Management Manager

Carlos E. Brown

**** ****** ****** ** #***

Tampa, FL 33625

Home Office: 813-***-****

Mobile: 813-***-****

e-mail: *********@*******.***

LinkedIn: http://www.linkedin.com/in/carlosb

Executive Summary

Key Relevant Experiences:

A combined 20 years experience working in the national and international

arena (LATAM) supported by English, Spanish and Portuguese (conversational)

languages skill ... while leading the delivery of enterprise solutions

across various businesses domains. For instance, salient experiences with:

Meridium, Inc. (Asset Performance Management-APM Software Solution)

a) developed LATAM Team Business Strategy;

b) lead RFP response and associated SOW development; and

c) business solution design/formulation using Meridium APM approach for

clients such as:

. Gerdau Acominas (mining industry - Brazil)

. Braskem (mining industry - Brazil)

. Polinter ( extraction of plastics - Venezuela)

. Petropiar ( petro-chemical - Venezuela)

. Profertil (mining industry - Argentina)

. Fuerza Aerea de Colombia (Colombia)

Cendant (Hospitality IT Industry)

Led the establishment of the organization Program Management Office.

Recommended, developed, launched and managed the organization IT

Strategy Model: Strategy Planning (CobiT framework), Strategic Map

development, PPM alignment, and PMO Governance. Responsible for PMO

Capability Maturity Model (CMM) Level-2 progression and SDLC SOX-404

control activities. Achieved alignment of investments with the

strategic goals of the organization.

IBM Global Services (Global Technology Consulting Industry)

Received extensive training in the PMO (creation), and Business

Strategy / Planning functions. Managed a

portfolio of client's business solutions of various needs:

. Victoria Secret (Y2K solution delivery)

. TORO company (IT infrastructure)

. Ryder Logistics (logistics, transportation and warehousing

infrastructure solution)

. Citi Bank Latin America (Cash Management banking software

solution)

Specialties

Business Governance

Strategic Alignment

Value Delivery

Resource Management

Risk Management

Performance Management

QA/QC

Business Strategy

Office of Strategy Management

Strategic Map

Balanced Scorecard

Project Portfolio Management

Program Management Office

Program Management

Action / Operational Plan

Short-term goal: Full integration into your Office of Strategy Management

(OSM) within first three months of being

hired, Develop a 90, 180 and 360-day plan to

address the most critical areas and

implement and lead sustainable OSM processes.

Long-term goal: Institutionalize and improve your organization Strategy

Planning Systems, and PMO Governance

by leading the Strategic Map development,

execution of your organization Balanced Scorecard

objectives, Strategic Projects Portfolio

Management performance, Action Plan initiatives, and

PMO maturity roadmap.

Professional Experience

Worldwide TechServices (Outsource Technology Services -9 month contract /

November 2013- present): Program Manager. Have responsibility for

maintaining existing base of revenue and work with sales team to identify

new revenue growth opportunities. Company liaison at business partner

facing meetings. Provides overall direction of shared and managed services

programs activities including Scope and Contract Compliance Management,

Service Level Agreement. It includes monitoring and reporting of client

SLA metrics on a daily/weekly/monthly/quarterly basis. Also, Compliance,

Escalation Management, KPI Service Improvements, Root-Cause Analysis,

Service Procedures & Guidelines and Service Quality Management. Tasked with

program financial performance in terms of Penalty/Rebate Mitigation,

Billing Adjudication, Periodic Billing Reviews, Program Margin Erosion &

Control, Revenue Forecasting, and Accounts Receivable Liaison.

Meridium, Inc. (Asset Performance Management-APM Software Solution January

2011 - October 2013): Project Director - LATAM Region. Member of the

Professional Services Organization Asset Performance Management (APM).

Responsible for: a) Solution Design - led prospective Client's capability

maturity analysis engagements, APM requirements definition and alignment

with SAP - PM module, associated Proposal (SOW) development to include

scope estimation, RASCI graph assignments; and high level implementation

plans. b) Project Performance: profit margins tracking, account receivables

monitoring, Sales support activities, and successful APM solution

implementations throughout Latin America. c) Successfully led the 2012

LATAM Region Strategy Plan formulation by aligning regional objectives with

corporate Strategic Map Themes. Leveraged and led matrix implementation

resources across Latin America.

Guide Point Global Advisors (Business Strategy Consulting Industry from Oct

2008 - January 2011): Guide Point Global connects industry experts with

analysts at hedge funds, mutual funds or private equity firms (i.e. BIAN &

Company). As part of their research and due diligence, industry analysts

consulted with business strategy experts to help them gain insight into

general market wide trends and competitive landscapes in Latin America.

Through phone consultations I provided industry analysts with Just-in-Time

customized information/solutions needed to make informed capital investment

decisions. Specifically, in the areas of CORE Banking Systems Solution,

Strategy Planning Process, and PMO Governance Framework.

FISERV - CBS Division (Financial Services Software Industry from October

2007 - September 2008): Director - LATAM Region Implementation Services

for Fiserv- CBS Division - Led the Financial Services Organization regional

PMO/PM staff. Accountable for RFP estimates, PM/PMO Methodology, customer

solution proposed rollout plan, and Cash Management Solution account

revenue growth. Responsible for managing regional CBS-LATAM client-facing

relationships. Successes include: 1) documented current state of the

PMO/PM function and existing gaps; 2) Introduced PMBOK based project

management methodology required to mature the PMO/PM function to the next

level of effectiveness/efficiency; 3) In collaboration with HR led the

design and rolled-out the PM discipline Training Needs Assessment, and

Career Development processes/roadmap with related tools; 4) Tasked with the

2008-LATAM Operational Plan daily management, monitoring, execution,

KPI/metrics tracking and dashboards; 5) Developed monthly metrics

reporting process; 6) Tracked resource utilization, defined and reported

appropriate metrics. Direct reports include: 5 LATAM regional PMs. LATAM

customers were financial institutions with asset size in the range of $200

million to $3 billion.

Cendant - CTRG (Hospitality IT Industry from Feb 2004 - September 2007):

Manager, PMO - Led the establishment of the organization Program Management

Office. Recommended, developed, launched and managed the organization IT

Strategy Model: Strategy Planning (CobiT framework), Strategic Map

development, PPM alignment, and PMO Governance. Responsible for PMO

Capability Maturity Model (CMM) Level-2 progression and SDLC SOX-404

control activities. Proposed, developed and Implemented the PMO framework

by: establishing a repository of best practices and templates, seamlessly

integrating the SDLC, and PMLC processes, formalized the Project Change

Management process, partnered with IT Leadership to rollout the Project

Portfolio Management process, institutionalized IT financial performance

reporting (Dashboards and Scorecards), and introduced formal resource

management reporting. The above results led to the successfully

implementation of PMO procedures to include financial data identification

and reporting, resource capacity/capability requirements and schedule

impacts of projects, 2006 SOX-404 (Sarbanes Oxley) control activities audit

adherence, and better planning of projects to ensure required skills

yielding successful completion of +85% of Enterprise programs/projects on

time and on budget within identified scope. Long-term results: Partnered

with IT Leadership to establish formal IT Governance Model and processes,

and continue to assist in rolling out Service Area/Skills Based Areas of

Excellence within IT. Exposure to SharePoint, ReqPro, ClearCase,

ClearQuest, and NIKU/Clarity collaborative tools. Directly supervised 3

PMO staff members. Matrix supervision of 15 PMs (functional managers direct

reports).

Quantum Technology Services, Inc. (Government Service Contract Industry

from Nov 2002 - Dec 2003): Program Manager (1-year government

contract). Tasked to lead and manage the design, and development of the

transfer function from R&D into the automated Computer Intelligence (CI

based) Test Tool Application finished web-based product that enabled

substantial reduction of cost and improved the development schedule and

reliability of large-scale systems. The new tool design and development

efforts were conducted using structured Software Development Life Cycle

(SDLC) methodology, Java and Oracle 9i. This engagement was sponsored by

the Space and Naval Warfare Systems Command in partnership between the

University of South Florida National Institute for Systems Test and

Productivity (NISTP) and Quantum Technology Services, Inc. Exposure to

RUP, UML, and Neural Networks. Directly supervised (1-Enterprise Architect,

1-system Analyst, 7 PhD students and 4 military personnel).

Work Experiences at IBM Global Services (Technology Consulting Industry

from Jul 1997 - Jan 2002):

- November 1998 - Jan 2002: Project Executive/Director - Responsible

for the management of IT Strategy Consulting (Cobit Framework driven),

ERP and Solutions Delivery Portfolio. Tasked with the management of

several leading-edge e-Business complex and custom enterprise

solutions involving systems/network/ business/application integration.

Solutions impacted B2B & B2C web applications. These custom/complex

solutions involved review of solution architecture, migration of

legacy systems to new technology; steady-state support (24/7).

Overall responsibility for P&L, solution pricing, customer billing,

'C' level customer relationship, and identification of engagement add-

on opportunities, business strategies definition, and customer

relationship/satisfaction. Managed a remote consulting staff:

Delivery Project Executives, Client Solution Executive, Transition

PMs, Technical Support Managers and Service Delivery Teams.

Responsible for reporting staff annual MBO. Exposure to: Activity

Based Costing, Economic Value Added, and Total Cost of Ownership and

Earned Value. Wisely applied new technology principles and

architecture to cut cost, and increase operating environment security.

Realized an average of 20% annual portfolio revenue growth in '99 and

'00.

- November 1998 - May 1999: Provided Program Management multi-

projects skills to drive requirements and customer systems integration

solutions through IBM Managed Operations, Delivery, and Professional

Services Organizations. Network integration entailed activities from

Pre-Sales throughout Steady State.

- October 1997 - May 1999: International Program Manager for a multi-

million dollar e-Business complex program with Citibank Latin America

(Cash Management and financial revenue analysis software). This

engagement involved 21 Latin American and Caribbean countries (LATAM

matrix organization), and the creation of a Regional PMO. This

program received an IBM Champions Award Nomination in 1998.

Pacific Bell (Telecom Industry from February 1997 - July 1997): Telecom

Interim Director (6-months contract) for a telecom monopoly conversion

program with Pacific Bell. Responsible for assigned projects P&L,

leadership and business analysis in support of interdepartmental projects

in order to meet PUC C/FCC mandated regulatory requirements and compliance

delivery dates.

VW of Brazil (Automobile/Warehousing/Transportation/Logistics Industry from

August 1996 - February 1997): Director of Project Management (6-months

contract) for the deployment of a complex multi-million dollar automotive

manufacturing, supply-chain warehousing, logistics, and JIT application

project in Sao Paulo, Brazil for Volkswagen (VW) of Brazil. Managed 10

exempt/non-exempt employees and 47 consultants.

Work Experiences at GTE (Telecom, and Government Industry from May 1988 -

Jul 1996): Software Engineer (Product Development) at GTE Government

Systems. Responsibilities included the design and development of several

real time system software sub-applications. Also, performed Software

Quality Control (QC) Project Management Lead activities for the system test

phase of a new international Telecommunication-billing project Commercial

Billing Systems Services (CBSS) for Portugal and Venezuela national

telecom.

Education and Certifications

ITIL Foundation Certification (June 2006)

PMI Certified (January 1999)

IBM Certified Project Executive (December 1999)

B.S., Mathematics (Honors: Magna-Cum-Laude), St. Augustine's College

Member of WHO's WHO Among Students in American Universities and Colleges

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