Project Manager It

Blake R. Duty

980-***-**** *****.****@*****.***

PROFILE

Networking Conversions Purchasing Strategic Planning

Business-oriented, accomplished leader experienced in managing multi-million-dollar technology projects and maximizing productivity, quality and profits for corporations from banking to medical manufacturing. Known for well-rounded, common sense business perspective, practiced in both technology and business decision-making, as well as operations and logistics management. Quickly assess and understand business challenges and situations, and skilled at determining key issues to be addressed. Strengths include:

IT Project Management

SDLC productivity improvement

Project cost estimation outsourcing

System development & implementation

System/Vendor selection

Agile and Waterfall methodologies

Leadership

Strategic Planning

International team management

Multi-project concurrent leadership

Team development Budget administration Business Process Improvement

System process improvement

Business process improvement

Turn around strategies

Cost-savings strategies

PROFESSIONAL EXPERIENCE

ETTAIN GROUP – Charlotte, NC - 2022 – 2023

IT Project Manager V – Bank of America – (February 2022 – April 2023)

Engaged to lead Risk Management for 51 internal platforms used to support BofA operations and management

Co-managed effort to secure patents for two innovative BofA infrastructure applications

Responsible for Risk Management for applications, monitoring for failures, communicating with app owners, and managing timelines for resolutions

oBecame Superuser of BofA’s proprietary RISE issue tracking system to manage all 51 applications and issues

oDeveloped adjacent tracking system to ensure issue visibility, documentation trail and timely resolutions

oFocused on strong working relationships with each App owner to ensure high level of responsiveness

oSurpassed BofA’s desired target of 85% first-time success rate throughout the life of the project

ETTAIN GROUP – Charlotte, NC - 2021

IT Project Manager V – Bank of America – (May 2021 – December 2021)

Requested to manage multiple technical systems integral to BofA’s management of Customer Complaints, and to lead the development of a new application platform in support of complaint management

Operated in both Agile and Waterfall methodologies due to wide range applications and age

oMaintained the Agile system while simultaneously continuing to support Waterfall documentation standards

Managed development efforts for a new BofA platform designed to be the core of all complaints work for BofA

oHit all development milestones on time, adjusting for several scope changes in the design process

oPlatform successfully deployed on time and on budget

SKILLSTORM – Charlotte, NC - 2019 – 2021

IT Project Manager IV – Bank of America – (October 2019 – January 2021)

Tasked with oversight and sole responsibility for multiple projects in the Consumer and Wealth Management areas.

Functioned within the Agile system while still supporting the documentation standards for Waterfall

oCompleted initial two projects on time, and subsequently scope was extended to include two additional projects

Single-handedly completed all post-implementation toll-gate documentation for an application that had deployed prior to my engagement with BofA. With no prior knowledge of the project’s deployment, did all necessary research and follow-up to successfully complete waterfall toll-gate documentation, enabling the project to proceed to full closure within the system.

APEX SYSTEMS, INC. – Charlotte, NC - 2018 – 2019

Business Initiatives Consultant – Wells Fargo – (September 2018 – March 2019)

Led effort to identify all applications with end-of-life Visual C++ software risks, and determine required actions for each

Organized effort to identify and document Visual C++ end-of-life applications (over 200 discovered at the bank)

Worked with Applications Products Center of Excellence to determine actions required for each at risk app

oIn collaboration with application owners, determined if instant upgrades could work, or if they would break the app

oOnce determined, defined a plan for each of the 200+ applications in question to get off the end-of-life software, or seek approval for exceptions to continue

oSuccessfully completed assessments and plans, leading to appropriate disposition of every at-risk application with no significant issues experienced

SIGNATURE CONSULTANTS – Charlotte, NC - 2016 – 2018

Infrastructure Planner – Wells Fargo – (May 2017 – July 2018)

Served as Planner for a large-scale infrastructure project for Wells Fargo that created a new enterprise-wide network to connect all Wells Fargo buildings yet be separate from its existing People network.

Never undertaken by Wells Fargo, the planning task had no company-specific history to build from, so the work was almost entirely created from scratch

Determined plan drivers, starting with identification of hardware at or nearing end-of-life to initiate required decommissioning in order to better understand scope

Organized testing of new equipment in the Test Data Center to ensure compatibility and to simulate as best as possible the environments in which the equipment would need to function

Achieved complete testing of scanning for a total of 3 buildings. Wrote what we did so it could be repeated in other areas of the country to make the rollout faster for the new building network.

Change Manager – Bank of America – (March 2016 – April 2017)

Engaged to support BofA’s Balance Sheet Management Resolution Group for the resolution of seven significant data discrepancies in a large number of commercial loans

Served as central member of engagement team identifying and researching missing data and identifying ways to remediate by end of year

oTeam succeeded in bringing resolution to 6 of the 7 data issues by the targeted time, and dramatically reducing risk to $35+ billion in commercial loan exposure

oHelped identify three key issues with specific data codes that were at the heart of BofA’s data issues and creating significant exposure risks if not corrected. Team created fixes in all three cases, and successfully rectified each.

APEX SYSTEMS, INC. – Charlotte, NC - 2014 - 2016

IT Project Manager – TIAA-CREF – (October 2014 – February 2016)

Immediately engaged to start the Microsoft Excahnce Upgrade from 2010 to 2013 and learned Clarity since all project finanicials were being recorded in Clarity.

Initiated the Email Encryption Upgrade project to select and install the nest versio of encrypition applicances required by the government for emails and attachments.

Buyer/Planner for the NexGen x89 Server Validation project to bring in the latest G9 servers and test both Windows and Linus to see if we can standardize on the g9 servers going forward.

Upgraded all F5 devices and then replaced them with F5 Viprions. Objective was to reduce 129 F5 devices to just 10 F5 Viprions.

TEKSYSTEMS, INC. – Charlotte, NC - 2012 - 2014

Project Manager – Wells Fargo – (March 2014 – September 2014)

As DCG PMO Project Manager assumed control of existing Mobile Locator Alignment Project to streamline the ATM/Branch locator program across mobile applications to better align with what is currently being used for the desktop solution. Added Business Real Estate financing (BREF) Commercial Equity Line of Credit to project to replace two current Line of Credit offerings online with one option to reduce overall risk. Started ‘Make An Appointment’ Refresh project to redesign the Make-An-Appointment mobile pages for a better, more intuitive customer experience.

Change Manager/Technical Delivery Manager – Bank of America - (January 2012 – February 2014)

As Change Manager/Technical Delivery Manager I assumed control of the Service Center On Boarding Project (January 2014 – February 2014) - Expanded the WBS for the project and then led the technology teams for the project while teaming with the person leading the business project.

ACH Phase Three Migration Project (February 2013 – December 2013) - Led MOCK Testing for the project while coordinating setting up test companies and tester access. Responsible for coordinating environment availability for MOCK Testing prep and execution. Assumed the position of Control Room Manager for ACH Migrations.

Control Room Manager for Client Transitions Team (May 2012 – February 2013) - Responsible for logging and distributing new Customer issues, logging between 5 and 20 issues per day and personally working up to 15 issues concurrently. Issues daily summarization of current wave active issues for Executive Statue Report from the Control Room.

RMS Lockbox Project for CashPro Transition (January 2012 – April 2012) – Tasked with leading the 9+ EDI Transmission Limit discussions to choose between creating a new media type or asking a 3rd party vendor to raise the limit to 99 from 9. Responsible for coordinating testing of Web Access Removal tool created specifically to remove legacy application access for all customers being transitioned to the new CashPro Receivables System.

SOFTWARE MANAGEMENT CONSULTANTS, INC. – 2010 – 2011

Technical Delivery Manager – Bank of America – Co-managed one phase of a multi-year $78 MM eCommerce project using a

comprehensive Six Sigma DMAIC framework. Single phase accounting for approximately $22 MM. Managed Nexus artifacts

(HLDs, LLDs, Traceability Matrix) for 26 teams. Participated in release weekend coverage as Control Room Manager, Detail

Task Tracker and Defect Problem Solver.

AJILON CONSULTING – 2008 - 2009

Technology Project Manager – Bank of America - Managed the migration of Lotus Quick Place from LaSalle Bank to

SharePoint. Directed last minute migration of line of business private SharePoint environment utilizing Syntergy replication

software to enable bringing over a completely new version of SharePoint without having to set up the new version from scratch.

Successfully migrated email for regulated associates from LaSalle Bank.

MARKET AMERICA, INC. – Special Projects Manager – 2008

Established companywide policies for user access, behavior and consequences regarding company assets. Designed forms for better communication and coordination between Human Resources and IT for both new employees and

terminating employees. Assisted with layout of new Data Center requiring proper ventilation as well as beginning designs and project milestones.

WACHOVIA BANK, NA – Technology Delivery Manager - 2007

Dedicated to the company wide Data Center Proximity Risk (DCPR) project that dealt with moving an entire Wells Fargo data center from Winston-Salem, NC to Oxmoor, AL. This data center had over 15 thousand applications and each one had to be evaluated and decided if it could be moved Hot-Hot, Hot-Cold, Cold-Cold. Application analysis was taking 6 weeks when we decided to try something different. We tried all day phone calls and pinged the people we needed to attend the call, answer our question(s) and then hang up until we needed them again and would ping them again. This method reduced the analysis of one application from 6 weeks to 1 week.

OPTICAL EXPERTS MANUFACTURING, INC. – 2006 - 2007

Director of Information Technology - Fulfilled new position created to manage and grow the IT Department. Concentration was on transforming a reactive department to a proactive department helping to strategically focus on critical growth

opportunities. Coordinated the build out of a new building with responsibility for all IT infrastructures including design of the new data center, connection between buildings and initial office layout.

BSN MEDICAL, INC. – Global Business Unit Networks Manager - 2004 - 2006

Generated a $1.8 MM budget for the Global Business Unit with direct responsibility for $900K for the Charlotte headquarters. Coordinated 5-7 projects with budgets from $4000 to $450,000. Some projects had expected savings of $100,000 annually. Maintained all networks for the global organization with direct responsibility for the US, Mexico, England and Canada with indirect responsibility for France and South Africa. Coordinated multiple facility transitions from old WAN to new MPLS global WAN. Established departmental procedures for all areas for the first time. Designed and installed a completely new network and data center for the company’s brand-new main warehousing facility in Hidalgo, Texas.

HARTMANN-CONCO INC. – 1999 - 2004

Director of Information Services – Director of Information Services and Logistics – Manager of Information Services - Led the SAP R/3 implementation for the company in June 2002 with a budget of $1.5MM. Achieved cost reductions over

$90,000 through software licensing. Logistics included moving to a 3rd party warehouse with pre-move fill rate at 98% and post-move fill rate at 40%. Brought everything back to the main warehouse two weeks early, end of year fill rate 97%.

DURACELL BATTERY - 1997 – 1999

Integral part of automating forklifts in the warehouse. Designed, purchased and managed the installation of an entirely new network throughout the plant taking the plant from a token ring/10MB Ethernet to fully switched 10/100MB Ethernet

with Fiber backbone capable of gigabit speed. Redesigned the data center to accommodate the new network switches and decommissioned the old switches. Purchased and distributed over 270 new computers throughout the plant.

SMITH + NEPHEW INC. - 1992 – 1997

Individually responsible for all aspects of buying/planning for over 75 products. Designed new packaging for one product resulting in over $60,000 cost savings annually. Configured AT&T Definity 75 G3/V2 PBX system upgrade saving over

$72,000 on equipment and software.

ALLEN & O’HARA, INC. - 1987 - 1992

Assistant General Manager, Fontana Hall – Tampa, FL (January 1989 – September 1992)

Co-managed daily operation for an 804-person residential property, 24 by 7 by 365 with annual operating budgets of $3 MM. Automated an inventory control system containing over 750-line items.

South Tower Manager, Granville Towers – Chapel Hill, NC (June 1987 – December 1988)

Managed summer program generating over $750,000 in off season revenues and discovered $30,000 in billing errors within the accounts receivable system and corrected the fault.

EDUCATION

Bachelor of Science, Computer Science in the College of Engineering, emphasis in accounting, University of Illinois, Champaign-Urbana, IL

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