Project Manager Management

RELEVANT EXPERIENCE

Tom is a seasoned information technology professional actively seeking a customer facing information technology solution delivery role. He passionately bridges the gap between IT users and IT solution providers.

Tom is a collaborative team member and relationship builder, strategic thinker with excellent analytical thinking ability, and visionary process designer with consultative influencing skills.

Tom listens with an emphatic ear to his customer’s pain. He presents a detailed description of the business problem to his IT peers. He seeks his IT peers’ expert recommendations and proposed action plan. He truthfully presents to business & IT management the proposed solution to the business problem. After business and IT management approve the action plan & budget, he transitions the execution of the approved plan to the appropriate IT project manager(s). On behalf of his business customer, he will monitor the status of the action plan.

Tom has a passion for and proven success transforming challenging relationships into collaborative partnerships, delivering results through people, and thrives as a member of a multi-generational, multi-cultural, multi-location, cross functional team responsible for delivering measurable improvements or bottom line savings.

SKILLS INVENTORY

Customer focus orientation with strong analytical, strong interpersonal skills, strong business process knowledge, highly capable of maintaining effective relationships, strong problem solving skills, and strong business case and project plan development skills.

Collaborates with stakeholders, IT peers and vendors to identify, plan, evaluate and implement projects necessary to optimize technological functioning and integrate cost-effective technology into the work of the organization.

Collaboratively leads and interacts across cross-functional teams to understand and clearly communicate who needs to do what when so that improved services and decreased costs are delivered on-time to the customer.

Developer focus with passion for creating, designing, testing, automating and maintaining cost-effective and accurate information systems.

EDUCATION:

Masters of Business Administration, Lake Forest Graduate School of Management.

Bachelor of Science in Business Administration and Marketing, University of Tennessee.

CHRONOLOGICAL SUMMARY OF EXPERIENCE

Project Manager

ITKAN, January 2016 – Current

Volunteering as project manager on ITKAN’s “Chi Safe Path” mapping application project and competing in Chicago’s Center for Neighborhood Technology's (CNT) 5th Annual Urban Sustainability Apps Competition. I am responsible for scope management, communications management, and other traditional SDLC deliverables.

Project Manager

New Heights Partners, July 2015 – November 2015

Completed the Project Initiation and Planning Phase and the internal Development Phase of NHP's corporate web site development project. Responsible for scope management, communications management, web site development, and other traditional SDLC deliverables.

Project Manager

Astellas, January 2015 – April 2015

Managed the day-to-day operations of Global Publications system implementation project. Worked with team of global business stakeholders to complete the Project Initiation and Planning Phase.

Managed relationship with the solution vendor who was also tasked with implementing and ultimately hosting the solution/service.

Service Transition Project Manager

Hospira, February 2011 – December 2014

Contributed to Product Labeling / Serialization Program as the IT team’s expert of the commercially available software selected to print serialized product labels. Studied manufacturing site’s current labeling standard operating procedures. Identified how the current labeling system is used. Identified how the new labeling system will create serialized product labels. Prepared and delivered an overview of new process representatives from the impacted remote sites.

Led “transition to support” activities associated with transitioning Hospira’s most complex IT application development projects from contract “Build” teams to outsourced “Run” teams.

Delivered to the CIO and her business peer an extensive Model N production support vision, strategy, & plan. Ten months before deployment, the incremental expenses were added to multiple IT department’s annual financial plans. As a result, prior to deployment, multiple IT teams hired & trained new support team members.

Prior to Model N development, my team member and I facilitated over 50 knowledge transfer (KT) sessions with multiple “Build” & “Run” teams. The KT sessions clearly defined which team owned resolution of post go-live issues and shared how to resolve the issue. As a result, Model N post go-live issues were clearly owned & resolved faster.

Provided customer-facing application support for the SAP Solution Manager module. Lead status meetings. Report production support status (weekly and monthly), defect fix progress, resolve escalated issues, and provide SLA reporting to management. Release implementation support for production defect fixes including post release support.

Business Analyst

Boehringer Ingelheim, June 2010 – February 2011

Documented business intelligence data & workflow requirements at Boehringer Ingelheim.

Project Manager

CDW, August 2010 – November 2010

Led highly visible electronic commerce project for CDW’s accounts payable department.

IT Manager

Capgemini, October 2009 – May 2010

Application Development and Support Project Manager for Astellas’ Pharma’s Contract Lifecycle Management application (Model-N). Directed operational & service improvements and deployed a large Model N service patch on-time and within budget that directly improved IT’s relationship with our internal customer.

Responsible for leadership to outsourced Model N support team of technical developers and Business Analysts. Reported overall production support status (weekly and monthly), defect fix progress, trend reporting, resolved escalated issues, and provided SLA reporting to management. Improved the team’s process to fix the defects and report it back to the business.

Coordinated defect fix delivery and deployment of changes with interfacing applications.

Management approved my request to add staff prior beginning work on a large Model N service patch.

Expanded team delivered Model N operational & service improvements and deployed large Model N service patch on-time and within budget that directly improved IT’s relationship with our internal customer.

Director

North Suburban Career & Networking Center, June 2009 – September 2009

NS-CNC was a volunteer-driven, membership-based, not-for-profit organization that believes by working together as a community on the North Shore we will reduce a job seeker's time in transition.

The organization received funding support from the villages of Glenview, Northbrook and Northfield. As one of three founding members, developed the center’s second web site; supported their email marketing & newsletters, and developed the center’s information technology vision, strategy & tactical plan.

Senior Project Manager

Takeda, September 2008 – January 2009

Led data conversion, application deployment and EDI development work streams associated with Takeda’s integration of TAP Pharmaceuticals contracts and pricing business processes and information systems.

Project Manager

Allstate Motor Club, May 2008 – September 2008

Managed project portfolio and acted as key liaison between marketing and IT teams including customer-facing website enhancements. Led development of Online Trip Planner business requirements, vendor selection by cross-functional team and active negotiation of statement of work (SOW) and implementation plan.

Senior Business Systems Analyst

United Airlines, December 2007 – April 2008

Executed application assessment interviews, analyzed provisioning and compliance workflows, identified process improvement opportunities, documented business impacts and functional requirements associated with the Role-Based Access Control access entitlements data warehouse, including analysis of results and preparation of executive summary.

Senior Consultant

IMS Health, April 2006 – July 2007

For Johnson & Johnson managed the development of Government Contracting / Tracking Customer business requirements, application designs and management presentations.

For Nabi Biopharmaceuticals led development and operation of the Medicaid Restatement model; validated data loads and validated liability calculations.

Senior Project Manager

Option Care / Walgreens, July 2005 – August 2005

Performed e-commerce application architecture analysis, document “to-be” process maps, prepare high-level user requirements and data mapping requirements associated with implementing National Council for Prescription Drug Programs (NCPDP) standards. Identified gaps in current applications and recommended solution to fill these gaps.

Director Business Development

Global Healthcare Exchange, December 2003 – February 2005

Provided strategic relationship management, strategic product planning, business opportunity analysis, build, buy or partner recommendations and negotiated and closed business partner agreements.

Updated product information management service use cases, application architecture, and aligned multi-phase implementation plan with customers’ supply chain data synchronization strategies, action plans, and deliverables. Recommended purchasing off-the-shelf software independently certified to be in compliance with global data synchronization standards. Negotiated and closed license agreement.

Led successful implementation of fax order transformation service that reduced healthcare supplier’s cost to process an inbound fax order by 80% (from ~$25.00 to $5.00).

Manager, E-Business Systems

Abbott Laboratories, Abbott HealthSystems Division, August 1998 – December 2003

Directed delivery of reliable, stable and cost-effective B2B / EDI integration services processing multi-billion dollar worth of transactions.

Managed a budget in excess of $3 million and additional $1 million for project expenditures.

Supervised a staff of up to 12 direct reports (6 employees and 6 contractors) and accountability for all phases of the development cycle in compliance with department procedures and applicable regulations.

Accountable for and delivered successful implementation of client-server EDI translator that replaced two stand-alone mainframe EDI platforms. This multi-year, multi-phase program completed in synch with Abbott’s SAP order management project.

Led a four-year multi-company process mapping effort associated with the Drug Enforcement Administration’s E-Commerce Program that documented industry's current 222 paper order form process and proposed E-222 electronic order process. Led Abbott's internal processing mapping effort.

Led development of E-222 technical specifications. Shared the proposed specifications with multiple software companies. Worked closely with iSoft and helped them delivered the first CSOS ordering application to the market.

Manager, Contract Marketing Systems

Abbott Laboratories, Hospital Products Division, August 1994 – August 1998

Managed division’s contract pricing, chargeback and sales reporting business processes and applications. Collaborated with divisional business systems project manager and migrated department's commercial systems from mainframe/mid-range applications to customized applications running on client server architecture.

Aligned business objectives, financial controls and information technology planning. Multi-year, multi-phase program deliverables and priorities were identified and prioritized via process mapping sessions. The new chargeback system accurately processed a chargeback claim 23% faster than the previous system.

Directed staff of two systems administration personnel and administered $3 million budget.

Managed on-going operation and improvement of medical device and pharmaceutical manufacturer’s integrated bid award / contract proposal automation, contract administration, distributor / wholesaler chargeback administration, contract rebate administration and sales reporting / business intelligence applications. Annual volume was approximately 5,000 bids & contract proposals, 50,000 contracts, 50 million pricing records, 10 million chargeback lines and 5,000 hospital rebates and GPO management fee payments.

Project Manager

Abbott Laboratories, Hospital Products Division, November 1989 – August 1994

Managed two validated systems at two remote manufacturing plants. Aligned business objectives, financial controls and information technology planning. Prepared and executed project plan, SDLC deliverables, and QA approval of validation packages.

Successfully earned my MBA in IL while I worked full-time and spent 75% of my time in CA successfully completing the projects listed above.

EXPERIENCE:

Relationship management and consulting skills.

Change leadership and management skills.

Risk management skills.

Ability to navigate a highly matrixed organization effectively.

Stakeholder management and influencing skills.

Business and technical acumen.

Good presentation, written and verbal communication skills which bring clarity and precision at executive levels.

Problem-solving and critical-thinking skills.

Understanding of project management skills.

Knowledge and expertise in the use of project management methodologies and tools (e.g. Clarity, MS Project, SharePoint repositories, Systems Development Life Cycle (SDLC), Systems Implementation Life Cycle (SDIC), and waterfall).

Knowledge and expertise in the use of SAP Business Objects and QlikView.

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