Management Project

Michael L. Cooperman

** ***** ****, **** *********, NJ 08816

201-***-**** *******.*.*********@*****.***

ENTERPRISE PROGRAM, PORTFOLIO, & PRODUCT MANAGEMENT

Program and portfolio director with 17 years of experience leading multi-million dollar strategic initiatives.

Passionate about maximizing return on investment through program selection, planning, and focused delivery.

Practical experience bringing new offerings to market and building sustainable delivery organizations.

Successful track record partnering with leadership to capitalize on both business and technology opportunities.

PROFESSIONAL EXPERIENCE

WOLTERS KLUWER • New York NY • 2013 – 2016

Director – Enterprise Program Management Office

Global Business & Performance Management

Led governance for $210M enterprise portfolio of 44 programs, across 36 business units in 37 countries.

Directly managed portfolio of 19 strategic programs, partnering with 4 divisions, as well as IT, Finance, HR, & Legal departments.

At the request of the Executive Committee and Board of Directors, set direction for program selection, prioritization, and delivery of key initiatives. Provided regular portfolio reviews and insights.

Planned global transformation initiatives to reshape enterprise technology and business services. Ensured cross-functional and cross-divisional alignment with corporate strategy.

Implemented PMO standards and governance for cloud computing, infrastructure, enterprise platform, security, and IT portfolio analysis programs.

Initiated KPI program for strategic initiatives. Improved delivery outcomes for the portfolio by 35%

Expanded adoption of analytics and forecasting methodology beyond the enterprise portfolio. Fostered KPI initiatives with regional program management groups to replicate improvement in delivery outcomes.

Launched an operational excellence initiative, including 8 strategic programs, driving $10M annual savings.

Global Shared Services

Managed $35M technology portfolio for Governance, Risk & Compliance Solutions (GRCS) division. Clients included 70% of Fortune 500, 80% of the largest US banks, and 85% of the top US insurers.

Established program and portfolio management practices for front office, back office, and infrastructure initiatives totaling 28 programs, 112 individual projects, and involving deployments at 54 locations.

Scaled planning and delivery methodology to encompass the full scope of technology initiatives, including commercial and custom software, data architecture, networking, infrastructure, and end-user computing.

Partnered with executive stakeholders to translate business objectives into technology offerings.

Set and met investment objectives for programs across 6 lines of business supporting $720M of revenue.

Led back office and financial transformation programs to consolidate shared services across business units.

Led successful turn-around of troubled projects with investments totaling $12M.

Piloted application management at the firm. Set direction for 35 applications and identified $2M of savings.

Managed software license and consulting contracts. Negotiated recovery of $250K of outstanding services.

ACCENTURE • Murray Hill, NJ • 2005 - 2013

Program Management Group Lead

Product Management

Planned and managed 7 consecutive releases of the Accenture Life Insurance Platform. The software platform was consistently recognized as an industry leader by Gartner, Celent, and Novarica.

Aligned development initiatives to meet strategic objectives, including expansion to the European market.

Managed $10M annual Product Development department budget, driving $60M annual revenue.

Leveraged investments in the software platform to realize agreements with charter clients, including Aegon, Allianz, Societe Generale, and Navy Mutual.

Established PMO organization, standards, and KPI’s. Staffed and trained project managers and team leads.

Increased the amount of new functionality brought to market per year by 100%.

Decreased the time to bring a new release to market from 9 months to 6 months.

Led program teams of 110 total resources in 6 countries (12 locations).

Grew department staffing by 25%, increased offshore utilization to 60%, reduced labor costs by 25%.

Launched Agile methodology within the product development group.

Client Implementations

Led platform implementations for MetLife, Guardian, HSBC, Southern Farm Bureau, and Penn Mutual.

Developed contracts and SOW’s for new and follow-on engagements. Set and exceeded P&L targets.

Increased year-to-year sales by 35% through follow-on implementation opportunities.

Planned and helped sell the first two outsourcing engagements for the platform, totaling $2.8M.

Reduced post-implementation costs for clients by 30% through outsourced asset management agreements.

Led first international implementations of the platform in developing markets (Mexico, China, Korea).

MELLON FINANCIAL CORPORATION • Fort Lee, NJ • 2003 – 2005

Senior Implementation Manager

Led HR&IS outsourcing engagements, including an industry-first offshoring of pension administration.

Key initiatives included client implementations for SunTrust Bank, ExxonMobil, and Cooper Industries.

Led combined teams of up to 125 resources to integrate multi-tier technologies for client implementations.

Managed budget for internal and client implementations. Reduced project delivery costs by 25%.

Delivered a BPO group in Pune, India in 9 months. Group achieved its target SLA in its first year.

Directed process re-engineering, governance, and load balancing across 15 multi-shore operations teams.

Managed the upgrade of 4 pension administration systems to allow secure, seamless use by offshore teams.

L’OREAL USA • Piscataway, NJ • 2002 – 2003

Project Manager

Led major projects and managed daily operations for Ralph Lauren Designer Fragrances production unit.

Directed RFI, RFP, bid selection, and vendor management processes for capital investment projects.

Identified re-engineering opportunities and implemented new systems to increase productivity by 42%.

Redesigned production operations, budget management, and KM processes to reduce expenses by 25%.

As part of the management team, led a $25M manufacturing unit, with an annual volume of $386M.

PRINCETON CONSULTANTS • New York, NY • 2000 – 2002

Management/IT Consultant

Led engagements for top-tier financial services clients, including Goldman Sachs and Prudential Financial.

Partnered with senior executives to develop re-engineering, program management, and IT initiatives.

Led business process re-engineering engagement, which resulted in 50% cost savings.

Designed and implemented new Software Development Life Cycle (SDLC) for client’s IT group.

EDUCATION & CREDENTIALS

Cornell University, Ithaca, NY

Master of Engineering in Engineering Management, 2000

Cornell University, Ithaca, NY

Bachelor of Science in Civil Engineering, 1997

PMP - Project Management Professional

Project Management Institute (PMI)

PROFESSIONAL DEVELOPMENT

Committee member for the Wolters Kluwer Project Portfolio Management Center of Excellence.

Formally recognized by Wolters Kluwer CLS division for successful ERP project implementation.

Formally recognized by Accenture with two consecutive awards for exceptional project performance.

Taught project management fundamentals class to three Accenture business units.

Certified Accenture Delivery Lead.

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