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Project Management

Location:
Mechanicsville, VA
Posted:
March 24, 2017

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Resume:

Jim Thompson

Mechanicsville, VA 804-***-**** aczg3l@r.postjobfree.com http://www.linkedin.com/in/jthompson7006

Risk Management and Technology Professional

Passion for identifying practical and sustainable solutions to tough business problems.

Trusted leader and change agent with deep understanding of the methodologies and business processes along with the experience in IT and data architectures necessary to support the broad management of financial risk, improve strategic decision making, and increase efficiencies. Led major projects with budgets from $250,000 to several million and teams from 5 to 20 people; projects ranged from several months to several years and were completed on time and on budget. Worked cross functionally within organizations to accomplish goals while providing transparency on progress and priorities. Will work hard, contribute new ideas, deliver results, and listen and learn.

Strengths

Risk Management

Process and Methodology Improvement

Project & Program Management

Business Analysis

Collaboration

Problem Solving

Process & Technology Leadership

Data Governance & Quality Practices

Innovation

Career Highlights

Capital One: Led four-year, $20 million development and implementation of GRC strategy and platform that included cataloging and cross-referencing of all governance and controls throughout the organization. This effort required the introduction of a common methodology and enterprise standardization for Risks, Requirements, Controls, and Issues.

Capital One: Headed team that brought Operational Risk Management Program into Basel II compliance, financial analyst team that managed a $600 million IT budget, and team that significantly improved project visibility and tracking.

Capital One: Provided analysis and tool development for several risk management practices include Top Risk, Internal Loss Data, and External Loss Data which enabled improved decision making through visibility and tracking of risk data.

Greyhound: Directed establishment of corporate-wide project office that consolidated all major projects including oversight of Y2K efforts and responsibility for software quality standards.

Tandy Corporation: Spearheaded effort to create IT project office that managed the top-25 projects across the organization; led multimillion dollar engagements with EDS, Andersen Consulting, and Digital Electronic Corporation.

Radio Shack: Oversaw teams that brought a new computerized replenishment and fully automated warehouse system, automated the bill-of-lading system with the trucking companies, and developed first POS system for the store chain.

Experience

Collabera BSA at Capital One, Richmond, VA 2014 – 2016

Business Systems Analyst (2014 – 2016)

Led the buildout and implementation of several BAU processes for the newly created PRIME system that is designed to replace and upgrade the companywide governance, risk, and controls system used to track and monitor risk performance.

Documented System Requirements: Reverse engineered the master requirements document for the pilot PRIME system and incorporated those into a formal requirements document with traceability.

Developed Business Requirements Gathering Process: Built process, templates and step-by-step procedures used for gathering requirements for the PRIME system. Helped establish governance framework and integrate with allocation and development processes that enabled new requests to move from conception to final implementation.

Designed and Implemented Processes for Maintaining Reference Data: Established several new processes that provided operational implementation of the Executive Governance Council for changing the Business Entity, Process Hierarchy, and Taxonomy in the PRIME system.

Jim Thompson Page 2

Experience

Capital One, Richmond, VA 1999 – 2013

Director of Risk Management (2006 – 2013)

Promoted to create a GRC methodology and platform from ground up to track or report on various companywide governance and controls at a time when Federal requirements for adequate controls were increasing.

Transformed organization from virtually no visibility in governance and controls to 10,000+ controls.

Project Roadmap: Led effort to develop an architectural roadmap after developing, sharing, and gaining support from executives for solution; created RFP to make contact with leading vendors and selected business partners.

Cross-Functional Team Leadership: Hired team of 20+ direct reports to lead technology/change management efforts; developed extended team of 50 and support spanning dozens of departments and hundreds of executives.

Change Management: Coordinated critical change management component across the organization; developed methodology and tools, delivered them in phases (usually six months), and measured success after each iteration.

Industry Recognition: Attained national team recognition in three industry publications, OCEG, Information Week, and Richmond Technology Council. Personally earned excellent performance ratings and two retention bonuses for results.

Results: Significantly improved companywide visibility of controls, delivered $2.4 million in annual savings by decreasing risk applications to one, and earned satisfaction of both senior management and federal regulators for results.

Project oversight to lead risk management program into Basel II compliance.

Team Leadership: Led 10 direct reports and 30+ part-time employees in a $4 million regulatory project required by government mandates to ensure compliance with Basel II Accord.

Results: Completed a large number of actions within a hard, fast deadline and built a robust ability to demonstrate the resulting compliance.

Note: Took a year-long trip across the United States with family after leaving Capital One.

Senior IT Finance Manager (2003 – 2006)

Played lead role in addressing lack of visibility and improving spend tracking in dramatically growing IT project budgets across Capital One; leveraged project office experience to implement project tracking and financial controls.

Significantly improved senior management’s understanding of spend allocation.

Team Leadership: Hired six financial analysts who worked with IT area being served to gain insight into project load and eventually to challenge the need for project spending such as large number of new employee hires.

Results: Brought immediate visibility into real spend and identified a significant number of projects whose validity could be questioned; several were canceled and money was redirected to more vital projects.

Senior Manager, Project Office, America One (1999 – 2003)

Recruited for new position in a rapidly growing telecommunications subsidiary to lead project office for IT organization with no centralized project administration; group was expanding from 25 to 200 people in an ambitious timeframe.

Staff Management: Assisted with hiring of a number of project managers; after decision was made to retire the business, aided 125 employees to find positions within the parent company.

Results: Performed the financial analysis used as a critical input in the decision to shut down America One based on current and projected revenue and profitability; placed every employee within parent company.

Jim Thompson Page 3

Experience

Aurion Technologies, Dallas, TX 1998 – 1999

Vice President of Product Development

Provided the technology vision and talent recruitment necessary to grow a small, early-stage company with four employees into a technology company focused on collecting and reporting energy usage and consumption.

Infrastructure: Hired 20+ engineers, programmers, and network staff and created a network of energy collection devices as well as a data center in the Infomart in Dallas, TX to distribute real-time energy information via the Internet.

Results: Played critical role in company’s success in terms of a viable product and delivery website, a clear business roadmap, and a staff to support it.

Greyhound Lines, Dallas, TX 1997 – 1998

Director, Project Office

Transformed a 200-person, IT organization with a silo mentality and several distinct, independent operating teams into a collaborative team capable of leveraging technology to increase efficiency and decrease costs.

Results: Successfully implemented one of company’s largest projects, an automated dispatch system that optimized equipment utilization and driver assignments; improved decision making by creating visibility into projects companywide.

Tandy Corporation, Fort Worth, TX 1983 – 1997

Director, Project Office (1995 – 1997)

Established a project office to oversee the top-25 IT projects and to implement the project management discipline necessary to ensure on-time and on-budget delivery. Earlier positions include Assistant Director and System Manager (1983-1995), of Radio Shack Application Development responsible for all order management and product distribution systems.

Results: Improved on-time/on-budget delivery from less than 15% to more than 85% in one year.

Assistant Director/System Manager, Software Development (1983 – 1995)

Responsible for software development of all order management and product distribution systems for the Radio Shack network of more than 7,000 retail locations. Led several large development efforts and maintained more than 17 different systems over this period and managed teams as large as 100 developers.

Results: Twelve-year track record of successful software development and project implementation. Demonstrated strong technical recruiting and leadership skills and consistently had one of the company’s lowest employee attrition rates.

Education, Professional Development, & Community Affiliations

BS, Computational Mathematics, Northern Illinois University, DeKalb, IL GRC Professional Certification

Project Management Institute (PMI) Training Lean/Agile Training Leadership Development

Board of Directors: Patrick Henry YMCA, 2006 – 2008 & Ashland Little League, 2009 – 2010

Beaverdam Youth League Coach, 2010 – 2011

Ashland Little League Coach, 2006 – 2010



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