Experienced IT Leader, Coach, Change Agent Project, Program, Process

Objective

Seasoned Information Technology Professional with expertise in Process, Relationship, Strategic, Project, and Program Management focused on organizational change and collaboration across the enterprise to ensure services are delivered in an effective and efficient manner as to provide long term and repeatable solutions.

Skills Profile

Strategic Mindset

The ability to quickly build trust within teams and with leadership in highly matrixed organizations

Able to lead multi-faceted groups from the highly technical to business driven

The ability to get quality results out of any situation

Creative problem solving abilities

Impeccable written and verbal communication skills

Experience

PROGRAM LEADER/MANAGER, DONYATI; AUSTIN, TX — 2018 - 2019

Program/Project Manager (Contract) — September 2018 - November 2019

Program Manager for Disaster Recovery. Creation, management, and successful exercising of end-to-end global Enterprise Disaster Recovery program and projects spanning 3 international data centers and cloud based architecture.

Driver of CMDB to support Resource Consumption efforts including building of the initial architecture.

Project Manager for multiple IT Infrastructure projects including:

JAMF Apple Device Management

Windows 10 Upgrade

YSoft Follow-Me-Print solution

ADJUNCT FACULTY, METROPOLITAN STATE UNIVERSITY — 2007 - PRESENT

MIS 310 Principles of Management Information Systems, College of Management, St Paul, MN — January 2007 - Present

Educate College of Management students on the managerial aspects and implications of databases, telecommunications, hardware, software, e-commerce, Systems Development Life Cycle (SDLC), alternate development methodologies, operational reporting, and project management through analysis of a real-world business case by use of a Post Implementation Audit Review.

Participation in SAP’s Enterprise Resource Planning Simulation (ERPSIM) instructor group to include gamification to the MIS program.

Advisement to the creation of the Healthcare Information Technology Management Graduate Certificate.

CONSULTING PRACTICE MANAGER, NETSUITE + ORACLE; AUSTIN, TX — 2016 - 2018

Senior Manager — December 2016 - January 2018

Program Manager of the Associate Consultant Program (ACP), a global program utilizing recent college graduates to grow the NetSuite consulting business. Tracks included Consulting, Education Services, and Web Development in the United States, Canada, England, and Australia.

Managed recruiting of 135 yearly new hires.

Grew ACP tracks to include Project Management and Curriculum Development.

Extended ACP locations to include Czech Republic, Philippines, China, and Japan.

Utilized Agile methodology to move from location-based learning to a collaborative global approach, utilizing co-located project teams to complete case studies and application configuration projects.

Matured program to include continuing education, communication, mentorship, and oversight through three year participation to Senior level employee.

Managed promotion and raise process for the 350 program members (New hire through program graduation).

Coached Practice Managers through New Manager and Millennial Management issues.

Program Manager of the Management Development Program, a U.S. based program designed to promote Practice Managers from within the consulting organization. Expanded program from a passive educational program to a six month immersive training program.

Incorporated Agile methodology to team management, program development, and project delivery utilizing Jira to facilitate global teams progress utilizing both Kanban and Scrum processes.

Worked with Oracle to integrate the existing NetSuite program into the Oracle environment aligning business need to enterprise offerings. Assisted and coached NetSuite leadership throughout the 2017 M&A activities.

PARTNER, HARBINGER PARTNERS — 2014 - 2016

Sr. IT Project Manager, Blue Cross Blue Shield of Minnesota; Eagan, MN — 2014 - 2016

Managed multiple Operating Model Transformation projects for Sales as a part of the Front Office tower for a data migration initiative to open over a three year period, ending Q1 2018, utilizing CIM architecture methods.

Performed management and analysis at a program level, often changing the strategy of the assigned projects to support the business needs of BCBSMN throughout the transition to the Highmark platform. Those noted with a budget below were projects where a significant deficiency was found and mitigated. [$5M+]

Successfully managed the design, development, and implementation of two (2) separate Salesforce business instances (Retail/Individual and Wholesale/Group) to be integrated with the new IT partner’s downstream tools and data. 25 integration points included in the instances as well as interim work to maintain backfields to the legacy instance for non-migrated business to be utilized through data migration (Q1 2018). One instance was 6 months behind schedule when assigned; delivered on time. [$1.8M]

The Front Office Account Installation project delivered the capabilities required to install BCBSMN sold business onto the Highmark platform, capturing client, group, member, and rate details. The client group and member also provided fulfillment materials of what was purchased. Included configuration of Client Group, Membership, and Fulfillment applications. [200K]

Successfully managed the design, development, and implementation of the Sales Management Analytic Reporting Tool, an analytical tool to capture information from multiple systems for both migrated and non-migrated business to allow for analysis such as Territorial Assignments, Performance Standards, Commissions Modeling, Forecasting, Budgeting, and Ad Hoc Reporting, impacting Incentive Payments totaling $120M in 2016.

Partnered with QA leads to implement cross-program automated testing solutions in addition to project testing.

Mentor to Business Leads, Project Managers, Business Analysts, Project Coordinators, Program Directors.

UNITED HEALTH GROUP (UHG) — 2009 - 2014

Optum IT, Disaster Recovery (DR) IT Business Analyst Consultant — October 2009 - December 2014

Managed the DR strategy of UHG’s portal applications including architecture recommendations and business requirements. This included business impact, high availability architecture, capacity, growth, documentation, project management, and annual exercise testing of recovery plans.

Led the implementation of new DR capabilities

Designed and implemented DR processes and procedures, including DR Plans (DRPs) for re-establishing servers, databases, operating systems, and critical applications in the event of a disaster.

Performed and analyzed disaster simulations for the prompt restoration of services.

Provided project management for the development and updating of DRPs in conjunction with the business, application, and infrastructure teams.

Assisted in the SDLC to ensure projects were designed to ensure DR capabilities were designed in alignment with the business need as assessed by their Business Continuity Plan (BCP) to provide adequate DR capability.

Provided investigation and analysis of current DR implementations (internal and external) then provided the strategy and recommendations for questioned critical applications.

Optum, Project Manager “Our United Culture” program — October 2010 - December 2013

Provided project management to the Culture Action Teams (CAT) of Enterprise-Wide Business Processes and Total Rewards as part of the “Our United Culture” program.

Led the Sales and Marketing teams in process improvements ranging from simple communication changes to architecting new ways of managing health plans, as well as promoting new management styles.

Led a cross-functional team in the identification and solutioning of employee reward opportunities and benefit improvements that provided a holistic approach to the reward and benefit programs.

ANALYTICS INTERNATIONAL, INC. — 2009

Executive Vice President Business Development — April 2009 - August 2009

Guided the growth and management of operations, systems, and programs of a small SAS consulting firm.

Partnered with Futrix, an add-on SAS solution, rounding out their North American partners, thus beginning a new line of business for Analytiks International, Inc.

Launched Futrix practice including policies regarding sales and support.

Implemented and managed solutions agreement with a key client, enabling Analytiks International, Inc. to provide all of their SAS performance and development consulting.

ROYAL BANK OF CANADA (RBC) WEALTH MANAGMENT — 2007 - 2009

Manager, Service Design — June 2007 - March 2009

Manager of the Service Design team and program which included Service Quality Management, Service Level Management, Service Catalog Management, Supplier Management, and Disaster Recovery.

As part of Access RBC (the third largest financial services IT project in US history, at $230M), utilized project management skills to set service expectations by defining, documenting, negotiating, monitoring, measuring, reporting, and reviewing the level of IT services provided, utilizing PMI and Six Sigma methodologies for a CIM architected project.

Implemented specific and measurable targets for critical services, including those provided by Access RBC.

Monitored and improved customer satisfaction with the quality of service delivered.

Managed projects to ensure business needs were being met with the technology implementation.

Ensured that both IT and the business had a clear and unambiguous expectation of the level of service to be delivered.

Developed proactive measures to improve the levels of service delivered were implemented wherever it was cost-justifiable to do so.

Provided mentoring, leadership, and training to a new team.

Relationship Manager between IT and the business providing planning, improvements, and project management of initiatives, Quality of Service Delivery, Roadmap Initiatives, and Point of Escalation.

Designed and implemented the Service Level management process.

Provided guidance to the Service Level Coordinators including Service Improvement ideas, Process Improvement ideas, and negotiation assistance.

Drove the Infrastructure Service Catalog implementation including development of an online service catalog, Service reviews of both internal services, services provided by the parent company, and services provided by vendors, utilizing CIM architecture.

Acted as the lead project manager for all people, process, and technology changes and enhancements.

UNITED HEALTH GROUP (UHG) — 2002 - 2007

UHG IT, Manager Information Systems, Mainframe Services — October 2006 - June 2007

Manager of the Mainframe Service Support team responsible for Configuration Management, Problem Management, Incident Management, Change Management, Release Management, Intranet Development, Project Management, Auditing, Disaster Recovery, Metrics and Reporting.

Developed successful team culture.

Ensured appropriate project prioritization of all Mainframe Services projects and requests for Analytic and Development resources to ensure projects were appropriately managed, in a highly matrixed environment, and delivered on time.

Ensured reliable, timely, and consistent communication of project priorities, statuses, timelines, and deliverables to the business community.

Interacted with all levels of the business community, including Senior Management.

Responsible for Knowledge Management of Operational Policy and Procedure throughout the department including management of efficient application.

UHG IT, Service Delivery Manager — August 2005 - October 2006

Managed all Knowledge Transfer projects for a highly successful $104M UHG initiative to insource two mainframe systems housing over 250 business critical applications, 82 production CICS regions capable of processing over 1.3 billion transactions per month, 46 Terabytes disk storage, resulting in a savings of $247M over the first five years.

Managed customer relationships with UHT Mainframe Services and the business.

Managed application release weekends including scheduling, escalation, and incident management.

Point of escalation for production incidents, ran quorum calls, provided support to Severity One and Two incidents, including root cause analysis.

Change Manager for Mainframe Services, Point of Contact for UHT processes/applications, report design and delivery, and provided process and tool training to the Mainframe Services team.

Ingenix, Change Manager/Sr. IT Quality Control Analyst — March 2004 - July 2005

Responsible for Quality Management definition, Metrics Production, Program Management, Project Management, Tiger Team Management, Quality Control, Risk Analysis, Problem Management, and Availability Management.

Communicated outages to the enterprise, management of War Rooms, leadership of post-mortem sessions, and complete reporting of events.

Provided information and reporting to all levels of the enterprise, including written and spoken communication.

Interface with all areas of technical support and business user communities.

Responsible for leading Tiger Teams; small focused groups responsible for crossing organizational boundaries to solve difficult problems.

Managed process improvement Six Sigma projects as the Green Belt Leader.

Change Manager responsible for scheduling and managing all maintenance windows for four data centers; administration and support of the Change Management website, application, and databases; policy and process improvement, implementation, and training of industry best practices set forth by the Information Technology Infrastructure Library (ITIL).

Ingenix, Technical Writer/Project Manager — December 2002 - February 2004

Project management included documentation, process improvement, and data center move.

Created technical documentation for the data center including training manuals, policy manuals, operational procedure manuals, and system administration procedure manuals.

Created proposals and marketing materials for senior management; provided daily, weekly, and monthly metrics for data center operations

Designed, programmed, and provided content for the new company intranet site.

MISC. CONSULTING — 1991 - 2002

Project Manger/IT Consultant — May 1991 - February 2002

Performed Project Management, Problem Management, Availability Management, Quality Management, Desktop Support, Network Installation and Maintenance, Software Installation and Upgrades, Help Desk, Programming, Electronic Media Claims for hospital facilities, Customer Support, Training, Testing, and Technical Recruiting.

Systems included Lawson Financials, HBOC, system 36, UnixWare, Cisco, NEC, AS/400.

Lawson certifications included General Ledger, Attribute Matrix, Conversion, and Asset Management with training in Lease Management and Data Mart.

Education

Master of Business Administration — Metropolitan State University (MSU), St Paul, MN — December 2014

Graduate Certificate in Database Administration — MSU — 2013

Graduate Certificate in Information Assurance (CNSS National Standards 4011, 4013, 4016) — MSU — 2012

Master of Management Information Systems — MSU — 2006

Graduate Certificate in Project Management — MSU — 2004

B.A. Technical Communication and Professional Communication — MSU — 2002

Training and Certifications

Python programming (2018)

Certified Scrum Master (2016)

DRII BCLE 1000 Training and Qualifying Exam (2012)

Six Sigma Greenbelt training (2011) Certification (2012)

ITIL V.3 Foundations Certification (2008)

ITIL V.2 Service Level Management Practitioner Certification (2005)

ITIL V.2 Change Management Practitioner Certification (2005)

Six Sigma Greenbelt Training (2004)

ITIL V.2 Foundations Certification (2004)

Disaster Recovery Training (2004)

Special Skills

Project Management Methodologies (PMI and Agile)

Relationship Management

Scheduling with Microsoft Project

Program Management

Planning in a Resource Matrixed Enterprise

CIM architecture (led/participated in)

Configuration Service Delivery

Automated Testing Solutions

Jira

SDLC/PDLC

Six Sigma Methodology

DevOps Methodology

ITIL Methodology

Auditing Standards

Information Assurance Standards

Planning in a Resource Matrixes Enterprise

Organizational Development

Organizational Change Management

Negotiation

Performance Management & Coaching

Process Analysis and Design

Data Analysis tools

Data Management Practices

IBM Rational ClearQuest

Relationship Management

Conflict Resolution

Risk Management

Employee Relations

Orientation & On-Boarding

Staff Recruitment & Retention

Training & Development

SharePoint

Confluence

MS tools

Brenda Hays

612-***-**** ***********@*****.*** 604 Lake Side Cv, Georgetown, TX 78628

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