L. JUDY WILSON, MBA, PMP

**** ****** **** 770-***-****

Atlanta, Georgia 30360 acujuy@r.postjobfree.com

PROFESSIONAL PROFILE

Results driven senior technology leader with “Big Four” consulting experience. More than 20 years’ experience in the financial services, online advertising, telecommunication, legal, government, and insurance industries. Successfully managed high-visibility, complex, large-budget, enterprise-wide projects, programs, and portfolios in various business and technology functions. Creative thinker and natural problem solver with track record of delivering in very challenging environments. Sound business acumen and innate ability to understand market factors, corporate strategies and goals and convert them into actionable programs, projects and activities. Outstanding accomplishments in:

Project, Program and Portfolio Management

Software Development and Maintenance Management

Cross-functional Teams and Client Relationship Development

Budgeting and Financial Reporting

Strategic and Operational Planning and Management

Process and Metrics Development and Implementation

PROFESSIONAL EXPERIENCE

Randstad Technologies, Atlanta, Georgia March 2013-April 2015

Project Management Consultant, The Coca-Cola Company

Provided program management, project management and business consulting for the Legal, Strategic Security and Aviation divisions. Program budget of more than $5M. Project budgets ranged from $100K-$3M. Team sizes ranged from 5-30 resources. Key Accomplishment: Within 12 months managed the update and re-launch of a document management system that was unusable for three years.

Managed local and global teams to deliver multiple parallel projects and work streams. Assured compliance with development methodology and security standards throughout project lifecycles.

Led project managers in creating and presenting program level deliverables including budgets, roadmaps, risk and issue registers, and integrated plans.

Facilitated stakeholder meetings to drive planning, prioritization, risk mitigation, and issue resolution.

Negotiated, executed and managed vendor agreements. Defined and monitored service levels.

Planned and directed requirements and business process development sessions.

Stewarded the resolution of technical issues for in-progress, new and legacy systems.

Developed and managed the execution of communication plans.

Experis Consulting, Atlanta, Georgia January 2012-February 2013

Project Management Consultant, QBE First (November 2012-February 2013)

Served as subject matter expert on project management best practices. Mentored project managers and project teams.

Simultaneously managed four insurance-related software implementation and upgrade projects.

Program Management Consultant, SunTrust Bank (January 2012-November 2012)

Managed an enterprise level digitization program with an expense reduction target of approximately $60M. This approximately $10M program encompassed seven projects focused on developing and implementing software, hardware, electronic and business processes to capture, store, and distribute information using web-based, client-server and mainframe technologies. Key Accomplishment: Established steering committee charter and partnered with other stakeholders to create the executive steering committee.

Structured the program by developing and maintaining program level risk management plan, communication plan, stakeholder matrix, reporting dashboard, and risk and issue tracking registers.

Instituted weekly program leadership meetings to manage inter-project dependencies and resolve issues.

Prepared agenda for and facilitated program and project steering committee and program leadership meetings.

Developed and presented financial and other status reports to ensure the program remained within budget and realized targeted savings. Mitigated budget variances.

Directed the completion of and reviewed project status reports. Aggregated individual project status reports into various program and departmental level status reports.

Managed program-level issues and risks. Quickly mitigated impacts to maximize program return on investment.

Managed, coached, mentored, and supported contract and employee project managers in the creation of project plans, issues, risks and change control documentation and other project management best practices.

Managed vendor relationships. Worked with legal team to create and execute statements of work.

Elavon Merchant Services, Atlanta, Georgia 2009- 2012

Elavon Merchant Services is subsidiary of US Bancorp and a global credit card transaction processing company for more than one million businesses. Projects focused on incorporating revenue generating changes on transaction processing systems.

Director, Project Management

Successfully managed the delivery of several parallel projects and programs using globally-distributed project teams. Projects and programs included launching new revenue-generating products, upgrading products to generate additional revenue, and upgrading existing products to incorporate regulatory mandates. Key Accomplishment: Surmounted multiple people, process and technical obstacles to lead the delivery of multiple programs and projects.

Worked with executive leadership to translate product strategy into executable programs. Developed roadmaps and project plans. Provided feedback on the progress of those plans in the form of dashboards, status reports and face-to-face updates.

Managed projects and programs that spanned several functional and technical areas, including Sales, Marketing, Finance, Product Strategy, Customer Service, Data Management, Point of Sale Application Development, and Reporting.

Worked with Legal and Compliance teams to ensure that all pertinent financial laws were complied with as products were developed and implemented.

Prepared and managed project and program plans. Identified dependencies, established critical paths, identified and managed risks, issues and action items. Facilitated meetings, created and distributed status reports.

Served on task-forces to create and improve processes and deliverables for status reporting, demand and capacity management, project planning, and general project management best practices.

Managed project budgets. Monitored actual expenditures against budgeted expenditures and facilitated meetings with project steering committees to review planned and actual expenditures and revenue projections.

Program manager responsible for enhancing a $7M+ annual revenue online customer-facing e-commerce application. Enhancements were developed by both internal teams and vendors. Managed the vendor relationship from development of statement of work through product implementation and support. Ensured solutions are timely and of high quality.

Program managed the development of a $4.3M annual revenue product that developed security technologies and monetized these technologies as products and features to new and existing customers. Enhancements were made to both client-server and mainframe platforms.

Managed the development and launch of a $12M+ annual revenue European product in the North American market.

AutoTrader.com, Atlanta, Georgia 2006–2009

Acknowledged for excellence in maximizing productivity and seamless execution of large, complex business and technical solutions.

Manager, Project Delivery Services (2008-2009)

Directed and managed the portfolio, program and project management, and PMO activities for an infrastructure and operations portfolio of more than 100 projects. This is a shared services portfolio that supports all functional areas of the company and employs more than 200 technical professionals. Key Accomplishment: Vastly Improved on-time delivery of projects by establishing project and portfolio management best practices in an unstructured environment that was unaccustomed and resistant to formal processes.

Established prioritization process based on return on investment and risk considerations. Facilitated prioritization reviews with the Vice President of Operations and other senior leadership.

Effectively managed a team of contract and company resources. Team of nine included Sr. Project Managers, Project Managers, Business Analysts and QA Analysts. Projects included changes to Network, Unix, Windows Desktops, Databases, Financial and Security systems.

Mentored and developed project managers and other team members. Guided the development of individual performance and training plans. Conducted weekly one-on-one meetings and coaching sessions.

Established the basis for tracking project statuses, progress and costs by creating and maintaining key reports and metrics including executive dashboards; demand, capacity and spend reports; and relevant processes and procedures.

Stewarded efficiency and effectiveness by ensuring projects were planned and executed according to the Project Management Institute (PMI) standards and proprietary project management methodology and best practices.

Enforced project management best practices by reviewing and supervising creation of project plans, business requirements, test plans and SDLC artifacts to ensure they met industry standards and reflected best practices.

Delivery Manager (2007-2008)

Managed the Tier 4 software support and development of Java/Oracle-based Customer Relationship Management (CRM) and reporting applications that supported more than 1,500 users. Key Accomplishment: Effectively balanced the needs of the Sales and Customer Service departments with the strategic direction to gradually replace the applications with lower cost alternatives.

Fostered synergy among IT, Sales and Customer Service departments by instituting bi-weekly governance meetings and partnering with business stakeholders.

Made 2007 the most efficient year by preparing the first operations roadmap and project release model.

Facilitated organizational planning by preparing financial and resource budgets.

Managed relationships with vendors and third-party providers. Negotiated rates and prices.

Managed a team of project managers, business analysts, software developers, quality assurance analysts and application engineers. Performed hiring, terminations, training, performance appraisals, mentoring and coaching.

Sr. Project Manager (2006-2007)

Managed software development, technical diagnostics, organization expansion, data analysis, and reporting projects. Assembled and managed project teams consisting of up to 30 resources from various departments. Key Accomplishment: Partnered with and managed cross-functional teams from Sales, Customer Service, Enterprise Program Management, Infrastructure, Training and Application Development.

Adeptly performed all project management functions, including creation of project charters and plans; monitoring and controlling scope change; requirements, risks and issues management; meeting and lessons learned facilitation.

Facilitated the strategic growth of the company by single-handedly managing the simultaneous enhancement of more than 50 undocumented IT applications and systems to support a new regional office.

Ensured the best business benefits were obtained by analyzing, translating, reviewing and communicating business needs, requirements and technical solutions among IT, Customer Service, Sales, Enterprise Program Management and Training departments.

Accenture, LLP, Atlanta, Georgia 2000–2006

Often recruited for assignments because of optimal mix of client-interaction, strategic, analytical, organization and technical skills.

Manager/Sr. Project Manager (2005–2006)

Provided portfolio management for the Testing Center of Excellence, which employed more than 300 resources. Key Accomplishment: Realized cost savings for the portfolio by working to ensure other departments shared responsibilities for post-deployment defects which were incorporated into new client contract.

Managed several types of budgets (maintenance, management overhead, operations, projects, etc.)

Streamlined operations

oCreated and managed project catalog.

oManaged resource assignments to forecast and maintain demand and capacity balance.

oCreated and distributed various performance and status reports.

oCreated and implemented processes for defect resolution.

oDeveloped first communication plan to enhance communication among offshore and onshore employees.

Program Manager / Consultant (2005)

Managed a large, complex IT program which enabled a Fortune 100 telecommunications client to align its business model with technological advancements. The budget for this program approximated $25M and included simultaneous enhancements to more than 20 applications. Key Accomplishment: Met project quality and schedule targets by leading weekly all-day sessions of up to forty representatives from several disparate functional areas which enabled speedy resolution of issues and consensus building.

Managed integrated project and program activities for marketing, consumer support, training, and information technology departments in a matrix formation.

Performed program management and oversight of IT teams to ensure activities aligned with scope, budget, quality and schedule expectations.

Developed and utilized effective change control process to ensure updates to requirements were effectively tracked.

Created and managed project and program work plans. Supervised the creation of project sub plans and processes for business requirements development, user acceptance testing, project implementation and contingency schedules.

Special Projects Consultant (2004)

Performed unprecedented strategic analysis on a special-purpose team to help determine the best location for an offshore site. Recruited to this project because of analytical and strategic thinking skills, as well as international background. Key Accomplishment: The new location reduced costs and helped retain the account of a Fortune 100 client.

Developed decision model consisting of criteria, scale and intensity factors to determine the best strategic location for an offshore office. Criteria included proximity to a work force, maturity of infrastructure, reliability of currency, and political and economic stability.

Researched, analyzed, summarized and presented results to leadership and clients.

Development Team Lead / Consultant (2003-2004)

Functioned as development and support manager for a sales territory application with more than 2,000 users. This system served as the basis for computing financial projections and compensation. Key Accomplishment: Dramatically improved quality and efficiency by advancing the maturity of the software development process from CMM Level 1 to CMM Level 3 in less than six months.

Managed a team of mostly contract application developers, business and quality assurance analysts, and database administrators who performed day-to-day maintenance, production support, and software enhancements.

Drastically reduced client complaints by delivering six virtually defect-free software releases in 18 months, while managing application support and maintenance activities that required coordination among many different groups.

Boosted client confidence by preparing and publishing comprehensive project plans to establish and manage project scope, budget, schedule and quality objectives. Implemented peer review processes and requirements traceability database.

Developed, reviewed and presented service level agreements, requirements, and design documents.

Production Support Lead/ Consultant (2000-2003)

Managed production support and several interface and data conversion projects for a Siebel CRM application with more than 2,000 sales and support users. The application interfaced with more than 30 data sources which provided data that for marketing campaigns, financial compensation, sales and customer support, and several other primary business functions. Key Accomplishment: Successfully assumed responsibility for the interface and data functions after two contractors left with little notice.

Managed the planning, execution and implementation of interface development, upgrades, and data conversion projects.

Prepared, communicated, monitored, controlled and executed project plans for interface-related, data conversion and upgrade activities.

Advocated and enforced the use of approved project management and software development methodologies.

Designed and developed interface architectures using PL/SQL and Unix Korn Shell code.

Accountable for the timely execution of batch and real-time interfaces.

Led data validation effort.

King & Spalding, Atlanta, Georgia 1996–2000

Database, Word Processing, Desktop Publishing Specialist

Served as subject matter expert for database, word processing and desktop publishing software.

Designed and created databases.

Assisted in creating and maintaining the firm’s website.

Created and updated several types of legal documents.

EDUCATION

PMI Certified Project Management Professional (PMP). ITIL Foundation Version 3 Certified.

MBA Computer Information Systems, GPA 3.67, J. Mack Robinson College of Business, Georgia State University, May 2000

BS Information Systems Management, GPA 3.97, York College, City University of New York, December 1995

TECHNOLOGIES

Expert

Mainframe, client server, database, web based, infrastructure, and security management

Microsoft Project and Microsoft Office Suite

Desktop integrations management

Skilled

Java, .net, SQL Server, Oracle management

Interface and database design development

Microsoft Access development

API and SOA management

Salesforce end user

Functional

SAP test management and end user

Clarity end user

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