LINDA P. DOWDELL
My project management badges: PMP and PMI-ACP
My author page: Amazon Author Page
Known for ‘hit the ground running’ and passionate about continuous improvement. Strong expertise in Project/Program/Portfolio management and strategy development. Strong expertise in operational risk management, finance and compliance management operations, implementing project and portfolio standards, practices, techniques and tools
Business administration expertise in reducing operational risk while improving operations and increasing maturity levels; able to create new businesses or functional areas
Professional experience, education and training to take on CTO, COO, COS, and CAO roles, to name a few
Knowledgeable of regulatory policies such as AML, BSA, OFAC, Dodd Frank, Volcker rule, CCAR, etc. Helped manage regulatory deliverables from Fed, OCC, FDIC, DOJ, SEC, FINRA, and others
Excellent skills in evaluating, selecting, planning and monitoring projects from an enterprise-wide perspective; excellent analytical and financial/accounting skills, particularly in analyzing project proposals/forecasts. Published author and developer of content.
Doctor of Business Administration (DBA) – University of Phoenix, Phoenix, Arizona
Master of Business Administration (MBA) – University of Phoenix, Phoenix, Arizona
Executive Master of Science (MS) in Telecommunications & Computing Mgmt. – NYU Polytechnic School of Engineering, NY
Computer Systems & Management (BS). Minor: Economics - Fordham University, NY
Project Management Professional (PMP) certification since Dec 22, 2004: 209566
Agile Certified Professional (PMI-ACP) certification since May 4, 2013: 1603656
Lean Six Sigma Green Belt: 18002703
Sims Metal Management: Group PMO Director – 4/30/2018 – 9/13/2019. Full time role. Created a global project management office: Implemented a Microsoft ® Project Online enterprise project portfolio management (ePPM) system (cloud based) with custom business intelligence (BI) dashboards and reports in six months. Established project management disciplines. Implemented a Global PMO presence using SharePoint and developed 20 local PMOs through influence, leadership and proven expertise in the field. Established a new PMO organization from ‘none’ to stellar with a prioritization process to review and approve projects. Real time tracking of KPIs. Portfolios included ERP, HRS and other strategic endeavors.
UBS: Risk Management PMO - 9/18/2017 to 4/27/2018: Consulting role. Worked on process improvement for the Comprehensive Capital Analysis and Review (CCAR) program. Applied Six Sigma disciplines to streamline processes. Oversaw project workstreams within CCAR program. Managed vendor/contract management process. Controlled project financials: cost forecasts, change requests, work performance, etc. Improved CCAR program operations
Sterling Bank Program Manager - 5/8/2017-7/21/2017: Consulting role. Managed a merger of two banks’ (Sterling and Astoria Banks) functional areas: Marketing, Business Intelligence/Reporting, HR Compensation and Performance, Payroll, HR Talent and Acquisition, HR Health and Welfare, Training, and Information Technology to prepare them for legal day 1 (LD1), applying Lean Six Sigma and PMI disciplines to combine processes, procedures, requirements, LD1 milestones, to name a few. Design: Identified best practices across both organizations, and built integration roadmap
BNY Mellon Program Manager - 9/27/2016-3/1/2017: 1. Consulting role. Improved Cybersecurity services, enabling risk control dashboards, PMO repositories, metrics, and reporting. 2. Utilized capabilities of SharePoint and InfoPath Designer 2013 tools to develop project management solutions such as change management, projects and programs risk control artifacts and other data repositories for Cybersecurity services. 3. Managed a ‘My Dashboard’ project to display risk control dashboards in the firm’s portal. Impact: Re-engineered PMO and corresponding project and program artifacts to control and monitor status of Cybersecurity risk controls to reduce operational risk
TD Bank - Project Management Office Executive - 10/12/2015-6/30/2016: Consulting role. As segment project management office (PMO) executive, I reduced project delivery risk by redesigning a project management office and establishing adherence to standards and methodology, policies and frameworks, across functional areas such as Enterprise Project Management Office, technology, sourcing, audit, risk, finance to name a few. As segment PMO executive, I worked in a first level of defense function for the enterprise PMO (second level of defense function) to ensure product and project reviews and challenge status of projects. Built a PMO from the bottom up! Ensured projects/programs had clearly defined benefits and strategic alignment, defined solution alternatives, as well as cost benefits analysis; identified leadership and governance structures, identified risks with corresponding mitigation strategies, and confirmed resourcing and cost estimates. Matured and developed new processes: project requests prioritization, capacity planning, reporting, etc. Worked with various segments and technology groups (engineering, design & dev, QA, testing) to successfully deliver projects. Achieved strategic and development work to improve operations and increase maturity while managing and working with top tier consulting team (Deloitte) to improve levels of PMO maturity.
UBS - Business Operations Manager COO and PMO –8/18/2014-10/9/2015: UBS Treasury IT. Consulting role. As COO Business Operations Manager (BOM), handled all operational/organizational aspects of running a 300-full time employee / CHF 60M change portfolio: Financial Management, resource management, and communications reporting. Portfolio consisted of 12 Treasury IT Programs and 15 Regulatory projects. Financial Management: Partnered with Finance to manage monthly forecasting and analysis process; developed, analyzed, and interpreted statistical information to present results to senior management in terms of financial performance, trend reporting, run rate / exit rate analysis, and risks & issues. Managed and coordinated targets for program and project level budgets across the organization. Partnered with Finance to drive clear understanding of capitalization impacts to IT (Producer) and Treasury Business (Consumer) of CTB and RTB efforts. Resource management: Developed, managed and tracked workforce plans in a way that was aligned with Central IT strategy, and that met the needs of the business. Identified potential saving opportunities by performing analyses of key staff ratios across the various teams. Communication/Reporting: Communicated financial status and options available to improve overall efficiency to Senior IT management. Worked with other business managers/COOs to improve alignment of IT investments to ensure business goals were being met. Portfolio consisted of 12 Treasury IT Programs and 15 Regulatory projects.
Bridgewater Associates – PMO Build Professional. 3/2014-6/20/2014. Short-term consulting role. Hit the ground running by designing and building a Project Management Office for Bridgewater Associates Core Management Technology including repository, standards, templates technology, and reporting (used SharePoint data to handshake with Excel pivot templates to deliver dynamic views of reports & metrics needed by senior management). Developed resource management forecasts using a 12-week rolling wave model
JPMORGAN CHASE BANK, New York, NY, Vice President. 11/2012 – 3/2014. Various full-time roles.
Vice President/Enterprise Program Management (EPM/PMO): Tools & Reporting Program Manager for regulatory obligations. Assessed and reported regulatory programs for overall RAG rating, regional impact, regional RAG rating, key message and path-to-green plans for senior management, operating committee and regulators reviews. Defined and delivered processes, standards, and tools for enterprise program management (EPM) program managers. Created and managed tools and reporting requirements for developers to enhance current processes. Defined metrics and reporting for regulators, operating committee, and other senior management. Influenced project managers to comply with EPM deliverables, including the ability to manage projects with core tools such as project plan, issues/risks list and regular meetings, create key deliverables and comply with milestone dates. Identified opportunities for tools and reporting capabilities requested by program managers, outside the scope of EPM requirements.
Vice President/Compliance Officer role in Global Compliance Practices group (PMO): Global compliance management reporting of global regulatory reforms, an extension of governance, to comply with regulatory mandates for the entire organization to report on key data needed to measure effectiveness of compliance controls, procedures, and remediation; consistently measured global compliance program progress, benefits realized and capabilities developed or enhanced to strengthen compliance functions. Overall administrator of Phoenix and CATTS systems, firm’s primary risk management and testing and monitoring systems, respectively; managed releases and test scripts, as well as overall management of these strategic, compliance tools to manage AML and other reg. developments. Completed a resource allocation project from inception to post implementation using an Agile project management approach; project required teaming up with data owners of sub-sites and move them to independent sites. Created and designed a regulatory development solution from inception to implementation to capture proposed and final regulatory rules for a given country within an impacted LOB using SharePoint development to capture unique records/regulations.
Vice President/ PMO Role in Global Compliance & Regulatory Management (PMO): Overall creation and management of global compliance portfolio which consisted of 392 goals/projects (AML, BSA, OFAC, Dodd Frank, Volcker rule, CCAR, etc.), as well as day-to-day program management office (PMO) activities. PMO activities included creation of program/project standards, risk and issues, change control management, demand management, to name a few. PMO coverage included all line of businesses, including regions of US, LATAM, APAC, and EMEA to align global compliance program and to provide governance. Re-designed PMO SharePoint portal and completed solution to capture 2013 global compliance goals/projects (from Fed, OCC, FDIC, and others). Created Town Hall presentations submitted to Global Head of Compliance.
STANDARD AND POOR’S, New York, NY Director IT Portfolio Management 11/2010 – 11/2012
Full time role. Responsible for analyzing business and IT activities related to ratings IT strategy and allocating IT resources to the activities that contribute organization’s strategic goals. Translate Ratings IT strategy into activities, while ensuring the consistency of these activities within the organization. Collaborate and partner with S&P IT Shared Services, operational PMO, IT PMO and global business heads and business groups in initiating and monitoring project activities and IT information systems and initiatives with strategic objectives in mind. Responsible for managing IT PMO and its repository systems as well as the monitoring, management and execution of technology initiatives to support S&P business. Communicate IT agenda, technical initiatives, training, and so forth, across all levels of S&P IT management ratings and compliance. Ratings Portfolio consisted of about 50 projects, including Dodd-Frank compliance projects: look-back requirements or conflicts of interest, report to commission on certain employment transitions, due diligence services for asset-backed securities, credit ratings methodologies, education (ratings analysts to pass qualifying exams and continue with education plans or continuing education), etc. Delivered presentations using MS PowerPoint and MS Visio. Developed IT Portal using SharePoint. SharePoint configuration and management of project, program, and portfolio sites
CREDIT SUISSE, New York, NY – 4/19/2010 – 9/17/2010. Short-term contract role. Project & Portfolio Management / Strategic Tool Initiative Consultant (Clarity Strategic Tool). Responsible for business data and process modeling (process mapping) strategy of a global project & portfolio management endeavor that included initiatives, programs, projects and resource components: Development of SIPOCs which identified Processes (Activities), the Inputs needed for the activities, the Suppliers of those Inputs, the Outputs needed from the Activities and the Customers for those Outputs. End-result was a master Project Portfolio Management Process Framework that included setup, planning, execution, monitoring and control, and closure of Level 3 process maps.
MORGAN STANLEY, New York, NY. 04/07/2008 – 1/11/2010. Full-time role
Vice President Technology/PMO for Global Wealth Management (GWM) Business & IT Operations. Completed budget and strategic planning in the developing, implementing and executing of a Portfolio Prioritization Process for the Applications Development IT Unit within GWM. Partnered with business heads and IT groups to assess, manage and execute technology initiatives; responsible for the capacity planning of projects, portfolio management, prioritization, and strategic planning of projects, as well as financial business unit reporting for IT activities (using HP PPM). Maintained overall plan of activities, coordinated work across all participating organizations, ensured sharing of knowledge, adherence to standards, responsible for strategic direction & maintenance of project portfolio and time tracking, and all associated program progress and financial reporting (SOX compliant), SOP98, and R&D; represented IT on various committees, establishing standards for project and portfolio management and overall SDLC process models
JPMORGAN CHASE - 01/1999 – 01/2006. (various full-time roles)
Vice President Technology, Corporate HR/Business Project Manager
Rolled out an enterprise-wide learning management system (LearningConnect – Learning Central) involving data center and infrastructure consolidation within budget, scope and time. Project involved multiple enterprise-wide communication with various stakeholders and vendor (Pathlore/Sum Total Systems).
Vice President Technology, Regional Banking Group IT/IT PMO Manager. Established and managed a Retail Banking Group (RBG) IT Sales & Services Center of Excellence Project Management Office (PMO) using standard PMI and SDLC disciplines. Ensured product groups complied with PMO processes, tools and standards which encompassed audit, SDLC, quality management, change management, etc. Contributed with coordination and facilitation of firm-wide initiatives such as CMM, Six Sigma, etc. Incorporated Six Sigma, PMI, and CMM best practice methodologies. Worked as liaison to the business to ensure effective communication and translation of technology requirements; worked with staff to ensure successful fulfillment of business plans and technology requirements. Added value to the business areas’ operations by conducting strategic planning and analysis during the project selection and approval process.
Vice President Technology, Regional Banking Group IT -- Program Manager/Software Development Manager. Achieved roll out of a large and complex product management project, working with cross-functional resources to achieve project objectives (project consisted of consolidating four CRM applications: WFS, LeadGen Telesales, CustOM Sales): Delivery of a $44M CRM Siebel application consolidation project using Use Cases with Mercury Quality Center. Regional Banking Group Program manager, PMO, and pioneer of application developing work in India. Managed several international and national resources and obtained appropriate risk management approvals for overseas development work by fully understanding risk management practices and by partnering with appropriate risk management support groups. A major CMM Level 2 certification contributor.
Vice President Technology, Regional Banking Group IT -- IT Architect for Sales and Services Infrastructure Group. Worked with architecture groups (Bank wide) to help establish and/or integrate existing IT standards. Ensured IT standards were followed for all technology projects and made recommendations about buy/hold decisions
A. Vice President Technology—Capital Markets Fiduciary Services division -- IT PMO Manager & Project Manager. Managed technology projects for the Capital Markets Fiduciary Services business unit: Worked on a circuits consolidation project using terminal servers with ACE hardware and software for the entire unit. Managed all the phases of the Chase Software Development Life Cycle (SDLC): Project Initiation, Business Analysis, Systems Design, Construction, Testing and Development, UAT, Implementation, and Cost implementation
A. Vice President – Global Investor Services (GIS) -- MIS Liaison for the GIS Business and Technology groups. Managed, coordinated, and achieved problem ownership, resolution and follow-through of Local area network issues by building good working relationships with two major divisions (ETS & GIS). Interfaced with the central technical support groups (ETS) to facilitate and expedite problem resolution; analyzed desktop and network problems and proposed processes and procedures to improve and monitor LAN service quality for 5000 GIS users. Responsible for project costing and technology cost allocations; monitored levels of technology risk for the Global Investor Services business group; analyzed and evaluated desktop and network charges with appropriate cost center managers. Saved the JPMorgan Chase/Global Investment Services a total of about $10 million dollars in retroactive cost savings for infrastructure billing reviews during the course of an internal customer improvement project through the turning of data into information in various ways to stimulate questions and analysis
A. Vice President/Project Manager: Conducted capacity planning analysis and improvement for the Worldwide Securities Services (WSS) unit, a division of Treasury and Securities Services (T&SS). Extensive use of Excel pivot tables for the analysis of hardware and software capacity.
BELL ATLANTIC, NY- Local Area Network Operations Manager. Full time role 09/1997 – 11/1998
Managed operations of an entire heterogeneous network of the wireless business. Achieved Novell-to-NT migration, data consolidation using PeopleSoft, Banyan-to-NT migration, and Year 2000 compliance projects.
XEROX CORPORATION, New York, NY– Full time. Senior Systems Analyst 06/1994 – 03/1997
Developed strong client relationships with internal and external business partners to identify short- and long-term business opportunities that were facilitated by the deployment of IT capabilities. Represented clients in developing a company-wide integrated document services plan, aligning IT initiatives with critical success factors. Managed all network hardware and software for the production local area network. Provided technical consultation to the sales and production divisions on the operation of the production network; the production network included SUN/UNIX based workstations, MAC workstations, Novell and XNS protocols, and DocuTech Network Publishers. Prepared and delivered oral and written presentations for internal and external customers.
MILBERG, WEISS, BERSHAD, et. al. (law Firm) –LAN/WAN & Telecom Mgr.07/1991-12/1992
Managed the entire network operation of the firm: BANYAN VINES 10BASE-T NETWORK; configured computers with hardware and software; managed the entire AT&T SYSTEM 25. Planned and implemented IT strategies; established backup solutions; negotiated with suppliers to achieve the best possible prices for hardware, software, and maintenance contracts; evaluated and made decisions in purchasing software packages and materials
OTHER SHORT TERM CONTRACTS (gap periods)
PRNewswire, NY (04/2007 – 07/2007) & (01/2008 – 04/2008)
01/08 – 04/08: Project Manager: 2008 news wire product launch of package offerings containing product & service components: validating components mix, interacting with product managers, reporting to senior steering committee, managing beta testing of packages and the development of processes and procedures, etc.
04/07 – 07/07: Project Manager: Managed a media microsites project to create a content management system (CMS) to provide an easy to use tool to create microsites with content which 3rd party websites could link to or include in their own websites: Program Manager for re-branding, re-design and media microsites projects to encompass a full business case using PRINCE2 project management methodology. Work with business analysts to complete business requirements gathering and design. The re-branding involvement included a deep dive workshop to understand all facets of the business that would influence the online channel, market conditions and competitive threats, and customers/prospects needs and wants to come up with an agreed upon roadmap list of key projects (product strategy roadmap for the next 12 months) to push the interactive experience forward.
UBS, Stamford, CT (04/2006 – 06/2006) & (08/2007 – 10/2007)
08/2007 – 10/2007: Project Manager: Executed latency reduction solutions to support trading at the application layer using SAN (storage area networks). Mapped broker data center flows to implement latency solutions. IB Banking Storage Estate Project Manager for reporting & transparency, application & storage optimization, storage operations improvement, and storage technology & architecture to increase efficiency and lower costs (data warehouse access).
04/2006 – 06/2006: Technical Project Manager: Managed building infrastructure project that required IT infrastructure work related to opening and closing of an UBS business facility. Work involved installation/relocation of new IT cabling, IP transport setup, Voice, Multimedia, Servers, Desktops, Market Data, and Telecom, etc.
CITY OF NEW YORK, NY (09/2006 – 02/2007) – Short-term project
Engagement/Project Manager: In charge of financial management for portfolio of projects: Major modernization project involving project monitoring/quality assurance of an effort involving business process analysis, business system requirements gathering, vendor selection and quality assurance of system integrator deliverables. Role: Setup PMO, evaluate procurement documentations such as SOW, RFPs, RFQ, etc. and managed and tracked project budget and financial reports.
Project Management Solutions, LLC - 2014 to Present. LLC for Project Management Consulting work.
Fordham University – Adjunct (evenings,1-2 times): 1994-Present. Information Systems, E-Commerce & Project Management