EXECUTIVE SUMMARY

Directed and managed the migration of two legacy HSBC applications to Capital One and the decommissioning of three HSBC applications, as part of the Capital One acquisition of HSBC.

Led the RFP, spearheaded the software selection, oversaw, and handled the implementation of an Enterprise Contact & Escalation software in support of IT Operations.

Headed the RFP, participated in the software selection, coordinated, and managed the implementation of a complete data lifecycle solution in support of Corporate Finance and Accounting.

Orchestrated the upgrade of a major ERP upgrade in support of Corporate Finance.

EXPERIENCE

Havas Life Metro (Contract) Chicago, IL

Sr. Project Manager June 2020 to September 2020

Developed and executed project plans utilizing a hybrid Agile methodology; tracked project life cycle and set priorities during daily morning scrum meetings through hot sheets and necessary timeline updates. Project deliverables included print, electronic/digital, booth materials/panels, digital banner ads, market research, messaging, creative campaigns and decks.

Managed multiple projects at any given time while partnering with cross-functional stakeholders.

Abbvie (via TekSystems) Mettawa, IL

Sr. Project Manager February 2019 to June 2020

Managed in parallel AEM (Adobe Experience Manager) platform-based Consumer, HCP, and Digital related technology projects within the Women’s Health and Specialty organizations spinning off new content-based brand websites and updating existing ones with new content, including videos and forms. Projects range from development of small ad hoc solutions to large scale, multi month projects. Project Budgets ranged from a few thousand dollars to $600K.

Worked closely with Marketing, Software Development and Third-Party Vendors (IT and Marketing) to implement brand solutions across company assets (websites/mobile), which included content approval from internal and external Medical Review Boards. Activities included negotiating project scope, establishing work-breakdown-structures, securing resources, progress communication, change management and issue/risk resolution.

Tools utilized to manage these projects included Smartsheet Project Plans, RAIDs, Rosters and Executive Dashboards; SharePoint was used to store project artifacts including Meeting Agendas and Minutes.

Arthur J Gallagher Rolling Meadows, IL

Manager, Financial Systems 2015 to 2018

Established strategy, direction, and management of company’s corporate financial systems.

Headed the day-to-day support of Corporate Accounting and Finance, addressing adhoc system and data requests.

Watched over systems support and development of software used by Corporate Finance and Accounting, including open source systems (.Net, Java Script) and packaged software (JD Edwards Enterprise One, Essentio - Archivist).

Addressed in a timely fashion frequent internal and external Corporate Financial Reporting Audit and Compliance inquiries avoiding penalties and contributing to the company's stellar reputation.

Successfully converted software development of Financial Software addressing defects and enhancements to monthly release cycles. I accomplished this by setting up a new monthly process that included reviews of outstanding defects and enhancements with internal process owners (C-level) in setting priorities, project plan development, securing resources (internal/external), working closely with team members to remove impediments and keeping them motivated to meet project milestones. This new process allowed users to benefit from enhanced software functionality quicker resulting in a 30% increase to user satisfaction.

Member of cross-functional team tasked with the redesign and implementation of new Revenue Recognition reporting in response to revised Financial Accounting Standards Board guidelines. Project completed three weeks ahead of schedule at a cost of $2.0M. Project duration was one year; project members included business and IT resources as well as external auditors.

Coordinated and managed implementation of JDE Archive / Purge solution (Archivist) software at a cost of $.75M, improving on-line system performance by an average of 45%. As a member of the package selection team designed and created the technical requirements from the ground-up, and created the RFP. Member of the team that selected the hardware and software. Led a team made up of regional process owners, corporate finance personnel and IT. After implementation, managed the ongoing operations and SLA.

Capital One Finance Rolling Meadows, IL

Sr. Manager, IT June 2007 to August 2014

Developed strategy, direction, and management of company’s corporate service management and IT Operations.

Coordinated the day-to-day support of Corporate Service Management and IT Operations addressing adhoc system and data requests.

Negotiated and managed software vendor and consulting services agreements enabling $100+K in operating expense annual savings.

Enabled a 40% customer satisfaction improvement in service management through team empowerment, defined goal setting and alignment with business constituency on key performance indicators.

Engaged in IT employee development. Served as mentor in company-wide mentoring and leadership development programs.

Managed migration of two HSBC applications to Capital One; project completed eight weeks ahead of schedule at a cost of $1.0M. Project duration was one year; implementation timelines bound by external auditors; project members included HSBC and Capital One business and IT resources as well as external auditors.

Directed and steered the decommissioning of three applications (on boarded via acquisition) three weeks ahead of schedule saving the company $1.75M. The project required migration / integration of data and processes (of the acquired company) to legacy applications.

Oversaw and handled the implementation of xMatters (AlarmPoint) Contact & Escalation software at a cost of $.5M. The software allowed quicker IT Production Support engagement by 40%. As a member of the selection team designed and created the technical requirements from the ground-up and created the RFP. Member of the team that selected the hardware and software, for the proof of concept. Led a team made up of regional process owners, help desk personnel and IT. After implementation, managed the ongoing operations and SLA.

Supervised systems development in open source systems (.Net, Java Script) and management of package software (HP Service Manager, CA Service Management, xMatters - AlarmPoint), resulting in enhanced software functionality and user satisfaction.

Successfully led team in company’s Agile (Kanban) transformation; developed internal process to capture team’s sprint capacity; collaborated with process and other IT teams in sprint story priority setting; assured delivery of stories as planned using Lean software development practices; increased production software enhancements by 25% resulting in increased customer satisfaction.

Controlled development, support, and project management resources; three to twelve internal and external on-shore and off-shore resources; resource cost savings of up to $600K (annual).

Led team that provided 25K active users 99.90% application uptime, while continually releasing application enhancements.

Consultant, Business Systems January 2005 to May 2007

Independent Contractor Niles, IL

Senior PeopleSoft Consultant and Technical Lead 1998 to 2005

Participated and led teams in the delivery of PeopleSoft Financials and Supply Chain implementations, upgrades, development and support projects across multiple customer segments, industries, regions and technical architectures.

As an example, I orchestrated a team of five in the upgrade of PeopleSoft Financials from 7.0 to 7.5 and PeopleTools from 7.03.08 to 7.05.10 at a cost of $.5M. Identified and proposed a third party job-scheduling tool that would work across platforms and concurrently with existing job scheduling tools; arranged for vendors to demo their job scheduling tools and proposed to client the purchase and implementation of tool; negotiated with the selected vendor the terms and conditions of purchase, and developed a project implementation plan; total purchase cost savings of $20K.

Clients: Quadramed, Ameritech, Piedmont Natural Gas, Telergy, Inc., CKE Restaurants, Hewitt Associates, AON Risk Technologies, Frankel & Company, Edward Jones, Bodine Aluminum, State of Connecticut.

PROFESSIONAL DEVELOPMENT

PMP Certified. PMP Number: 1556594 11/2012

Scrum Master Certified Credential 09/2014

ITIL Service Delivery & Support - ITIL version 3 Foundation 11/2007

ITIL Intermediate Certificate Continual Service Improvement 04/2012

EDUCATION

Master of Business Administration (MBA - Finance), Dominican University River Forest, IL

Bachelors of Science in Mathematics and Computer Science, University of Illinois Chicago, IL

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