QA input on design and integration.

Created a “global” Project Management Office to track projects using a distributed delivery model.

Jul 1998 – Apr 2002

Cap Gemini Ernst & Young

Cap Gemini Ernst & Young (now CapGemini) is a large global management and IT consulting firm, offering

management consulting, IT consulting, systems integration and outsourcing capabilities on a globa l scale.

Consulting Manager

Led the initiation of an Enterprise Application Integration (EAI) practice at Cap Gemini. Managed the

initial setup of the first Advanced Development Centre (ADC) in Canada and participated in the

CMMI Level 3 certification process for the ADC. Was a representative on the Global “Methods and

Tools” and North American Estimation teams at CapGemini.

As Program Manager, managed the early stage implementation of an outsourcing agreement between

CapGemini and a large utility in Ontario through the formation of a joint venture valued at $1B over a

ten-year period. Led the application management transition initiative, ensuring that business

operations continued without disruptions, during the transformation to a joint venture.

Led several consulting engagements including enterprise architecture reviews, EAI implementations

and Infrastructure Management projects. Managed several Java and web-based projects from

inception to implementation. Managed test strategy, test planning and test execution managing

deliverable quality to exceed customer expectations.

BENVENUTO EYLES Page 5

Assisted a Telecommunications client in the development of Service Level Agreement (SLA)

Requirements for their outsourcing operation.

Managed the design and development of an electronic Forms and Self-serve mail engine solution for

an online corporation. Developed requirements for the corporation’s Electronic Billing web site.

Defined operational processes to manage and implement Customer Service and Call Center

operations for the web site.

Mastech Corporation, Senior IT Project Manager, Feb 1994 – Jul 1998

Tata Consultancy Services (TCS), Senior Systems Analyst, Sep 1988 – Feb 1994

Education

Masters Degree in Management Studies, University of Mumbai, India, (MBA equivalent)

Bachelors degree in Mechanical Engineering, Mangalore University, India

Certifications

Master Project Manager (MPM), American Academy of Project Management, 2011

COBIT Foundation, ISACA, 2011

ITIL V3 Foundation Certified, EXIN, 2008

Six Sigma Green Belt Certificate, Finance and Shared Services, EZ-Sigma, 2006

Professional Development

Gartner Sourcing and Vendor Management COBIT 5 Overview, ISACA Tallahassee

Summit, 2014 chapter, 2012

Agile Project Management and PMI-ACP Investment Banking, Financial Modeling and

Prep, Version One, 2012 Valuation Program, 2009

Project Management Professional training, Vendor and Quality Management, IIL, 2007

Bay3000, 2007

Project Portfolio Management, IIL, 2006 Project Change Management, Schulich School

of Business, 2004

Professional Affiliations

Member, Risk & Insurance Management Society (RIMS), USA, since 2013

Member, Project Management Institute (PMI), USA since 1998

Member, ISACA, since 2006

Member, Institute of Internal Auditors (IIA), since 2009

Subscriber, Gartner Technical Research Subscription, since 2013

Technical Skills

Packages: SAP, BMC/Remedy, BMC/Footprints, Serena Business Manager, Clarity, Daptiv PPM

Databases/Reporting: DB2, Oracle, Ingres, SQL Server, COGNOS, NoSQL

Tools: MS Office (Word, Excel, PowerPoint), MS Project, Visio, Outlook, SharePoint, Lotus Notes

Architecture: SOA, Cloud, Client-server, N-Tier, Middleware, Mainframe

Methodologies & Standards: TOGAF, Waterfall, Agile Scrum, Kanban, Lean, PMBoK, DMBoK,

BABoK, COBIT, COSO, ITIL, IEEE Software Engineering, CMMI, NIST (Security), IIA IPPF

(Audit), Risk Management, Six Sigma.

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