Dave Howell, M.S.

210-***-**** Mobile ad08yk@r.postjobfree.com

Data Governance Process Manager 19-05633 PMI® Certified PM SAFe® Agilist

Relevant Data Center Skills

Certified for Criminal Justice Information System (CJIS) system managementHealth Information Privacy and Portability Act (HIPAA system management North American Electric Reliability Corporation (NERC) system management

Payment Card Industry (PCI) system management

Data Center Infrastructure Management (DCIM) system management

Building Management System (BMS) system management

ISO 9001/22301 Quality Management/Business Continuity audit

ISO 27001/27002 Vendor Compliance/Data Center cyber management

Planview, AutoDesk, Procore, BIMS, REVIT, AutoCAD, BMS, and DCIM tool competency

Current Data Center Role

City of San Antonio (CoSA). (San Antonio, TX – REMOTE) (Oct 2021 – Sep 2023) In the role of contract Sr. PM I use Planview portfolio management, AGILE methodology, PROSCI change management, BMC Remedy Issue Management, sunbird DCIM, and I customized a release management tool to leverage vendors and ITSD employees for a legacy data center project. My responsibilities and scope were to decommission a legacy data center (Frio) when migrations and a lift and shifts were completed. I build out two geographically separated datacenters; one a Tier 3 colocation data center (CPS Echo) and the second a Tier 4 data center (Brooks) in order to migrate Frio data center prior to decommissioning. Additional components of this project include virtual voice systems, Public Safety first responder CAD and other applications such as HIPAA and PCI. Completed datacenter search for managed service provider to include NDA, authoring RFI and contract negotiations. Completed security audits for PCI, NERC, CJIS, PCI/DSS and HIPAA to comply with management, operations, performance, cyber intrusion, and environmental management.

Result: Planned and implemented build out of two new data centers, and migration of 900 virtual machines and 300 applications across OTV and decommissioning a legacy datacenter including mainframe with about 100 applications being run on the IBM mainframe. Planned wireless, cellular, WAN, LAN, VLANs, network topology and cabinet segmentation and topology. Moved storage, network and security devices from the legacy data center to the new data centers. Moved and migrated services, devices and appliances for security such as IronPort proxies, DartkTrace, ARMIS and others. Conducted a BMS vendor datacenter environmental monitoring procurement process and selected Sunbird. Also, conducted a datacenter architecture and performance tool and moved the program process to demo for ARMIS, Dynatrace, SPLUNK and AppDynamics. Designed, installed and commissioned 17 tech access systems such as access control, photo storage systems, HID access systems, wireless, cell, noise suppression, emergency call stations, and A/V systems. Developed plans for Re-IP, firewalls, network configuration and communications circuit redundancies. Developed plans for Solarwinds and Rapid7 and how settings, false positives and resourcing would best serve our distributed, active-active environment. I also investigate BMS and DCIM systems to incorporate into data centers.

Select Data Center Roles

SSFCU. (San Antonio, TX - HYBRID) (May 2019 – Nov 2021) Real Estate Manager for AGILE planning for Director Level IV datacenter in New Braunfels, Texas. The concept for this data center is to replace a 30-year old legacy data center with inconsistent power fluctuations from CPS Energy. The resilient plan includes dual-fuel 500Kw generators and state-of-the-art UPS/PDU with A/B power all the way from NBU transformer and client ATS to cabinet devices. I worked diligently with NBU power, City of New Braunfels including permitting for infrastructure and plans for permits. I assisted architects with design preferences, and engineers with sizing power and cooling. We permitted shell plans (90%0 to build a 28,000 square foot mixed use, bank, retail and 2-story data center. Result: Project management included the planning and design phase, as well as the civil and construction phase. I used AutoCAD, BIMS and REVIT in the design/build phase.

SSFCU. (San Antonio, TX – ONSITE) (Aug 2015 – Oct 2018) As Sr. PM I used AGILE/SCRUM methodology using 5 phases and concurrent work streams – Team of 299, 33 vendors and 12 PMs. Delivery Management - Workfront®. Developed a new campus director-level datacenter site and DR back up datacenter to improve disaster preparedness and data recovery capability for 99.97% high-availability, resilient PROD environment. Inventoried and mapped existing infrastructure and application layer of over 300 apps. Designed hardware, architecture and applications down to rack

level topology to execute an Active-Active data, distributed, symmetric, multi-site datacenter. Challenges included populating new IBM z13 mainframes and migrating data to primary and back up, PCI, FED bank, and other regulatory issues. Result: Development of a $30M resilient, converged datacenter solution reducing latency, and increasing availability. Increased data integrity, quality, high availability and produced a systemic disaster recovery. Implemented environmental monitoring using BMS Niagra, and device-level datacenter monitoring with DCIM. Design, install and commission 17 tech, access systems such as access and photo storage systems, HID access systems, wireless, cell,

noise suppression, emergency call stations, and A/V systems. procurement and identified potential for millions in savings per year. Implementation within Delivery Management and technology is ongoing.

SSFCU. (San Antonio, TX - HYBRID) (May 2019 – Apr 2021) As corporate facilities manager I managed a team of 36 employees across 3 states, and about 100 vendor contracts for maintenance and upkeep of 86 facilities totaling more

than 2 million square feet. Manage issues through Archibus to dispatch facilities and vendors to resolve open issues. Asset management through Archibus for owned real estate and leased property. Work with event manager to prepare and clean event center. Develop PPM program for over 60 items along with establishing bench stock for high use items. Introduced One Call/One Fix in conjunction with tablet use by facilities team to reduce cycle time and improve quality. Utilize BMS “Niagra” for building management systems.

AUTOMATED ISSUE MANAGEMENT. Multi-year customization program for ARCHIBUS. I developed multiple work stream to improve asset management, PPM program, enterprise single sign on, field tablet use,

decentralized scheduling and enterprise issue automation. Conceptually, we wanted 100% of 3,000 employees across 3 states and 86 facilities to be able to select Archibus on-line and sign on as their IT credentials to enter 1 of 17 issues. Once selected Archibus automatically assigned the issue by facilities team member, and

dispatched and tracked the issue until closure through several phases. Field facilities personnel could launch from their home or be mobile and address new issues real-time through use of tablets.

REAL ESTATE MIXED USE DEVELOPMENT. Plan the concept for a retail shopping, branch and datacenter at a property owned by SSFCU in Corpus Christi, Texas. Develop budgets for power redundancies, buildings, furniture, fixtures and equipment (FF&E) and investigate developing redundant circuits to this location through NBU. Act as Owner Representative managing all 3rd-party commissioning agents, submittals, RFIs and Owner Meetings through architects and general contractor. Used PlanGrid and Procure to facilitate the build. Utilize PlanDesk for project management, and AutoCAD, BIMS and REVIT in the design/build phase.

BUILT SSFCU CAMPUS. Owner Representative for Design-Build $320M, 27-acre campus consisting of plant, Class-A office space, event center, training center, gym and café. Developed 40 acres to finish grade for future development. Plan a $75M, 6-story executive administrative tower with 3 levels of garage parking. Act as the commissioning manager, and coordinate all aspects of architecture, civil, structural engineering, MEP engineering, inspection, landscaping and interior Design-Build. Managed all 3rd-party commissioning including building envelope. Utilize Procore for project management, AutoCAD, BIMS and REVIT in design/build phase. Lead all owner meetings with architect, engineers, GC and technology. Installed DCIM for data center monitoring.

KB Home. (San Antonio, TX - ONSITE) (May 2005 – Dec 2009) As senior director I was responsible for land acquisition and development, plans & permits, quality and QC, and warranty. I procured large parcels of land and developed communities with the civil engineer. I reviewed and approved each permit for 52 communities across Texas. I managed internal and external quality teams to inspect quality at five milestones to improve quality of home delivery. I managed a call center team for 25,000 homes under warranty and a field team of 30 technicians. In addition, highlight included:

LEADERSHIP. Implemented leadership training programs such as Roundtable, and development of program Leadership 101 and 201 to harness leaders working together better to drive maximum profits. Served as legal quarterback, crisis committee, and pricing committee. Improved annual operations plan to include SWOT and human resource planning to meet delivery goals.

LAND DEVELOPMENT. Served on Land Committee to search, acquire and develop parcels of land for community build-out. Develop an engineering guide to set up buildable lots defining lot and pad and implementing strategies to defeat high PI soils with terracing and injection. Revised vendor scope and vendor management to drive timeliness and document House Files delivery.

ONE TOUCH/ONE FIX PROGRAM. I developed a program for operations from issue identification, dispatch through close

which provided mobile tablets for warranty and PMs. Integration of issue management and documents access allowed operations to access all customer information in the field to facility issue management cycle time and quality.

OPERATIONS. Used procurement analysis to reduce options, and trim cost from home build. Developed and implemented NAHQ ISO certification program to certify over 50 subs such as Lanehart Electric and Airtron. Implemented DOE Energy Star Program and won 2007 Energy Star Builder of the Year. Developed cross trained PMs and Warranty Specialist, reducing headcount by 30%. Revised job descriptions and pay and incentives to drive quality and timeliness through the

operations team. Approved 100% of all plans and permits.

WARRANTY. Used analysis to reduce warranty cost from 2.5 BP to 1.5 BP. Developed “One Touch One Fix” program to drive excellence through customer service, timeliness, vendor management and customer satisfaction.

QUALITY. Developed a tablet-based scoring tool and implemented through 3rd-party inspection process. Improved home quality to JD POWER Quality Builder score of 9.3 for 4 years running.

CYCLE TIME REDUCTION. Developed, designed, planned and executed a $330 million project for construction cycle time improvement. Worked with operations, procurement, vendors, and finance to reduce cycle time reducing production time by 20% equal to $25M profit per year.

Select Related Technology Roles

AUDIT & CYBER SECURITY ENGAGEMENTS

CoSA. (San Antonio, TX - ONSITE) (Oct 2021 – Feb 2023) As Sr. PM I used 6-Sigma DMAIC methodology and ISO 9001 QSM Standards and Procedures to prepare an evaluation of eight (8) discovery and monitoring tools leading to the selection and implementation of a single best practice tool to add to the security stack. Among the contenders ARMIS, a security tool was selected by the security team and implemented with the assistance of the network team. Result: ARMIS was selected and subscribed. Implementation included settings, reports, dashboard set up for over 12,000 nodes. A limitation was the human resource to monitor and respond to alerts, and integration is underway to sync with Rapid7 and other security devices to minimize overlap.

SSFCU. (San Antonio, TX - ONSITE) (Jul 2018 – Oct 2018) As Sr. PM I used 6-Sigma DMAIC methodology and ISO 9001 QSM Standards and Procedures to prepare the Federal Reserve Bank audit. Used DMAIC BPM Methodology for U.S. Federal Reserve Bank Delivery Management - Workfront®. Updated Fedline® Direct and Advantage, in addition IBM® Connect: Direct to comply with banking transfer standards and reduce risk for money transfer and check processing.

Result: Worked with a diverse team of FED Bank EUACs, Risk Management and all technology teams to identify 193

tasks, points of contact and validate compliance in less than 60 days to deliver a compliance report to the FED Bank on FEDLINE and ADVANTAGE.

SSFCU. (San Antonio, TX - ONSITE) (Jun 2018 – Aug 2018) As Sr. PM I managed vendor to conduct Wireless Cyber Security Penetration Testing and Audit. Computer Solutions (Vendor) performed wireless discovery from both within the campus and outside for the campus for select branches. Vendor performed passive scans to identify WLANs, VLANs, etc. The objective is to test our wireless security and report the findings to SSFCU. Result: We partnered Computer Solutions in an effort to protect data. We assisted the vendor with ARUBA and Fortinet configurations, and they provided us with a comprehensive audit of our systems and configuration and test results. One recommendation led to implementation of TLS across the enterprise in lieu of SSL.

SSFCU. (San Antonio, TX - ONSITE) (Feb 2016 – Feb 2017) As Sr. PM I used 6-Sigma DMAIC methodology ISO 9001 QSM Standards and Procedures. Used PDCA methodology for NCUA cybersecurity compliance project. Delivery Management - Workfront®. Developed NIST cybersecurity strategy around NCUA audit criteria in accordance with ISO 9001 QSM standards. Result: Technology has passed two audits with no major write ups, and we were benchmarked as best practice for other credit unions.

SSFCU. (San Antonio, TX - ONSITE) (Feb 2016 – Oct 2016) As Sr. PM I used SDLC methodology using Workfront® and with vendor management. Nexpose Rapid7 software was implemented in our security stack as an orchestrator. We

first planned the implementation, and later with vendor training learned to use the tool before going into PROD. Result: We learned how to derive potential threat information from logs, helping to prioritize vulnerability risks, insights into what constituted false positives, and improved our incident reporting process as a result.

BUSINESS CONTINUITY/DISASTER RECOVERY ENGAGEMENTS

City of San Antonio (CoSA). (San Antonio, TX – REMOTE) (Oct 2021 – Present) As Sr. PM authored Disaster Recovery Program (DRP) for multiple virtualized data centers IAW 7 risk taxonomies, ISO27001, ISO 27002, ISO 27031, and ISO 22301. The goal of the DRP document is to establish policy and procedures for a fully virtualized data center without respect to automatic fail-over / fail-back features of data centers with appliances like hyper-converged strategies. Result: Authored policies for technology and the final test script is being developed by CoSA.

(CoSA). (San Antonio, TX – REMOTE) (Oct 2021 – Present) As Sr. PM I used a template I authored for evaluating vendor characteristics for an enterprise-level tool for environment mapping, monitoring and discovery such as vendors

ARMIS, SPLUNK, and AppDynamics. The implications required adherence to ISO 27001/27002 for cyber security, as well as operations. Result: Of 8 vendors, ARMIS was selected for implementation. Plans, policies and procedures are still being developed to assign profiles and monitor by specific teams such as server, storage, DBs, Sys Admins and

security. This compliments the security stack in place such as Solarwinds, Rapid7, Oracle and other tools, and now provides real-time insights into the environment coveting over 12,000 nodes.

SSFCU. (San Antonio, TX – ONSITE) (Jun 2019 – Oct 2021) As Sr. PM I developed program level business continuity programs using risk taxonomies and IAW ISO 22301 Business Continuity. A major project, applying risk taxonomy to

for business continuity to address separate policies for evacuation, vendor management, fleet management and many other programs. I worked with Risk and Audit departments to develop many programs across the enterprise. Result: Authored the framework which was implemented enterprise-wide. I authored the next-level policies using ISO format for templating all policies which could be used as uniform ISO-based program level policies.

SSFCU. (San Antonio, TX – ONSITE) (May 2019 – Nov 2020) As Sr. PM I developed an enterprise-level document control program IAW ISO 22301 Business Continuity. A major project, applying risk taxonomy to high level document control strategies and related policies and procedures. This was a manual program that established the over-arching program for a number of policies including but not limited to: vehicle fleet, vendor management policy, security, physical security, access and key control, evacuation policy, hurricane policy, evacuation plan, construction quality and commissioning, safety policy, and notification and issue management. Result: Authored the framework which was implemented enterprise-wide. I authored the next-level policies using ISO format for templating all policies.

DATA AND MDM ENGAGEMENTS

Security Service FCU (SSFCU). (San Antonio, TX - ONSITE) (Feb 2018 – Aug 2020) As Sr. PM I used 6-Sigma ISO 9001 QSM Standards and Procedures. Develop a multi-dimensional data (MDM) at rest, data in motion and data transfer strategy. Implementation of data warehouse as phase I using SAP EWH and gathered requirements from business departments. Once established, we began defining application layer touch points, compute layer, and integration with data retention and retrieval priorities. Result: We partnered with AXWAY and learned how to transfer files as next steps in data management, setting us up for assimilating AI and ML. We coordinated with lines of business to establish agreed upon storage retention requirements and retrieval standards.

SSFCU. (San Antonio, TX - ONSITE) (Feb 2017 – Aug 2019) As Sr. PM I used AGILE methodology using 5 phases and concurrent work streams – Team of 12. Delivery Management - Workfront®. Planned and implemented data transfer (DAPR) hyper-VM storage layer across primary datacenter and recovery datacenter. This effort is one layer of building our Data Lake and data management strategy on the way to AI implementation. Result: We learned how to establish flash VM archival and retrieval standards and gain line of business acceptance for

retention standards. Master data management sets us up for assimilating AI and ML and getting to the next level in retrieval standards. Implementation within I &O is ongoing.

United Services Automobile Association (USAA). (San Antonio, TX - ONSITE) (Jul 2013 – Sep 2013) As Sr. PM I used 6-Sigma DMAIC methodology and created analytic query and business case methodology for MDM to improve multi-channel integration. Delivered 54 individual digital, Just-in-time ideas to deliver products, cross sell, and up sell. Developed analytic framework for SAS and SAP inquiries. Developed business case personalization attributes, segmentation and cohorts, delivering cross sell opportunities at the best time for customer channel product and service delivery based upon customer behaviors. Developed

Mario gamification, calendaring and geo location services similar to Yelp and FOURSQUARE to roll out product after a 30-day IOS

sprint for Proof of Concept, demonstrating to all C-level officers in BPO – Guadalajara, Mexico. Result: Demonstrated improved

customer experience To enhance satisfaction and increase retention. Leadership formed a Personalization group and ran with the strategy to enhance digital product and service placement.

QUALITY MANAGEMENT ENGAGEMENTS

SSFCU (San Antonio, TX – ONSITE) (Sep 2015 – Nov 2021) As Sr. PM I used 6-Sigma ISO 9001 QSM methodology to develop an asset management program using SAP, Cireson, and DCIM. The goal was to develop an integrated inventory system to cure overlap and overpayment of technology devices. Different vendors would neglect scaling and overpayments resulted. Result: 3rd-party software was evaluated, and the decision was made to focus asset inventory and life cycle management on one application. Cireson was chosen as a cloud tool which could import all identified assets and lifecycle information input so that all future

purchases through procurement would be capital expenditures that were anticipated and segmented to maximize scaling

purchases.

SSFCU. (San Antonio, TX – ONSITE) (Sep 2019 – Nov 2021) As Sr. PM I used SDLC methodology for mixed use retail developments and a 67-acre campus design build. The goal was to improve overall quality and assist the general contractor in sub-contractor selection based upon a weighted selection tool. Result: I developed a weighted selection tool with 10 criteria to assist the GC and

SSFCU in selecting all major subs.

SSFCU. (San Antonio, TX – ONSITE) (Sep 2015 – Nov 2021) As Sr. PM I used SDLC methodology to develop a facilities Planned Preventative Maintenance (PPM) program which would save money and more importantly keep operations open. We investigated an analyzed all Archibus issues to determine the items which would be included in the program based upon certain criteria. Result: Some items were

ordered for bench stock like 12V batteries, and 67 other items were identified and scheduled in the system and with the vendors for maintenance and replacement items. This program save tens of million, servicing 2M square feet and 86 facilities.

KB Home. (San Antonio, TX – ONSITE) (Feb 2008 – May 2008) As Sr. PM I used Waterfall methodology. Authored a virtual supply chain ISO Quality Systems Manual and integrated with company business model using WLAN and VPN cloud. Used Oracle/SharePoint/ADOBE/Access for modified SSO active directory, VPN-accessible library of departmental-level client information. Result: An automated ERP process which included 3rd-party field audit certification by NAHB’s National Homebuilder Quality Center resulting in a Zero Defects. This automated system gave rel time inventory and warranty data to field reps reducing cost and improving customer satisfaction measured internally and by JD Power and Associates.

KB Home. (San Antonio, TX – ONSITE) (Aug 2005 – Dec 2005) As Sr. PM I used Waterfall methodology with vendor management. (JD Edwards Enterprise financial integration project with MS Access, SAP data warehouse, and SharePoint. Project outcomes included product and pricing speed to market, vendor notification, digitizing vendor payments and life cycle cost reduction. Using methodology and tools, developed idea page, business user requirements, cost benefit analysis, business case, and charter to include scope, plan costs, high-level schedule, vendor SOW/RFP and recommendation to improve internal vendor interactions, internal cash, audit, procurement, and admin service functions. Project included offsite IT partners in CA performing enterprise quality, risk, architecture and security. Results: Functionality, interface, business and IT requirements. Improved data availability to field personnel, real time pricing decisions on supplies, and pricing decisions on products.

KB Home. (San Antonio, TX – ONSITE) (Sep 2007 – Feb 2008) As Sr. PM I used Waterfall methodology. A project to develop community cloud for 24/7 VPN, indexed, searchable database for field and corporate users. Outcome desired was all customer data to be available by tablet to resolve customer issues on first call. Using SAP WMS helped integrate inventory and just in time delivery. Developed a Windows folder tree and scanned 25 years of paper records into folders and sample tested after QC team reviewed files to ensure accuracy. Results: Saved 20% of warranty manpower per year, reducing headcount, and increased customer satisfaction through One Call, One Fix strategy reducing overall costs by one BP. J.D. POWER rose from 8.3

to 9.3.

KB Home. (San Antonio, TX – ONSITE) (Feb 2004 – May 2008) As Sr. PM I used 6-Sigma ISO 9001 QSM methodology to drive continuous solution and process improvements for the ERP processes with financial invoicing and payment systems for a 3,500-unit home builder with 54 geographically separated communities, each with a million parts and over 150 vendors and suppliers. Result: I rewrote engineering and surveyor scopes to begin with and tested the system we implemented to drive deliverables on a more consistent basis using JD Edwards One Enterprise financial suite. This improvement was integrated with ACCESS database and MS OFFICE for JIT notices. Further, after we improved professionals, we certified more than 50 of our major contractors on ISO 9001 QSM as well as our vendors, suppliers to repeat the process improvement.

KB Home. (San Antonio, TX – ONSITE) (Feb 2004 – May 2008) As Sr. PM I used 6-Sigma ISO 9001 QSM methodology to improve ERP inventory processes for this Texas-wide builder. We started with a complete review and analysis of 10 separate JD Edwards inventory lists, each with a million parts and pricing. The effort yielded many improvements such as items no longer required by code, and items which could be replaced with less expensive items. Result: Ultimately the changes we made to the inventory system reduced total inventory numbers per home plan, each with 50 variations. This effort simplified inventory, and improved

delivery of cost effective parts JIT to communities across Texas.

KB Home. (San Antonio, TX – ONSITE) (Feb 2004 – May 2008) As Sr. PM I used DMAIC methodology to reduce warranty costs from 2.5 BP to 1.5 BP. The ERP warranty inventory processes for this Texas-wide builder included JD Edwards, a call center function and a MS data base for home records. We had more than 25,000 home sunder warranty across Texas. The goal was to reduce program costs and numbers of claims. ricing. Result: Much analysis was required as we undertook a project which had not been addresses in 25 years. After analysis we were able to identify high inventory and use items and replace high value items

with less costly substitutes. Additionally, I developed the “ONE TOUCH ONE FIX” program. This program took the lessons learned

into the field where I equipped warranty specialists with tablets and access to all files. This sped the resolution in the system from open claim to closed claim and reduced costs. IT improved customer satisfaction measured by JD Power and Associates.

HEB. (San Antonio, TX – HYBRID) (Sep 2003 – Feb 2004) As Sr. PM I used 6-Sigma methodology to improve a bread factory performance from ingredients to delivery to more than 200 stores across the Southwest. I was chartered by

the Plant Manager and plant Master Black Belt to find improvements in speed of delivery and reduction of costs. We took 6-months to analyze each step and then reimagine the step in the process. This included ingredient storage, ingredient prep, mixing, flash freezing, packing and daily trucking delivery. Result: A methodical approach was undertaken form the dock through the loading for delivery. We used analysis, and 6-Sigma tools, as well MiniTab to investigate and evaluate each step in the process. Overall, we presented the plant manager more than 25 recommendations which yielded more than $5M savings in the first year.

TELEPHONY/VOICE/VOIP/IVR ENGAGEMENTS

SSFCU. (San Antonio, TX – ONSITE) (Jun 2018 – Sep 2018) As Sr. PM I used AGILE methodology for voice systems call management using 5 phases and concurrent work streams – Team of 11, vendor management, and vendor PM. Delivery Management - Workfront®. CMS system in conjunction with AVAYA impacts 12 of 40 lines of business. This effort was an end-of-life revisioning and migration to virtual server environment. We built the app VM server and tested before moving to PROD and validated while updating SAL to VM. Result: Brought 12 lines of business onto new v16.2 CMS software to view phone activity across the enterprise without interruption, increasing resiliency to auto fail over solution.

SSFCU. (San Antonio, TX – ONSITE) (May 2018 – Sep 2018) As Sr. PM I improved Interactive Voice Response Call Center (IVR) Sequencing. AGILE methodology using 5 phases and concurrent work streams – Team of 18, multiple vendor management, and vendor PM. Delivery Management - Workfront®. AVAYA IVR voice system upgrade to incorporate updated call pattern for call center, along with software enhancements. Result: Upgraded software version to virtual app and web servers, enabling Members to request correct call end points, and reducing call center workload.

SSFCU. (San Antonio, TX – ONSITE) (Aug 2018 – Oct 2018) End client SSFCU. As Sr. PM I used AGILE methodology for voice systems using 5 phases and concurrent work streams – Team of 20, vendor management, and vendor PM. Swampfox software used by AVAYA voice system upgrade to incorporate call back automated feature enhancements. Result: Upgraded non-supported software version to virtual app and web servers, enabling Members to request call back within specified time settings, and reducing call center workload.

Select Credentials

M.S., National Graduate College, Quality Systems Management, (6-Sigma Project Management)

B.S., Park University, Business Management, Accounting Minor

A.S., Air University, Resource Management

Certified Project Manager, Project Management Institute®, PMI Member, #3050692

Program/Product Agilist Manager, SAFe® Agile/SCRUM Inc.

Certified Facilitator, Franklin Covey

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