Network Engineer Manager

Mel Hall, PMP

Columbus, NJ 609-***-**** ********@******.***

Wiley, Hoboken, NJ August 2019 – Present

Sr PMO Program Manager

Manage a set of strategic initiatives and programs for the EPMO from conception to implementation including all aspects from strategy, planning, and aligning stakeholder expectations to execution of all activities necessary to ensure successful implementation in the areas of technology (Merger and Acquisitions, Real Estate, Fiber, data center, cloud, disaster recovery/business continuity, software development, systems integration, networking, telecom, migration/backup, proof of concept (RFI/RFP/RFQ) facilities and integrations).

• Manage a team of three Scrum Master and one Technical Analysis. Manage Opex/Capex budget of $41M with Opex reduction of 10%.

• Roadmap Management: Establish and manage a lean governance workflow around software development, systems integration, infrastructure, and security portfolio; including new technology initiatives review and prioritization mechanism with a quarterly cadence. This governance workflow needs to include sound decision making processes around all above topics.

• Roadmap Management: Align product portfolio roadmaps with the technology portfolio roadmaps through internal alignment across all relevant teams.

• Delivery Management: Drive the successful delivery of the programs within the portfolio. Establish and maintain a cadence-based reporting mechanism.

• Communication & Collaboration: Drive and manage transparency thru establishment of relevant dashboards and KPIs for decision making a.o. Cost, Usage, Performance, Scale, Errors.

• Optimization: Build efficiencies in the process, products, supply chain, and personnel resources.

• Leadership: Work with the PMO LT to establish an Agile portfolio and program management organization. Lead and manage a team of 3 Scrum Masters. Work with leadership and management to foster a strong delivery team and environment, set in Agile values and principle. ROWAN UNIVERSITY, Glassboro, NJ January 2019- Present Adjunct Professor –Operations Management/Project Management (one night a week)

• Facilitate the learning experience for students currently majoring in one of the college’s business focus. This course provides a critical study of the operational functions of the business enterprise. Its topics include capital costs and investment criteria, plant location and layout, process planning and production design, job design, work methods and cost controls.

• Understand the Critical Role of Operations Management (OM) in the overall business strategy of the firm: Creation of value through the integrated production and distribution of goods, services.

• Understand and apply Decision-Making Tools: Analytic Skills for Decision Making. Employ and Interpret Business Forecasting Methods: Time Series Analysis and Regression and Correlation Analysis

• Appreciate and Relate to Quality Management and Quality Control Methods: Quality Management and Statistical Process Control

LOCKHEED MARTIN ENERGY, Newark, NJ November 2016 – August 2019 Program Director –Strategy/Operations

Program Director for aerospace and defense, energy, space, and emerging technology company that designs and innovates engineering solutions for the government, public and private sectors. Tasked with program managing a portfolio of energy programs and 6 direct reports (project managers, business analysis, and engineers). Projects ranging from Smart Grid, energy related products (NERC-CIP/SCADA), SAP, IT Cloud, facilities build out, IT infrastructure, software development/object oriented programs, structured cabling, network security, digital media, systems, and data analytics.

• Define and valuate CAPEX/OPEX solutions that align with current and future business opportunities/savings for short and long term planning. Reduced CAPEX expenditures by ~ 30% over 7 years; utilized savings to fund OPEX initiative.

• Establish and manage short and long-range financial planning for OPEX/CAPEX project expenditures. Management of project financials utilizing earned value management.

• Conduct primary and secondary research; analyze data points and develop and present research and analysis to leadership with move forward recommendations. Gather and determine functional/non- functional business/technical requirements for solution/project success.

• Manage strategic projects from initiation to closure (budgets ranging ~ $8-55M). Assess financial performance of programs and ensure alignment with project scope. Maintain communication channels between leadership and key stakeholders. Drive procurement process in establishing/drafting SOW for resources and hardware requirements. Perform project risk analysis and mitigation approaches.

• Business development activities in sustaining and developing customer value through Lockheed Martin’s products and services. Perform per/post technology assessment for M&A for infrastructure related projects.

NWN, Mt. Laurel, NJ July 2016 – November 2016

Sr. IT Program Manager

Sustained a portfolio of 10-15 projects (SLED-State Local Government and Education) throughout NJ/PA/CT focused on wireless, voice, data, fiber, security, and cloud service offerings (Budget: $100k-250k).

• Directed and coordinated all activities of project personnel and shared corporate resources to ensure projects progress on schedule and within budget. Draft and evaluate SOW; provide pre-sale infrastructure design/analysis of existing systems/services and how best to incorporate/deploy future product offerings.

• Manage projects from initiation to closure utilizing Lean/Kanban, scrum, and waterfall methodologies

• Build, develop, and grow internal business relationships vital to the success of the project. Communicated the project’s scope, goals, objectives, deliverables and critical success factors throughout project lifecycle. COMCAST CORPORATION, Philadelphia, PA November 1999 – July 2016 Sr. Manager, Project Management and Strategy/Network Engineer Guided a team of 7 project managers and contractors responsible for strategic and tactical planning for a telecommunications and technology company that provides commercial and residential customers entertainment content, home security, voice, video and data services.

• Developed and evaluated business cases and determine financial impact as it relates to corporate strategy. Reduced Operational Expenditures spending ranging $18-20M over 7yrs.; project budget ~$5M-205M. Improved QOE by 10-25%; these improvements uplifted customer experience and company reputation. Developed/maintain Operational/Capital Expenditures (OPEX/CAPEX-FP&A) spending quarter over quarter.

• Analyze data point in consolidating results in making a final recommendation in determining the feasibility of moving forward or adjusting the client’s business plan/objectives. Perform per/post technology assessment for M&A for infrastructure related projects. Determine functional/non-functional business/technical requirements for solution/project success.

• Manage Change Control and ICB process for workflow consistency/approvals for sev1-5 IT planned outages and non-standard network designs. Produced monthly metrics for process efficiency, outages

(planned vs. unplanned) and resource planning.

• Managed projects from initiation to closure (including change management) utilizing lean/agile and waterfall approaches. Produce/provide consistent project status updates/metrics. Budgeted highly technical projects for infrastructure and software development initiatives; mapped business initiatives to technological solutions (including mergers and acquisitions). Comcast: Sr Network Engineer (11/1999-9/2009)

• Design and implement network and system infrastructure to deliver network services (voice, data, video, and wireless); network monitoring platforms/systems, software/OOP (Perl, Python, and PHP) to understand customer traffic and network availability. Facilitated and drafted RFI/RFQ/RFP for new product and service requirements.

• Analyzed and presented customer traffic trends and classifications used in making business and product decision for long/short term planning. Reducing churn by 2-5%; sustaining revenue ~$300-500M.

• Take a lead role in developing training material for current and future products transitioned to production. MELDATA, LLC, Hamilton, NJ July 2004 – February 2009 CEO & President

• Functioned as Chief Executive Officer and President of Meldata, LLC a boutique telecommunications company that provided network consultation and support to small/mid-size companies throughout New Jersey.

• Constructed business and marketing strategies (data gathering/research); identified revenue streams, and cost structures; identified key resources, partners, and channels while providing customized value proposition for each customer over the life-time of the engagement.

• Established an avg. of 15% revenue growth rate over a 5 year period while reducing customer acquisition cost by an avg. of 35% over the same period.

ADDITIONAL

Process: Agile Lean Waterfall Scrum Kanban CMMI SDLC Earned Value Management IITP Organizations: Cable Labs SCTE Project Management Institute (PMI) Technical Skills: Tableau Excel Excel Visio HPPM Clarity PPM Concur Jira Rally AWS Cloud

ServiceNow MS Project SAP

Certifications: SAFe (SA) PMP AWS Cloud Practitioner CCNA Proci Green Belt Kanban-TKP Licensed NJ Real Estate Agent

EDUCATION

TEMPLE UNIVERSITY, Fox School of Business, Philadelphia, PA Master of Business Administration, Finance & Strategy, Awarded 2018 NEW JERSEY INSTITUTE OF TECHNOLOGY, Newark, NJ

Master of Engineering Management, Awarded 2006

Bachelor of Engineering, Telecommunications, Awarded 2003 IAAS, PAAS SAAS, Sales, Artificial Intelligence, AI, Machine Learning, Cloud, Analytical problem solving, data science, Information Systems, IT, public sector, education, academic research, ad0hoc, quantitative and qualitative analysis, Project Methodology, humor, software development, agile, amazon, AWS,

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