STEVE RESNICK, MBA, PMP

302-***-**** Page * of *

STEVE M. RESNICK, MBA, PMP

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

Middletown, DE 19709

302-***-****

adbgag@r.postjobfree.com

EXECUTIVE SUMMARY

Mr. Resnick has over twenty-five (25) years of experience in managing Information Technology programs/projects. Since this time, he has specialized in Program and Project Management for Application Development, System Integration, Desktop Deployment, Telephony, Networking, Infrastructure, Process Improvement and Transformation initiatives. Mr. Resnick is a Certified Project Management Professional (PMP) from the Project Management Institute, holds a Master Certificate in Project Management and has an MBA in Management Information Systems. He has strong analytical skills, extensive experience in managing Agile and full life-cycle software development engagements as well as large-scale infrastructure deployments and possesses excellent management and organizational skills.

PROFESSIONAL EXPERIENCE

(06/17 – Current) – JPMORGAN CHASE

PORTFOLIO MANAGER – GLOBAL TECHNOLOGY INFRASTRUCURE (GTI)/ RETAIL BRANCH PLATFORM – NEWARK, DE

• Leads Transformation and delivery execution of key initiatives within the Retail Branch space. Among many other portfolio initiatives, Steve is accountable for both long-term and day-to-day execution and delivery of branch virtualization technology & mobile device deployment ($100MM+ strategic, transformational program impacting 5,400 branches and over 40,000 employees).

• Leverages new / emerging technologies and leads teams to deploy mobility solutions from proof of concept thru full scale execution, enabling bankers to engage customers in more meaningful ways. Steve is the primary technology point of contact for GTI Retail Branch; partnering with Branch and Consumer Banking Technology Leadership to achieve program goals (over $50MM GTI spend).

• Formed and provides leadership oversight across seven (7) active Scrum Teams, setting the foundation for strategic, scaled delivery of business results. Benefits of these Scrum Teams include the acceleration of digital adoption, enablement of branch consolidation, retirement of key business apps and reduction of device counts (saving over $100MM).

• Manages a team of twelve (12) resources (Project Management and Scrum Master roles) where he sets direction for process standardization and has matrix management responsibility of over 100 resources working towards program goals.

(01/15 – 06/17 – JPMORGAN CHASE

PROGRAM MANAGEMENT OFFICE (PMO) MANAGER – OPERATIONS TECHNOLOGY (OPT) – WILMINGTON, DE

• Created PMO Organization and staffed it to support four (4) key Functional Areas (1. Process Management, 2. Audit, Control and Governance, 3. Reporting and Tools and 4. Project Management Training and Development)

• Implemented automation and process efficiencies projected to provide over $9.1 million in cost avoidance over the next five years by leveraging ‘best-of-breed’ practices across all of Consumer and Community Banking

• Led PMO team of over twelve (12) resources supporting over 600 projects and 150 Project Managers across nine (9) operational towers / Lines of Business (LOBs)

• Integrated various, disparate LOB processes to create the most exhaustive Software Development Life Cycle (SDLC) within JPMC, which is targeted to become the Consumer and Community Banking (CCB) standard.

• Created vision and oversight for innovative solutions including the first ever JPMC mobile Proof of Concept (POC) application supporting Project Managers, automated Project Repository creation integrated with SDLC process and templates, developed standardized Executive Dashboarding, a state-of-the-art PMO SharePoint Portal and streamlined Program, Portfolio, Release and Project Reporting

(05/14 – 01/15) – JPMORGAN CHASE

PROGRAM MANAGEMENT DIRECTOR – CONSUMER AND COMMUNITY BANKING (CCB) – NEWARK, DE

• Managed Infrastructure Project Portfolio for Enterprise Contact Center Services (ECCS) LOB, responsible for overall delivery execution

STEVE RESNICK, MBA, PMP

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• Served as Program Manager for Consumer and Community Banking (CCB) Technology Refresh Initiative consisting of coordination and oversight of 10 LOB Program Managers and 300 projects with over 1.2 million hours of work effort annually

• Led Project Management Process Improvement Initiatives and served as subject matter expert for Clarity Project Management Tool standardization across all 10 CCB LOBs

• Established Program Structure and Planning to integrate different processes from various organizations within the bank in order to provide repeatable delivery processes

(06/11 – 05/14) – JPMORGAN CHASE

PROGRAM MANAGER / PMO LEAD – ENTERPRISE CONTACT CENTER SERVICES’ PMO, CONSUMER & BUSINESS BANKING – NEWARK, DE

• Managed team of 30+ Project Managers assigned to over 100 active projects supporting Call Center Technologies

• Served as Global Program Manager of the largest virtual desktop on-boarding within JPMorgan Chase to over 100 geographies (domestic and off-shore), eight (8) Lines of Business and over 40,000 agents migrated to the new serving site architecture. Received two recognition awards for Program Management Excellence of this initiative, including a Gold Coin award from the iCTO and a Pewter Coin award from the Program Sponsor.

• Served as Program Manager of Call Center Technology Refresh Projects (over 35 projects and 10 Project Managers with various project interdependencies) supporting a spend of over $17 million dollars annually.

• Accountable for Technology Refresh Portfolio Financials against committed budget.

• Forecasted Resource hours and assigned Project Managers to newly adopted projects within the PMO

• Led Project Teams on various Process Improvement initiatives, Training and institutionalization of Best Practices

(04/10 – 06/11) - JPMORGAN CHASE

BUSINESS MANAGEMENT / PROJECT OFFICE LEAD – CARD SERVICES’ PMO, CREDIT CARD SERVICES – WILMINGTON, DE

• Led Project Management process improvements and provided Project Management mentoring on tools / processes across Card Services

• Led the Card Services’ PMO / Process Team for all pre-slotting / slotting processes including capacity forecasting, scaling readiness, scoping and prioritization of projects & change requests for modeling and slotting into releases

• Managed Collaboration Program to roll-out Microsoft SharePoint to Card Services staff and became the Subject Matter Expert (SME) for both Card Services and Commercial Card, managing the SharePoint Center of Excellence support and governance teams

• Created an Organizational, Integrated Release Plan for Card Services which incorporated key interdependencies, planning assumptions/notes, dates, and risks for all IT blocks which helped identify key organizational planning violations and execute “what-if scenarios” of downstream impacts related to any missed dates

• Streamlined scoping and estimation processes to simplify work effort and maximize usage of limited resources within the process team to more efficiently and effectively process work. Created a SharePoint / InfoPath solution to revamp our Project Change Control Process and presented POC which would cut resource support needs by 2 full-time employees

• Supported critical data analysis related to resource supply and demand

(08/08 – 04/10 ) - JPMORGAN CHASE

SENIOR PROJECT MANAGER – CARDMEMBER SERVICES (CMS), CREDIT CARD SERVICES – WILMINGTON, DE

• Managed group of five (5) Project Managers and provided oversight of all Projects and Releases executed within the CMS environment

• Established repeatable processes and ongoing training / mentorship to Project Managers both within the CMS working group and across Card Services’ Information Technology groups. Rolled-out standard processes for project closure, metrics tracking, standardized status reporting, Microsoft Project Plans and many other project deliverables

• Worked as the team’s Enterprise Project Management Center of Excellence representative to ensure PM standards and policies met our needs and guided strategic direction of the PM toolset for Card Services

• Developed and institutionalized various improvements in portfolio planning such as resource/capacity planning, forecasting, modeling, and leveling of resources

• Created standardized Release Project Plan (which was leveraged to other groups within Card Services) with key dependencies and managed multi-year release calendars, integrating cross group dependencies and coordination with Business Partners

• Served as Release Execution Lead for CMS group, managing logistics and Command Center planning for the largest release to-date, involving over 50,000 work effort hours. The coordination, planning and execution was close to flawless as we had only minor issues coming from our group, despite the enormous size and complexity of the release

• Led portfolio planning and overall capacity management for Card Services’ IT team. STEVE RESNICK, MBA, PMP

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(06/05 – 06/08 ) - JPMORGAN CHASE

SENIOR PROJECT MANAGER – INFRASTRUCTURE, CREDIT CARD SERVICES – NEWARK, DE

• Led multi-million dollar initiative from Proof of Concept (POC) through closure to deploy over 20,000 thin client desktops across Delaware campuses and 9 Call Center Locations (across the United States) resulting in projected savings of

~20MM in direct and corporate allocated expenses over 6 years. This program was deemed a huge success and resulted in a lot of excellent publicity

• Procured millions of dollars of hardware and software within a 5% budget variance via concise expenditure tracking and control while maximizing vendor agreements for securing state of the art technology solutions

• Coordinated with all impacted groups from both the business and information technology teams to ensure all Card Services’ applications were thoroughly tested and remediated to work on the new thin client infrastructure prior to rollout

• Managed through technology risks and issues associated with using state of the art technology and full-scale deployment across Card Services’ sites by developing and implementing a comprehensive Risk Management Plan

• Managed cross-functional teams to build-out infrastructure to support a new architecture for Private Label products and led Project Teams to on-board several business partners into the newly built environment

• Established repeatable processes for on-boarding future Private Label Business Partners and for managing the delivery of these initiative through leveraging personally developed plans & tools

• Turned around several failing project that were transitioned to me from other Project Managers and made them successful by rebuilding broken relationships, methodically breaking down the work into manageable deliverables and attaining team buy-in on the common goals / vision

(03/04 – 06/05) – TOWERS PERRIN

SENIOR CONSULTANT, PROGRAM MANAGER – TOWERS PERRIN, INFORMATION TECHNOLOGY SERVICES – PHILADELPHIA, PA

• Led Program of 6 related projects for Infrastructure Migration to Microsoft Active Directory

• Managed activities related to the following critical projects: 1) User Migration to Active Directory (user base of over 3,200 clients), 2) Windows NT 4.0 Migration to Windows 2003 Server (300+ network servers), 3) Novell File & Print Migration to Windows 2003 Server (175+ servers), 4) Windows Domain Consolidation (1500+ network servers), 5) SMS Server Implementation, and 6) Network Monitoring Implementation

• Worked with Application Owners to identify, schedule and support any application remediation needs required (i.e. hard coded dependencies on domains, OS and/or file or print mappings).

• Provided management direction and oversight for Project Managers, Consultants and Internal Staff for cross-functional enterprise management of hardware / software migrations throughout Towers Perrin’s remote and data center offices in the US and abroad

• Coordinated Proof of Concept studies, Pilot with UK and US participants and release schedule which affected all Lines of Business (LOBs) and geographic locations across the enterprise

• Led stakeholder team meetings of Senior Management representatives to communicate progress and issues in order to attain necessary support to effectively deploy changes

(04/03 – 03/04) - BANKONE

SENIOR CONSULTANT, PROGRAM MANAGER – BANKONE, ENTERPRISE SHARED SERVICES – WILMINGTON, DE

• Managed team of 75 resources with a budget of over 12 million dollars to implement Middleware code in support of Bankone’s largest program (migrating to a new core credit card processing company)

• Led development and QA teams in deploying and testing Shared Service, Middleware code to be utilized by over 45 different client application groups within the bank

• Defined processes and organizational strategy to deploy and manage code releases to client application groups

• Managed complex program plan with interdependencies across the organization requiring continual communications with cross functional groups

• Organized and controlled change control, issue resolution and defect management with third party core processing company and internal stakeholders

(03/01 – 04/03) – INNOVATIVE CONSULTING

SENIOR MANAGING CONSULTANT – INNOVATIVE CONSULTING, INC. (ICI), PROCESS SOLUTIONS GROUP – MALVERN, PA

• Founded and Branded ICI’s Project Management and Software Development Methodology

• Led Program effort of internal consulting resources to develop and roll-out process assets to the organization

• Managed ICI Project Managers and provided delivery oversight of key ICI engagements

• Developed SOWs, marketing collateral and assisted business development team in selling ICI service offerings

• Established direction for organizational process infrastructure development, training and internal contributions STEVE RESNICK, MBA, PMP

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(10/01 – 01/03) – INNOVATIVE CONSULTING

SENIOR PROJECT MANAGER, SALES FORCE AUTOMATION USER TESTING – GLAXOSMITHKLINE, US PHARMA – PHILADELPHIA, PA

• Provided Senior Project Management services for User Acceptance Testing the largest integration effort in Pharmaceutical industry history. This initiative involved the deployment of a package of custom developed software applications to over 10,000 sales employees enterprise-wide

• Developed and maintained detailed project plans and communicated status regularly to the core program team and key stakeholders

• Led User Acceptance Team in coordination activity, test plan development, hardware and software readiness, lab acquisition, user testing, defect tracking and readiness reviews

• Managed the test planning and execution of six critical applications, resulting in thousands of findings that were prioritized for system deployment readiness, corrective actions and future enhancements

• Facilitated test sessions and business reviews to assess, communicate and mitigate risks related to production readiness of several applications

(08/01 – 10/01) – INNOVATIVE CONSULTING

PROJECT MANAGER – ROSENBLUTH INTERNATIONAL, INC., CORPORATE TRAVEL HEADQUARTERS – PHILADELPHIA, PA

• Facilitated requirements interviewing sessions with members of the Executive Management team and end users of the proposed system

• Developed a Statement of Work and Functional Requirements Specification for an Associate Career Portal system using a phased approach (for deployment to over 6,000 employees)

• Developed and maintained a project plan and communicated on-going status with the client and key stakeholders

• Developed process for prioritizing requirements based on technical complexity, cost and timing

• Worked closely with the Project Sponsor to obtain project commitment and financial support from Executive Management decision makers, utilizing ROI information.

(03/01 – 08/01) – INNOVATIVE CONSULTING

SENIOR STRATEGY CONSULTANT – CONSULTING GROUP, INC. (CGI), BENEFITS ADMINISTRATION HEADQUARTERS – MALVERN, PA

• Provided strategic consulting and Project Management services for the future direction of CGI’s IT organization.

• Performed senior strategy consulting to the CEO, President and COO to align the company’s information technology direction with its business objectives.

• Completed an extensive Organizational Assessment of CGI’s business and technology environment and presented key recommendations and an implementation strategy to the Executive Management Team

• Developed a Project Master Plan including, but not limited to, the following: Work Breakdown Structure, Estimating Notebook, Risk Management Plan and Detailed Work Plan for recovery of CGI’s mission critical benefits administration application

(10/98 – 10/01) – COMPUTER SCIENCES CORPORATION (CSC) PROGRAM MANAGER – COMPUTER SCIENCES CORPORATION, GLOBAL SOLUTIONS (DUPONT ACCOUNT) – NEWARK, DE

• Staffed and managed large (over 30 people and over $3 million in revenue), complex (global) e-Business, legacy and client/server application development project teams. All projects were completed on time, under budget and with high client satisfaction.

• Led work effort on all phases of software development lifecycle. Developed proposals, estimating notebooks and detailed project plans to support project work effort

• Recognized multiple times as a leader in Global Solutions for adopting, developing and assisting in the roll-out of Project Management Policies and Procedures and best practices

• Managed one of four senior management selected projects (within all of Global Solutions, Chemical Group) to be assessed for Software Engineering Institute (SEI) Capability Maturity Model (CMM) Level 2 audit. Successfully attained level 2 rating

• Promoted to Operational Program Manager for Organizational Process Improvement Effort. The primary goal for this effort is achieving an SEI CMM Level 3 rating for CSC Chemical Group

• Coached and mentored other project leaders on project management processes and SEI Level 2 and 3 compliance.

• Managed administrative team of over 20 people

(6/95 - 10/98) – INTERNATIONAL BUSINESS MACHINES (IBM) PROJECT MANAGER - IBM CORPORATION, IBM GLOBAL SERVICES (AMTRAK ACCOUNT) - WASHINGTON, DC

• Managed information technology projects (Client/Server and Network Infrastructure) from request for proposal (RFP) through project implementation and closure

• Worked with customers to identify business requirements and create proposals offering information technology solutions

• Participated and led an internal team of project managers to communicate status and identify potential customer issues and/or exposures

STEVE RESNICK, MBA, PMP

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• Created and managed new business processes/procedures for the Amtrak account

• Prepared high-level customer presentations to report outsourcing status and service-level attainment

• Developed, improved and reengineered business processes

• Supported customer invoicing of over $4.5 million in revenue per month CERTIFICATIONS

(6/00 – Present) - PROJECT MANAGEMENT INSTITUTE - NEWTOWN SQUARE, PA Certification: Project Management Professional (PMP)

(9/99 - 7/00) - UNIVERSITY OF CALIFORNIA, IRVINE – IRVINE, CA Certification: Master Certificate in Project Management EDUCATION

(9/93-6/95) - HOFSTRA UNIVERSITY - HEMPSTEAD, NY

Degree: Master of Business Administration (MBA)

Dual major: Management Information Systems and Marketing

(9/89-6/93) - TEMPLE UNIVERSITY - PHILADELPHIA, PA Degree: Bachelor of Business Administration (BBA)

Dual major: Strategic Management and Marketing

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