Matthew DePasquale

** ***** **

Shirley, NY *****

631-***-****

acr516@r.postjobfree.com

Summary

Experienced Agile Coach and Project Manager with strong IT background and proven leadership ability

Program Manager

Scrum Master

Product Owner

Systems Manager

Business Analyst

Process Manager

Treasury Management Systems

Wall Street Systems

Risk Management

MS Windows / MS Office

MS Project / Smartsheet

Agile / Lean / Scrum / Kanban

Rally / Trello / Jira

Power Point / Visio

SWIFT / EDI / BAI / PGP

PERL / SQL / HTML / PHP

Unix / Linux / Solaris

Certifications

Certified Scrum Master – Scrum Alliance

Certified Scrum Product Owner – Scrum Alliance

Experience

Amplify Education, Brooklyn NY July 2013 – Present

Agile Coach – Senior Technical Project Manager

Work closely with executive management to define and execute a strategy for adopting Agile development frameworks. Coach cross-functional teams in the adoption of Agile and Lean best practices. Drive continuous improvement across the organization by introducing new and refining existing processes in line with industry trends. Promote systems thinking in place of local optimization. Build and manage relationships with client teams. Drive Agile transformation and Business Processes Management. Provide traditional project management as required.

A sample of recent accomplishments:

Lead the organization's agile transformation:

As a member of the Agile Coaching team I work closely with all levels of leadership providing guidance and training on lean/agile principles, Scrum framework and Kanban workflow. Together we have led the transformation for well over twenty Scrum and Kanban teams across four departments. I deliver workshops, facilitate events and provide one-to-one coaching for individual team members and leaders.

Host Scrum Masters Guild:

I facilitate and host a guild of Scrum Masters who meet monthly to collaborate on ways to improve the value that the role offers to the team. This provides a means for senior Scrum Masters to impart knowledge and experience to their juniors and for all to hone their craft. Together we explore industry trends and examine the core principles of agile and lean frameworks in order to bring a more meaningful experience to our teams.

Engage newly formed scrum teams:

Work with newly formed teams to coach them in the adoption of Scrum framework. Typically begin by implementing the mechanics of the framework and then coach the team to understand how those practices help to achieve high levels of performance.

Improved stakeholder satisfaction and team moral by revamping IT Operations process:

I worked with the IT Operations team and their stakeholders to discover which parts of their process satisfied expectations and which did not. I then coached a team of fifteen engineers to design a lightweight Kanban workflow process focused on delivering value early and often. I configured Rally Software as a Kanban board and to report metrics including some custom reports. I guided the roll out of the new process gaining stakeholder buy in at each phase. I coached the team to adopt a culture of continuous improvement by introducing meaningful retrospectives and improving the execution of daily standup meetings.

Restructure Technical Operations to improve support for software development teams:

I participated in the restructuring and process improvement of four cross-functional (TechOps) teams. I led these teams to develop and document a workflow process, implement a Kanban system using Jira and create a method of prioritizing TechOps backlog across several software development teams. This increased throughput and improved stakeholder satisfaction while reducing stress and burnout on the TechOps teams.

Improve scalability and reliability by migrating physical infrastructure to the AWS cloud:

As Senior Technical Project Manager I coordinated several teams of varying skill sets to deliver a new infrastructure in the AWS cloud. I documented Requirements, Scope, Risk Assessment, Key Constraints, Work Breakdown Structure, Milestones and Schedule. I managed execution ensuring that each component is deployed in AWS and tested as specified. I coordinated acceptance testing and sign off at each phase including documentation and handover to operations support.

Barclays, Jersey City, NJ May 2013 – June 2013

Manager of Reconciliation Change Control for the Americas

Managed a team of reconciliation change control specialists for the region of North and South America. Analyzed change control processes and implemented improvements where required. Build and maintain relationships with client teams. This was a short-term contract based position.

Agile Project Manager Specializing in Information Technology Jan. 2013 – April 2013

Attended PMP exam preparation boot camp. Participated in Agile Project Management and Information Technology professional networking seminars.

American International Group, New York, NY / Jersey City, NJ Jan. 1999 - Dec. 2012

Technical Project Manager

Coordinated and delivered IT projects within Corporate Treasury using best practices of Agile and Waterfall SDLC. Managed multiple projects concurrently with a combined budget of several million dollars reporting directly to executive level management. Worked closely with internal and external auditors to achieve a high level of compliance with SOX, Dodd-Frank, SAS70 and SSAE16 standards.

Sample accomplishments:

Provided Agile Project Management for software developers and system administrators:

Developed a suite of custom applications for the Corporate Treasury department and deployed the systems required to host those applications.

Development and deployment of expense reimbursement application.

Development, deployment and on-going maintenance of financial reporting application

Consolidation of several disparate vendor tracking applications into one centralized system

Ensured that an enterprise wide deployment of third party accounts payable application (SAP) was successfully implemented within Corporate Treasury.

Development of interface programs utilized by treasury management systems.

Gathered and documented software requirements, tracked and reported progress, monitored change management, oversaw QA testing and acceptance, managed release of production software including enhancements and bug fixes.

Implemented Wall Street Systems TMS application for Corporate Treasury:

Replace legacy mainframe system with Solaris based client/server application. Project Manager and technical lead on a team of 15 people including technical staff, business analysts, third party consultants and executive level stakeholders. Worked closely with WSS technical staff and AIG Back Office to identify and resolve issues.

Outsourced claims check printing to a third party provider:

Reaized savings of $1 million annually. Managed complete life cycle including business case, process map, vendor selection, contract/SLA negotiations and implementation. This project ran approximately eighteen months and the project team varied in size from ten to twenty five people throughout the life cycle.

Consolidate treasury operations from many distributed locals to fewer low cost centers:

Realized savings of $500K annually. Mapped current and future state processes, managed transition of services, negotiated and documented contracts and service level agreements. This project consisted of several sub-projects each involving separate teams. Each sub-project rolled into a master project plan, which in turn rolled into a strategic initiative for global treasury transformation reporting directly to the treasurer of AIG.

Reduced risk to treasury operations by introducing contingencies to banking services:

These services were previously highly concentrated. Initiated new banking partnerships, identified target services, determined business/technical requirements and managed transition of services to new banking partners

Consolidated many outdated servers to fewer more fault tolerant servers:

Realized cost reduction and improved reliability. Collaborated with development team to identify opportunities and led projects to implement new technology and sunset older systems.

Served as technical liaison between business and technology units:

Interpreted the business needs of the Treasury department and translated them into technology requirements for the Data Center.

Managed and provided technical guidance on projects:

Designed and implemented High Availability Cluster for UNIX systems. Introduced and deployed a foreign exchange trading platform.

MCI Wireless, Garden City, NY Oct. 1997 – Jan. 1999 Systems Manager

Manage Systems group and MIS Help Desk. Managed IT and software development projects.

Provided Project Management to software development team responsible for in house customer care and billing application.

Managed Systems group supporting Unix, Dec Alpha, Oracle based Customer care and billing systems. IT projects included replacement of out dated servers; Migration from Informix to Oracle database and upgrade of backup and storage equipment.

Managed IT help desk supporting Windows based desktop environment.

ERI/EDS, Hauppauge, NY Nov. 1990 – Oct. 1997

Network Operations Manager (Aug.1995 - Oct. 1997)

Manage various technical projects to ensure effective and timely implementation. Interface with customer management to determine strategic system requirements.

Provided direct management for twenty people in the Distributed Systems Management Center.

Member of international committee assembled to develop global DSMC strategy and process.

Customer Service Manager (July 1993 - Aug. 1995)

Manage system integration projects both in house and on-site.

Managed process improvement and reporting

Provided direct management for twenty-five people including three supervisors.

Managed Technical Support Help Desk, Systems Integration and Maintenance Contract teams

Support Specialist (Aug. 1990 - Jul. 1993)

Provide tier two technical support to help desk, field service engineers and sales force.

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