Summary

Todd is an experienced project management professional with a strong history of successfully delivering complex initiatives across various industries. Proven expertise in leading cross-functional teams, managing budgets, and ensuring adherence to project timelines. Skilled in risk mitigation, process optimization, and stakeholder communication. Demonstrated ability to drive organizational change and implement project management best practices. Proficient in using project management tools and methodologies. Committed to delivering results and exceeding expectations. Strong educational background with certifications in Agile Project Management and Project Management Professional (PMP).

Core Competencies

A.I. Tools

Budget & Financial Analysis

Business Intelligence

Change Management

Earned Value

Knowledge Management

PMO Development

Process Management

Program Management

Project Management

Resource Management

Project Management Maturity Models

Strategic Planning

Team Leadership

Training & Development

Experience

Golden 1 Credit Union 08/23 – 02/24

Sr. Project Manager

Six-month contract to manage a complex, multi-departmental (16 departments, 70+ people) project to implement a new Fiserv DNA Core, mobile banking, and other technical integrations within a 6-month timeframe. I was the eighth Project Manager for this project which was well into the Implementation phase when I acquired it. The project team that I inherited lacked a strong vision and had little ownership causing delays and confusion. Employed strong communication strategies to unify a large team with diverse perspectives. Established a "source of truth" documentation and communicated project updates weekly to ensure alignment and address potential issues early. Developed a RACI matrix and product matrix to clarify roles, responsibilities, and project scope, driving stakeholder buy-in and focused execution. At the end of the contract was able to turn over the project to a full-time employee with a motivated and focused project team geared for success.

Emerging Tech Group 04/20 – 08/23

Services Implementation Manager

Leveraging my project management expertise within Emerging Tech Group's Management Group, I played a pivotal role in driving the design and execution of various projects brought into the portfolio by senior investors. Beyond core operations, I organized, planned, and executed the implementation of investor deals, and managed partner communications, throughout deal execution. Performed financial analysis, ensured compliance with industry regulations, and orchestrated the logistics of deal execution unlocking growth opportunities for the team.

PayPal 01/19 – 04/19

Project Manager

Was hired for a yearlong contract within the San Jose Tax Division program office. Built out the schedule for the 2019 portfolio of projects. Held postmortem meetings for 1099-K & 1099-C annual filing projects previously conducted before my hiring. The contract was demanding, and I decided to end the contract early to best serve my family in an unexpected time of need.

Tori Global 09/17 – 01/19

Sr. Project Manager / Process, Procedure Consultant

Worked within a major bank in conducting a Risk & Control Self-Assessment (RCSA) inside the Information Risk Management group. Responsible for mapping out current processes within each business area where the RCSA was performed. Documented each procedure in depth to facilitate the effectiveness of each risk-mitigating control. Collaborated with Process Owners and Control Officers to ascertain short and long-term mitigation plans for existing and newly identified control gaps.

Sr. Project Manager / Program Lead 05/16 – 07/17

Senior Project Manager managing four project managers within a $15M IT Asset Management program for a major Asian Bank. The program team consisted of 19 consultants and approximately 9 full-time bank employees. Tori Global was brought in at the beginning of the program’s design phase. The ITAM program consists of four Workstreams; Problem, Incident, Knowledge & Event (PIKE), Software Asset Management (SAM), Configuration Management, and Patch Management. Each ITAM discipline was unified using ITIL processes across Bank and Branch. Each workstream ITIL process was designed and developed in consort with Price Waterhouse Coopers subject matter experts. As the Program Lead, I was responsible for overseeing each Workstream's development, testing, and implementation, while closely monitoring internal workstream dependencies. Responsible for ensuring the Program complies with the bank’s highly integrated and monitored EPLC process. Coordinate with the Program PMO and the CPMO to provide stakeholders and program sponsors with regularly scheduled program updates. Monitored and controlled using the standard Project Management disciplines; Resource Management, Budget Management Procurement, Risk/Issue Management, Schedule Management, Scope Management, and Communication Management.

Deutsche Bank 01/15 – 05/16

Professional Project Manager Consultant

Authorized to design an overall program Change Management process within a $4.3 billion program managed out of London. Responsible for the implementation of the Change Management process, both functionally and technically. The CM Process needed to conform to the Bank’s Master Service Agreement (MSA), be fully documented, maintain an audit trail for regulators, and be measurable. Conducted planning meetings with the senior Programme Team Leadership globally to produce the overall Governance Model used to process change requests. Functionally, the Change Management process was executed using SharePoint. The outcome was the implementation of a fully functional Change Management process that had robust reporting capabilities allowing for Change Requests to be monitored using a full range of audit capabilities.

Morgan Stanley Smith Barney 01/11 – 12/14

Project Portfolio Manager, Professional Project Manager Consultant

Worked within a vastly expanding, Advisory Quality Assurance group within a newly created Quality Assurance & Production Management Division of Morgan Stanley. Provided Project Portfolio data analytics and Project Management guidance for QA managers worldwide (Canada, UK, India, Budapest, and US). Designed and delivered the QAPM Division with a weekly Practice Area Executive Summary Report, which capitalizes on project data firm-wide. The Weekly Executive Summary allowed Managing Directors and QA Leads to view the $19 million project portfolio from multiple perspectives allowing for highly effective managerial action. As a Professional Project Manager Consultant; provided consultation with budget reviews & coordination, resource management, vendor management, scheduling, project planning, project management best practices, and process improvement.

Citigroup 03/09 – 11/10

PMO Manager / Professional Project Manager Consultant

The Finance Projects Group PMO supported twenty-two projects with an annual budget of $20 million. The PMO’s objective is to create a greater awareness of Project Management Principles and develop a Project Management Framework in an organization that was lacking a comprehensive Project Management Maturity Model. Supported seven of the twenty projects within FPG. Support all factions of the Project Management Life Cycle from Project Charter to Project Postmortems. Designed and developed training curriculum in the areas of Risk Management, Project Scheduling, and Project Planning. Designed and developed a Project Dependency Management System that tracked over 400 internal and external project dependencies. Worked as a Team lead for the Project Management Working Group; a team of Individuals and Project Managers to establish best practices and guidelines.

ENPRO Consulting Inc. 01/07 – 03/09

Project Manager / Primavera Subject Matter Expert – (Northrop Grumman Ship Systems)

Northrop Grumman needed to utilize Primavera’s Project Manager™ in conjunction with Northrop’s legacy systems to develop detailed and manageable schedules for shipbuilding. Our team was tasked with developing an API interface to import data from three data sources into the Primavera DB for schedule review and maintenance.

Project Management / Earned Value Subject Matter Expert – (US Army Corp of Engineers)

In 2004 the United States Army Corp of Engineers (USACE) implemented an enterprise-wide Project Management solution using Primavera’s Project Management Tools Suite; an endeavor in which I was involved. Was contracted as a subject matter expert to help draw up a methodology of earned value analysis using their tool suite. The analysis was administered on a project portfolio of over 2,300 projects in four different disciplines (Civil, Environmental, Military, and Institution) allowing USACE a greater ability to effectively manage project budgets globally.

Citigroup Smith Barney GWM Compliance 10/05 – 01/07

Senior Vice President / Head of Global Wealth Management Compliance Project Office

In late 2005 Federal regulators determined that GWM Compliance was lacking in project management and needed to develop a systematic approach to Project Management. Was hired to head up the creation of a PMO within the Global Wealth Management Compliance Division of Citigroup supporting 5 business units including a smaller PMO.

Assembled a GWM PMO Steering Committee to ensure consistency of methodology and promote buy-in from the different business unit leads. The Steering Committee also created a communication feedback loop that broke the top-down enforcement model building trust with key business partners. Set up a centralized Project Management repository using PlanView™ and PE05 for reporting, project tracking, document repository, and issue management. The culture within GWM Compliance had limited awareness of project management and its disciplines. This was addressed through several methods of communication and enforcement: a ‘Lunch-n-Learn’ series to help promote, educate, and infuse the discipline of project management throughout the organization, a marketing campaign, ‘Tip of the Month’ articles, along with PMO intranet site. The PMO intranet site was used to further disseminate project management knowledge and to function as a reinforcement tool for overall project management process consistency (methodology). This website also served well for the distribution of project templates, and as a basic tool suite for risk management, issue management, and scheduling, all custom designed for ease of use.

TIAA-CREF 02/05 – 10/05

Project Portfolio / Program Management Consultant

TIAA-CREF had a project portfolio of over four hundred projects with a fiscal budget of $158 million and a resource base of over 1,600 employees and consultants. A recent change in TIAA-CREF’s internal structure and data infrastructure made it difficult to manage the current portfolio. I was hired as a consultant to help three divisions answer key questions regarding Resource Forecasting, Resource Allocation, and In-house Earned Value compared to Outsourcing Earned Value.

Built a reporting dashboard utilizing Primavera’s Project Manager and Excel to give Directors a snapshot of the overall Project Portfolio health: Spending vs. Approved Budget, Over/Under Resource Allocation, and Consultant to Associate Ratios. Worked intensively with the Project Support Office in setting Policy and Procedure protocols for developing the 2006 Project Portfolio regarding project selection, estimation, and fiscal budget approval cycles.

Grace Partners Inc. 08/03 – 02/05

Project Management Consultant / Enterprise Project Management Solutions

S.I. Systems Inc.

To improve communication with a foreign developer in India that was missing deadlines and creating cost overruns, I established defined methods of accountability along with metrics to foresee slipping deadlines and new procedures for submitting work items. This resulted in fewer misunderstandings about the scope of work, and decreased response times when issues arose. The result saved months of rework and controlled the cost overruns. To increase productivity and reduce rework in a complicated project with twelve of the seventeen employees working off-site, I implemented an easy, low overhead Project Management Methodology with work templates for ease of use. The result was immediate; critical issues in product design were addressed faster, an audit trail was created allowing for better decision-making with less scope creep and project progress was monitored more accurately allowing for better responses to slipping deadlines.

U.S. Army Corp of Engineers (U.S. & Korea)

Partnered with Ecosys Management Inc. to help deliver an Enterprise Project Management solution for the US Army Corp of Engineers using Primavera’s Project Manager and Primavision. Educated over 100 personnel on Primavera’s tool set along with the newly defined processes and procedures ensuring consistency across multiples divisions.

Citigroup Salomon Smith Barney 09/02 – 7/03

Senior Project Manager / Project Management Office Consultant

Brought in as a consultant to set up a Global Project Office within Equities Research and bring clarity to the project portfolio worldwide. The project portfolio consisted of over 180 projects managed across 6 regions (London, Hong Kong, Tokyo, Australia, the US, and Latin America); over 60% of these projects were managed out of the US office.

Presented a high-level overview to the Equities Research Directors and CEO to set up support for the Global Project Office. The service offered: Implementing a Project Management framework within the Global Project Office using four-phase implementation plans to ensure measurable success. Improved program management capabilities by resolving reporting conflicts between two project tracking systems allowing for more accurate budget analysis and resource management. Collaborated closely with technical team, for better project performance and collaboration. This included providing Directors with ongoing performance reports and process evaluations to better understand current inherent project risks. Evaluated and recommended issue-tracking solutions to improve communication between technical teams and business management across regions. Began to standardize project management practices through controlled project processes specific to the project office and developed project management templates for more standardized project delivery. Created a portfolio baseline from which to measure. Outlined future success and ROI of the project office through standardized project metric gathering. Improved project communication globally through the use and implementation of a team-based intranet and document repository.

Morgan Stanley 06/01 – 09/02

Consultant / Project Manager - Fixed Income Project Management Office

Projects include Natural Gas trading system development, Electricity Trading system enhancement and development, Electronic Traded Funds trading system, and Foreign Exchange projects. Project management support included all facets of project management: initiation, planning, implementation, and project control. To help senior management of FIDAPG understand overall project performance; delivered metric reports for project quality assurance and helped create/support web-based project portals for quick reference. The Project Portal provided “RAG” status, Cost, Bi-weekly Status and Financial reports to all levels of management within FIDAPG. Taught classes through a “Lunch and Learn” program at both NYC and Brooklyn offices, in conjunction with the Program Management Office. Scoped out a methodology for a Knowledge Management System within the IT PMO and presented ideas to senior management gaining their support. The Knowledge Management System helped harvest pertinent project information allowing Morgan Stanley to align the PMO to its overall business strategies using technology already existent within the company.

Prior Companies Consulted 1995 – 05/01

Merrill Lynch

Organic Inc.

Proskauer Rose LLP

Goldman Sachs

Education

Professional Development:

Stanford University, Stanford, CA Agile Project Management

Stanford University, Stanford, CA The Business Basics of Blockchain, Crypto Currencies, and Tokens

George Washington University, San Diego, CA Managing Global Projects

Project Management 2002 Symposium, San Antonio, TX Risk Management, Global Project Management

SCGI Software Engineering Conference, New Orleans, LO Software Engineering, CMM Practices

Project Management 2000 Symposium, NY, NY Project Management Techniques

SCGI Software Engineering Conference, Seattle, WA Software Engineering, CMM Practices

PMI’s In Search of Excellence with Harold Kerzner, Ph.D Project Management Techniques

Project Management Institute: Project Management Professional (PMP) Degree

New York, NY 2001

Computer Learning Center: Diploma Computer Programming

San Francisco, CA 1991 - 1993

The New Seminary: Ordained Interfaith Minister

New York, NY 2008 - 2010

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