STEPHEN D. HUNSBERGER, MBA, Ph.D.

*** ******* *****

Brick, NJ 08723

917-***-**** (C) ● ad3wmd@r.postjobfree.com

PROFILE

Information Technologist focusing on supporting the development, planning and execution of complex portfolio projects and programs. Provides guidance, defines processes and governance to guide the delivery, performance, and quality across the portfolio. Has leadership experience in managing and developing all aspects of Application Development and Maintenance, Business Relationships, Global PMO development, Infrastructure, Business Analysis, IT Demand, Governance, Program Management, CRM, Compliance and Audit, M&A, Vendor Management, and Operations to ensure successful delivery of initiatives. Possess technical, business, leadership, and communication skills in support of delivering initiatives from initial inception and justification through full operational readiness while simplifying complex technological and operational decisions that business and clients face. Provided Stakeholder management strong budget experience and has a proven track record of building strong relationships with business and technical stakeholders. Has a strong Product Management Background as well as experience in developing and implementing organizational frameworks, standards (COBIT, CMMI, etc.), and processes. Has the ability to meet deadlines and ensure that specs are written so that engineers understand product requirements.

Successful track record includes business development, vendor management, governance, relationship management, process improvement, application development, infrastructure development, budget management, reorganization, outsourcing, change management, IT Governance, SDLC, ROI and benefits analysis, CMM, CMMI, PMI, Six Sigma, ISO, Asset Management, presentation development, metrics and analytics, DBA type activities, DMAIC, infrastructure, ERP implementations and migrations, ITIL, Lean, Scrum, Kanban, Agile Principles, and Scaled Agile Framework (SAFe), agile, waterfall, Jira, ServiceNow, Monday.com, new mobil app development, development strategies, maintenance, and policies/procedures/templates for diverse companies in publishing, insurance, finance, healthcare, and global services.

PROFESSIONAL EXPERIENCE

Citi, NY, NY

Program Manager / Global Digital Transformation PMO May 2023 – Nov 2023

Responsible for the Transformation Management of the Finance Federal Exam process. Acts as the day-to-day point person translating Federal requests to actions.

This work includes working with and leading finance managers on the status and direction of Federal inquiries and requests including responses, presentations, direction setting, meetings to the FDIC, OCC and FRB.

Includes portfolio analysis, metrics, combining multiple departments analysis and status to senior leadership.

Provides direction and leadership in moving items to their private cloud and managing that aspect that needed global access.

Includes all Compliance and Reporting of all Risk and Regulatory items including Operational Risk, Market Risk, Compliance Risk and Vendor Risk for project and BAU activities.

Manages project scope, objectives, and deliverables. Maintain a comprehensive project plan, including timelines, budgets, and resource allocation.

KPMG, Montvale NJ

Program Manager / Digital Transformation Mar 2022 – May 2023

Responsible for the management, compliance, assessment, and system development of the BCBS239 Change Management function within MUFG bank in support of their merger with USBank. In addition, I managed the development of the activities supporting Sustainability and the supporting documentation.

These activities included all Compliance activities including the assessment, management and reporting of all Risk and Regulatory reports including Operational Risk, Market Risk, Compliance Risk and Vendor Risk for project and BAU activities. Ran Scrum activities in support of complex Metrics gathering and analytics using data from various forms and locations.

Facilitated workshop sessions to elicit requirements and drive strategic decisions. Prepared and presented progress updates to senior KPMG and client stakeholders – including managing risks, issues, dependencies, and changes to the scope.

These activities involved the management of multiple project managers and multiple work streams including the Compliance, Metrics, Testing, Change and Release Management systems in support of the Chief Data Officer (CDO).

Managed a very large complex process and team with global impact across people, process, and technology Articulation of portfolio strategy for the portfolio sponsor.

Managed the Process Transformation from a manual change management system to an Automated Cloud Based system that increased throughput capabilities 10x.

Managed the development of a ServiceNow workflow development project used to manage changes to the thirteen Risk related banking reports.

The total budget exceeded 10 million and was responsible for all aspects of requirements, development and delivery. Manages project scope, objectives, and deliverables. Maintain a comprehensive project plan, including timelines, budgets, and resource allocation.

Recorded Books

Senior Director PMO Transformation 2016 Jan-Feb 2022

Built the global PMO for the development and management of a SaaS, Cloud based mobile app and AI bots with a backend financial and operational ERP. Managed coding, database, BA’s, and managers in support of running a 100-million-dollar business with over 400 customers, 20 employees. Managed every aspect of technology, HR, training, application development and execution.

Acts as the day-to-day technical and functional expert in the application areas and makes decisions on strategic and technical issues

Managed M&A activities

Migrated the migration from an aging ERP system to JD Edwards Financial ERP

Managed the development of the interface, implementation, deployment, and maintenance of two multi-tenancy applications.

Migrated existing storage to Amazon Cloud services, security issues and worked with their team throughout the migration.

Total Budget control

Managed QA processes and release schedules to support customer requests

Managed AI integration bots for their mobile app

Managed pipeline of new customers and their demands through the intake process using AI bots

Managed the business transformation to new technologies and capabilities

Managed the platform upgrades to a mobile, call center interface application

MUFG, Jersey City, NJ

Global Director IT Planning Transformation / PMO 2013 Jan - 2016 Jan

Managed the IT Development Group – Global PMO for over 250 employees. Performs the Program

Management function for projects and related activities including audits, budgets, compliance, resource management and project/system governance.

Built from inception the PMO and acted as the primary manager of for IT governance including vendor and third-party management, budget management and project management, resource management, infrastructure, and corporate governance activities

Part of the M&A team - managing concurrent programs / portfolios of change, multi-tasking in a matrixed as part of the Union Bank merger

Organization on the ServiceNow platform

Managed the project and architect review process for all new project initiatives including project plans,

IT Architecture, Infrastructure, QA, DB services, process blueprints, workflows, data flows and Business

Analysis activities including a Salesforce implementation

Developed an in-depth understanding of all business requirements and the ITIL framework

Conducted ongoing review of policies and procedures and performed global review when changes were warranted including security issues

Primary interface with all internal and external audit and Operational Risk groups and assisted with developing policies that support business risk reduction

Conducted ongoing review of policies and procedures and impact analysis program when warranted

Member of the Comprehensive Capital Analysis and Review (CCAR) Group, DFAST and Stress Testing Group. Gathered, authored, and presented the current condition of the company, including risks, exposures, strategies, and activities used to satisfy federal reporting requirements

Acted as the primary manager for all new bank products in identifying IT Risks and processes before being implemented

Primary interface with all internal and external audit and Operational Risk groups and assisted with developing policies that support business risk reduction

Adviser to all project teams, internal audit, compliance in developing and interpreting policies associated with Risk Management associated activities

AIG, New York, NY

Global Director PMO Enterprise Risk Management 2010 - 2013

Acted as the Global PMO and Chief of Staff for the Enterprise Risk Management group having project budgets of $22 Million which included 20 projects and 8 project / program managers. Supported all Operational Risk and Market Risk activities, Governance, Financial Reporting, Status Reporting, Budget Management, Process Improvement, Learning and Development and Organizational Performance Management.

Developed the governance procedures relating to project inception, approval and execution including all project budget reporting and standards, milestone definitions, customer acceptance and status reporting.

Responsible for organizing weekly PMO meetings which includes project status, financials and all related activities

Managed a very large complex process and team with global impact across people, process, and technology Articulation of portfolio strategy for the portfolio sponsor.

Developed data standards and processing to automate project level reporting. This included all key data fields, milestone definitions and financials.

Leading and developed the Project Management Institute (PMI) mentoring and study group program for 56 employees throughout the organization.

Membership on the architecture review board that evaluated the technical and data qualities of projects before approval. Reviewed and approved development strategies and roadmaps.

Has the ability to step in and manage any project or program on a moment’s notice. As an example, program managing Stress Testing, which stresses $70 B worth of equities, FX, IR, Asset Spreads risk factors in development of three financial scenarios. This entailed eliciting requirements and developing the data and project approach in support of quarterly corporate reporting goals.

Dow Jones, NEWSCORP, Princeton, NJ 2008 – 2010

Global Director (PMO) Program Management

Built from inception the Global PMO group with 22 IT project and program managers, QA and PPM tool programmers within the Global Technology Division. Managed a very large complex process and team with global impact across people, process, and technology Articulation of portfolio strategy. Responsible for customer relationships in support of infrastructure, ERP, process improvement, business process development, and application development projects. Budget size was approximately $75 Million for projects and $5 Million for PPM tool support.

Identified, negotiation and monitoring for all IT project related contractual relationships with vendors including BPO, performance, contractual, and legal areas. Reduced costs by $3 million over 5 years.

Developed resource allocation, project and service demand, project status, budgets, and issue resolution processes that supported all of IT

Implemented IT PPM ERP system to track financials and project performance.

Managed the implementation of Salesforce multiple clients

Developed a governance workflow process for SOX related projects and maintenance activities.

Led high-profile projects, which included SharePoint, PeopleSoft, Real Estate development, Security Management, and back-office department consolidations all following ITIL standards.

Led IT transformation projects, which included data center consolidations (64 to 9 which is still ongoing), Shared Services development (HR, various infrastructure services, Service Catalogue development, Portfolio management services, etc.).

Developed and socialized the business case process used to identify and capture capital and expense financials, as well as benefits, TCO, development budgets, risks, and other measurements to support IT transparency and customer communication.

Developed metrics and analytics to support investment decisions including ROI and benefits realization, as well as Six Sigma methods risk analysis methods.

JPMorgan Chase, New York, NY 2006 - 2007

Senior Vice President, (PMO) Program Management

Reported to the CFO and CIO of the Investment Bank and built from inception the PMO which managed key Global IT activities for the CIO portfolio of key projects in a project management matrixed environment. Total value of the portfolio exceeded $850 million. Projects included Credits, Hybrids, FX, Equities, and Commodities, Investments Governance and Accounting, research and other high profile investment banking projects. Supervised a staff of program managers and project managers, system analysts, various project related roles, and an offshore presence of over 100 with a direct budget of over $29 million. PMO Projects included tool support, executive and financial reporting and executive presentations. Consistently met CIO short and long-term project objectives.

Coordinated business and IT consolidation activities during the Chase and JPMorgan merger, as well as other department’s mergers as needed.

Installed Clarity PPM and managed the data transfers

Developed and managed the IT Performance Management group which created a customer-driven balanced scorecard and business survey process that resulted in complete activity and project visibility.

Managed the successful delivery of a corporate-wide financial reporting processes and applications including .NET, Visual Basic and J2EE technologies.

Introduced and instituted UP methodology for the Plan, Build, Execute and Implementation phases.

Developed and implemented an IT Governance process for reviewing project proposals and project status including corrective actions, milestone reviews, risk analysis, and benefits measuring. This process involved customers and reviewed the status of project related infrastructure support activities.

McGraw-Hill, New York, NY 2004 - 2006

Vice President, (PMO) Program Management

Built the Global PMO in support of the CIO’s, their businesses project activities and vendor and customer relationships for Education, Standard and Poor’s, and Construction divisions with project budgets $100+ million. Managed outsourcing contracts, corporate Service Level Agreements and Business Agreements for new development, BPO, and maintenance activities for Watch List projects.

Developed the project reporting process, process improvement, Business Case process, and project standards, corrective action review meetings for troubled projects, project audits, executive status and governance process to address highly visible and risk projects.

Established and conducted monthly IT steering committee meetings to approve projects over $500K.

Installed Financial ERP system to manage organizational financials for their subsidiaries including S&P, Construction and Publishing.

Established and developed project, program and portfolio reporting strategies.

Responsible for the ERP implementation and ongoing management of HP PPM instance including Demand Manager, Project Management, Time Tracking, and Portfolio modules.

Managed the Center of Excellence for PM and PMO’s sharing lessons learned, best practices, quality assurance practices, and contract administration techniques.

Audited key projects which included Digital Asset Library, Content Management, Homework Management, eCommerce, Teacher PDA systems, iPub, Scoring and other systems to support learning.

AIG, New York, NY 2002 - 2004

Information Officer, Enterprise Systems

Directed over 100 employees and project managers (consultants) implementing development, enhancement and maintenance projects while maintaining customer contacts. Developed, implemented and managed development processes including the Unified Process development methodology and key project management methods in support of key customers. Worked with businesses to ensure delivery milestones for major initiatives were met and instituted corrective actions where necessary.

Managed AIG’s outsourcing transition from various outsourcing vendors to two vendors that were selected based on their strategic relevance. Gained consensus and developed the Master Statement of Work (SOW) and Contract Schedules, as well as managed the Planning, Transition and Steady State project phases. This project saved AIG approximately $1 million per year due to offshore cost reductions and improved SLA compliance.

Managed the .net development of high-volume applications for Salesforce CRM and Insurance based applications using content management software, various hardware configurations, and various supporting middleware and software all using ITIL standards. Managed the infrastructure architecture, sizing and development to support new and existing applications.

IBM Global Services, New York, NY 1999 - 2002

Project Executive Consultant – Application Development Effectiveness

As a member of the Applications Development Effectiveness Practice, was responsible for the assessment and identification of key processes and process improvements to support meeting their Program and Project Management commitments using COBIT, CMMI and IBM’s internal framework. Was responsible for the development and implementation of PMO organizations to customers. Increased project visibility and project manager accountability while improving their application development effectiveness by approximately 10% to 30%. Key customers included: Fireman’s Fund Insurance, US Bank, Progressive Insurance, Pennsylvania State WIC and PennDOT programs, TIAA-CREF, New York Life and AT&T.

Led $30 million IT project: managed 200+ employees and subcontractors. Project involved five development teams focused on development of security functions, SAP financial ERP, Piper/Jaffrey Investments site, basic account inquiries, content management functions, and the beta development of WebSphere 3.1 Component Broker.

Managed the new development, maintenance and support processes for Enterprise Java Bean (EJB), web and mid-tier development project at a large insurance company; this was a 2 year, $30million project. This project allowed New York Life to standardize corporate data definitions, scrub data, consolidate browser based reporting and provide a means to advertise to customers.

Performed organizational assessments using CMM, CMMI, Six Sigma and other IBM internal standards in evaluating their effectiveness in application development. These assessments usually resulted in follow-on process improvement activities in identified areas of need.

EDUCATION

PhD, Information Technology Management, Kennedy-Western University, Cheyenne, WY

Dissertation: Outsourcing Failures – Causes, Analysis and Success Practices

MBA, Information Technology Management, Jones International University, Denver, CO

Bachelor of Science, Computer Science, Slippery Rock University, Slippery Rock, PA

CERTIFICATIONS / PROFESSIONAL MEMBERSHIPS / / SPEAKING ENGAGEMENTS:

Certified Project Management Professional (PMP) (1999)

Certified IBM Project Manager / Consultant (1998)

Certified Microsoft Project (1999)

Pennsylvania Technology Council - 2014

Project Management Institute Technology Division/Lehigh Valley Chapter - 2014

Featured speaker at the New Jersey SEI Conference, Strategic Outsourcing Conference, IAOP Conference, and Shared Services Conference speaker.

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