*Proven Leadership, *Highly Collaborative, *Attention to Detail, *Self Directing, Self-Motivated

Professional Profile

Accomplished, results and value-oriented IT professional with extensive experience leveraging technology-based services, products and solutions to improve and streamline business processes, enable organizational agility, and maximize the top and bottom line. Unique blend of program and project management, business analysis and process re-engineering and improvement, full life-cycle SDLC, IT service management and information security management. Keen ability to translate strategic business objectives into tactical and actionable implementation plans. Exceptional analytic, problem solving, and verbal and written communication skills. Significant experience with both software development and infrastructure projects. Self-starter; builder and leader of people and teams.

Core Competencies, Background and Experience

PMI PMP Certification (current)

Lean 6-Sigma Black Belt, DMAIC Experience

Agile/Certified Scrum Master (CSM)

Business Analysis and Process Improvement

ITIL Foundations Certification, ITIL Service Delivery

Organizational & People Change Management

Enterprise Data Management, Data Warehousing

SDLC: Agile/Scrum and Traditional Waterfall

PMO & Project Portfolio Management

Customer Relationship Management (CRM)

IT Governance & Compliance Management

Extensive Project Delivery Experience

IT Process Improvement: CMM-SW and CMMI-DEV, (SAS-70/SSAE 16) and CERT Resilience Mgt. Model

EDUCATION

Advanced Master’s Certificate in Applied Project Management, Villanova University

M.S. Information Systems, Shippensburg University

B.S. dual-major Chemistry and Computer Science, Juniata College

CERTIFICATIONS

CompTIA Security+ Certification, (Candidate Winter 2017)

Project Management Professional (PMP), Project Management Institute, 1997 (current)

Certified Scrum Master (CSM), July 2014

Functional Business Continuity Professional (FBCP) Certification, Disaster Recovery Institute International (DRII)

Summer 2011 (expired)

IT Infrastructure Library (ITIL) Foundations Certification, 2010

Lean Six Sigma Black Belt, 2005

Lean Six Sigma Green Belt, 2004

IBM Rational Unified Process (RUP) Certification, 2004

PROFESSIONAL EXPERIENCE

Bloomin’ Brands Inc. – Source Select Group September 2016 to Present

Sr. Project Manager/Scrum Master

Currently responsible for leading a team of business and software professionals in the Agile development of new SW products and services to support build-out and implementation of a brand new restaurant brand/concept.

Activities include product/project roadmap development and release planning, sprint planning, requirements/user story definition and backlog grooming and management. Routine responsibilities include running daily team stand-up sessions, capturing metrics, publishing burn-up and burn-down artifacts, monitoring team performance, impediment removal and defect management. Also responsible for Sprint/Release retrospectives and team continuous improvement.

Primary point of contact to business stakeholders including Product Owner and senior management personnel.

Additional responsibilities include conducting sprint retrospectives, security requirements definition, production deployment and operational support transition and interaction and coordination with other project and Scrum Teams across the organization. All Agile release, sprint and backlog management, defect tracking, and SW change management, and continuous integration/QA activities performed using Microsoft Team Foundation Server (TFS). Software development performed within in the Microsoft .Net and Azure Cloud environment involving web, Point of Sale (POS) and mobile devices.

PricewaterhouseCoopers (PwC) - Experis Group July 2016 to September 2016

Sr. Technical Project Manager

Responsible for managing a Tableau server migration from a virtual (VM) and VSAN environment to a physical server environment to address system performance issues and improve usability. Managed system benchmarking, performance testing, and performance/load analysis activities in a cross-functional IT environment including vendor, infrastructure, application development and business resources. Facilitated work sessions to appropriately size and configure the physical server and attached solid state storage unit. Responsible for managing migration of data/database and application migration. Additional responsibilities included management of a secure badge print/printer badge reader implementation across twenty major PwC offices across the US. Developed and executed the badge print deployment plan. Managed planning and deployment readiness activities with office managers, IT operational support and vendor personnel. All financial and resource management, progress tracking and reporting performed using the HP Project Portfolio Management Enterprise (HPPM) tool.

Bloomin’ Brands Inc. - Source Select Group August 2015 to July 2016

Sr. Project Manager/Scrum Master

Responsible for managing multiple enterprise-level, cross-functional high-profile MS .Net and MS Azure Cloud programs and projects with budgets ranging from $750 – $2.5M. Successfully delivered a workflow and process management system based on the ServiceNow Enterprise Platform – realized estimated $750K per year operational efficiency savings

Projects involve both software development and technical infrastructure components

Responsible for training and mentoring both IT and business unit resources on agile/Scrum processes, sprint-based project structuring and artifacts and iterative development. Routinely conduct Security Requirements definition to determine project Confidentiality, Integrity and Availability (CIA) implications; define and implement organizational and system security controls. Coaching and mentoring junior PMs, development team leads, and architects on PM and SDLC processes, procedures and standards. Additional responsibilities include project planning, monitoring and status assessment and reporting, financial planning, and budgeting, forecasting, and overall project financial management

Responsible for training and mentoring both IT and business unit resources on agile/Scrum processes, sprint-based project structuring and artifacts, and iterative development Specific tool usage includes MS Team Foundation Server (TFS) for project work and resource management, TFS Version Control for SW component change management and Planview Enterprise for project budgeting, forecasting and overall project financial management.

Bisk Education, Tampa, FL March 2013 to July 2015

AVP/Sr. Project Manager, Enterprise Solutions Delivery

Hands-on project manager responsible for directing a team of business analysts and project management professionals across the project life-cycle from concept and definition, through testing, transition and production. Responsible for managing the portfolio of cross-functional enterprise product and service delivery initiatives. Facilitated work groups of cross functional teams to define requirements and required future state capabilities. Utilized traditional waterfall and Agile/Scrum methodologies. Proven record for delivering projects within schedule and cost constraints and achieving product quality objectives. In addition to my management responsibilities I was personally responsible and accountable for a number of high-profile enterprise solution delivery and business process improvement projects, including but limited to:

Sales/Contact Center Process Improvement Project: Responsible for leading a cross-functional team in detailed analysis of current state processes, procedures, workflows, and standard operating procedures (SOPs) to identify operational inefficiencies, bottlenecks and non-value add work. The scope of the project spanned multiple functional areas including an ~400 person sales contact center and included assessment of efficiency and effectiveness of the systems used for bot transactional process, reporting and business analytics. Applied a pared down a “Lean Six Sigma “lite” approach for data collection and analysis, root cause analysis, and definition of a prioritized list of near-term and longer candidate process and system improvements. Results of the process improvement initiative and recommended initiatives was presented and approved by the Executive Team.

Enterprise CRM and Work Force Optimization Product Selection and Implementation: Lead a cross-functional team of technical and business partners (internal clients) through a 6-month CRM and Call Center technology vendor and product assessment and selection process. This initiative entailed detailed future-state requirements definition, discovery sessions, and respective selection criteria, vendor product demonstrations and solution “test drives” and production solution selection. This effort also included evaluation and selection of a 3rd party professional services partner selection. Developed a detailed solution implementation roadmap using the Agile/Scrum process Development of the solution roadmap included theme-based release planning, role definitions, product backlog development and sprint definition for each respective release increment. My role has now transitioned to “Scrum Master” of all project Scrums. Managed multiple CRM teams comprised of technical and business personnel.

Carnegie Mellon University, Pittsburgh, PA March 2010 to March 2013

Sr. Program Manager – Business Continuity & Disaster Recovery

Assumed a high-visibility, leadership role focused on defining, implementing and exercising repeatable IT disaster recovery and business continuity processes, procedures, and governance. Responsibilities include managing cross-functional recovery and sustainability initiatives involving design and development of resilient architectures and solutions, design and modification of business and operational processes, and establishing new roles and service ownership responsibilities for timely, effective response and recovery to unplanned service disruption or failure. Significant focus on developing technical and functional documentation of business processes and supporting enterprise systems (applications, data and infrastructure), developing recommendations for business and system recovery objectives and structuring DR system implementation and process improvement initiatives to realize business continuity and resiliency objectives. Previous role was Senior Project Manager responsible for managing the PMO and staff of project managers. Other responsibilities included reviewing project management processes, procedures, gaps identification and defining and implementing required improvements.

Communefx - MDC Partners, Pittsburgh, PA August 2008 to March 2010

VP, Project Management Office - PMO

Responsible for managing development and delivery of complex CRM, targeted campaign management and business analytics solutions. Other responsibilities included definition, implementation, and continuous improvement of project management processes and delivery of client-facing service and solution delivery projects. Significant accomplishments include definition and rollout of a Corporate-level Project Management Office (PMO) and implementation of IT Service Management (ITSM) processes and procedures. Specific project work and accomplishments include:

Project Manager for a large-scale telecommunications client CRM and data analytics solution and service delivery project for a top-ranked Fortune 100 telecommunications company.

Responsible for implementation and roll-out of ISO 27001/27002 information security policy, processes and standards and implementation of a SAS 70/SSAE 16 audit and compliance reporting framework.

Developed and instituted cross-functional resource forecasting and planning processes to maximize resource allocation and utilization.

Definition and implementation of repeatable project portfolio management, project management and SDLC processes and deliverables in support of internal production operations and client-facing service and solution delivery projects.

Strategic Energy – Pittsburgh, PA

October 2006 to July 2008

Director, Software Development

Responsible for managing all aspects of software process planning, implementation, delivery and operational support and system maintenance. Managed a staff of ~25 software engineers, database administrators and quality assurance professionals. Major accomplishments include:

Provided leadership and direction in the delivery of enterprise software/business solutions

Implemented of project management processes, tools, templates, and standards

Implementation of project portfolio resource planning and allocation, project categorization, risk versus reward assessment, prioritization, and ranking

Creation of strong relationships with key business stakeholders

Implementation of corporate-level IT Steering Committee to oversee project decisions and status, and approve of resource decisions

Definition of required personnel competencies, organization design, & staffing

Definition and implementation of software development life cycle (SDLC) process, methods, and tools;

Unisys Corporation Blue Bell, PA

Lean Six Sigma Black Belt

December 2005 to October 2006

Responsible for leading complex, large-scale business process improvement initiatives. Managed multiple complex, enterprise-level, cross-functional projects. Managed geographically distributed (virtual), international teams. Achieved business objectives pertaining to reduced cycle-time, cost reduction, business process measurement and transparency, and improved client satisfaction. Responsible for quantifying and demonstrating achievement of top and bottom-line results. Prior to achieving Black Belt worked as a Six Sigma Green Belt on a variety of business process improvement initiatives to maximize sales revenue and achieve operational cost reduction.

Unisys Corporation Blue Bell, PA April 2002 to December 2005

Project Director, Global Solution Delivery

Client Solutions Delivery Practice Director responsible for leading client solution delivery and system integration programs projects for some of the world’s largest companies, at an international level. Select high-visibility program and project delivery projects include:

B2B Business Process and Technology Integration: Responsible for managing a large, cross-functional B2B data integration initiative for one of the nation’s largest health care service insurance providers.

Medicaid Pharmacy Claims Processing System Implementation: Responsible for remediation and recovery of a large, statewide system integration project the project was over-schedule, significantly over-budget, and had major customer satisfaction issues. Performed root cause analysis and developed a remediation plan involving implementation of management process, controls, and organizational structures (Project Management Office). Successfully completed project delivery and salvaged the customer relationship.

Customer Service Strategy and Solution Design (Southeast Asia): Project Director and Lead Business Process Analyst responsible for leading a team of senior consultants, subject matter experts, and technical specialists in the development of a nation-wide Customer Care Strategy and Business Solution Specification for Vietnam’s state run electric power utility and subsidiary companies.

CMMI-Dev Software Process Improvement: Team leader of a client consulting and training engagement focused on improving and implementing specific goals and practices to achieve required capability level in the Project Management process areas Project Planning and Project Monitoring and Control. This results of this initiated assisted the client in achieving CMMI Level 3.

CRM, Logistics, and Supply Chain Solution Integration: Responsible for managing all aspects of an international, multi-year, multi-million dollar Siebel CRM and supply chain management implementation project for one of the world’s largest logistics and transportation services organizations.

Unisys Corporation August 1999 to April 2002

Sr. Project Manager, Digital Strategy and Development

World-wide Program Manager responsible for consulting and delivery of e-business solutions focused on new business model development, expansion of customer interaction channels, and achievement of cost reduction and efficiency improvements. International project delivery throughout the Americas, Europe, Australia, Asia, and Japan.

Payment Technologies, Inc. August 1997 to August 1999

Senior Project Manager

Managed delivery of client solution projects conducting business needs assessment, solution design and services delivery for Fortune 500 financial services, credit card and payments processing organizations. Clients include some of the world’s largest banks, credit card processors, and other financial institutions. Primary responsibilities included management of multiple project teams and consulting engagements through all phases of the service delivery and product development life cycle. Responsible for developing proposals, Statement of Work (SOW) documents and other pre-delivery artifacts as part of the service and solution sales process.

Penn National Insurance March 1995 to August 1997

Director, Technology Infrastructure

Responsible for application architecture definition and integration strategy development and implementation. Other responsibilities included assessment, selection and implementation of software development life cycle methodology and supporting processes, standards and deliverables (Ernst & Young Navigator Methodology), and definition and implementation of system development processes and standards. Responsible for implementing the initial PNI project management methodology, solution development processes and “best practices including configuration management, software change control and IT project risk management practices and tools.

Digital Equipment Corporation September 1987 to March 1995

Senior Software Consultant, Services Delivery

Customer-facing consultant and project manager responsible for leading all aspects of custom-solution delivery projects. Functioned as a lead business analyst, information engineering and database design specialist, software quality assurance manager, and application architect on complex, large software application development and system integration projects.

POST-GRADUATE COURSEWORK AND RECENT ADVANCED TRAINING

PMI-ACP Certification training course, completed March 2016

Carnegie Mellon University Software Engineering Institute, CERT Program

Training and practical, hands-on experience applying the CERT Operational Resiliency Management/Resiliency Management Model (RMM). The CERT RMM is a relatively new program within CERT, and focuses on information security, business sustainability and operational risk management.

Information Security Management, Heinz School of Public Policy and Information Systems (Spring 2012)

Graduate, Educause Senior Leadership Institute, July 2012

Business Process Analysis, Modeling and Design, July 2012

Professional facilitation training, Leadership Strategies, June 2011

GOVERNMENT/DOD SECURITY CLEARANCE: Previously held SECRET Security Clearance

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