Senior Project Manager

BILL LEATHERS, PMP®

**** ***** **** **** ~ Wake Forest N.C. 27587

919-***-**** (home) ~ **********@*****.*** ~ 919-***-**** (mobile)

PROJECT MANAGEMENT PROFESSIONAL

Risk Management ~ Productivity ~ Quality Improvement

Versatile project manager with, 15+ years of, experience in driving projects and leading cross-functional teams to consistently meet key program deliverables. Adept at maintaining focus on achieving bottom-line results while formulating and implementing advanced technology and business solutions to meet a diversity of needs. Uses exemplary communication and attention to detail to exceed customer expectations and maintain high levels of client satisfaction, while being highly proficient in Microsoft Office, Visio, SharePoint, Microsoft Project, Clarity PPM, Daptiv, and JIRA.

Additional areas of expertise include:

PMI Project Methodologies Change Management Data Analytics

Cross-Function Leadership Budget Control Scope Definition

SDLC & UML Framework Quality Assurance Technology Integration

Outsourced/ Global Staff management Vendor Management Contract Negotiation

Business Case Assessment Software Development Process Engineering

CAREER ACCOMPLISHMENTS

GENWORTH FINANCIAL

Worked directly with the Chief Technical Officer & Chief Architect to scope, budget, and resource plan projects in both the Lifecycle and Roadmap programs.

Led a series of projects using Iterative methods to replace the IT Service Support Management system as part of a Strategic objective to improve Service response times.

The Service Now Program consisted of 12 projects with duration of 11 months.

This program was successfully completed with less than a 3% variance in cost and hours.

BRANCH BANKING AND TRUST

Successfully delivered a portfolio of 7 projects across 5 diverse lines of business in North Carolina and Florida, despite a month delay for regulatory approval, facilitating a bank merger on time and within budget against a very aggressive timeline.

Facilitated access to and the review/analysis of approximately 30 BankAtlantic banking/item processing applications. This analysis was used to modify existing vendor contracts where necessary and to modify existing BB&T applications in other instances to ensure the continuity of business post merger.

NORTH CAROLINA DEPARTMENT OF PUBLIC INSTRUCTION

Authored and executed a Corrective Action Plan that salvaged a major Claims project. Drove the project to a successful close after inheriting it in a 15% over budget and 25% behind schedule situation with minimal subsequent loss. Project was in danger of being shut down by the North Carolina Office of Information Technology Services.

Managed four concurrent projects with total budgets exceeding $6M with full signature authority. All applications were distributed statewide (200+ users).

PROFESSIONAL EXPERIENCE

TD Bank, N.A., Cherry Hill, New Jersey

TD Bank, N.A. is an American national bank and the United States subsidiary of the multinational TD Bank Group. It is the seventh-largest U.S. bank by deposits and the 11th largest bank in the United States by total assets.

Project Manager V (August 2022 – Current)

As Program Lead for Retail Operations, I remotely manage a mergers and acquisitions program to integrate and ultimately improve the experience and services for customers of the combined institution.

Working in conjunction with Retail Operations Senior Leadership from both banks to develop a roadmap for completing the merger of all existing Retail processes and Retail consumer products as well as identifying additional scope of needed new products and services.

Updating roadmap weekly with newly identified gaps for both Legal Day 1 and Customer Day 1

Leading a team of 7 Analysts in documenting and verifying business, technical, and operational requirements completion for each scope item identified in the master scope documentation.

Reporting status, scope changes, and plans of action to the Integration Management Office and the Project Management Office per TD standardized processes.

Built business cases, and financial forecasts, which were used to acquire funding for additional scope projects from Integration Decision Forum.

Responsible for completion of three additional scope projects. These are full project lifecycle – inception, design, requirements, development, resourcing, vendor management, deployment, and closeout.

Print On Demand – $5.3M SAAS project to convert Retail Branch printing of money orders, counter checks, and starter checks from impact printing to laser printing.

Accommodation Banking – $1M project to allow First Horizon depositors to deposit to their DDA accounts while in TD branches.

Wires Origination Transformation – $3M project that eliminates legacy technology (Lotus) and gives TD customers one platform to complete both domestic and international wires.

Metabank, N.A., Sioux Falls, South Dakota

MetaBank, N.A. is a United States bank with retail branches in Iowa and South Dakota. It offers traditional banking services designed to serve the needs of individual, agricultural, and business depositors and borrowers.

ServiceNow Project Manager (October 2021 – July 2022)

As Program Lead for ITSM transformation, I remotely manage a Service Transformation program to migrate a portfolio of services and processes while sunsetting older toolsets and methodologies.

Responsible for:

Change Management/Socialization of new ServiceNow instance.

Devising User communications and training materials.

Driving the completion of the ServiceNow implementation through phase 1 go live on an accelerated schedule.

Developing the Opportunity canvases and sizing estimates for additional development in ServiceNow: Asset and configuration management, AWS/ServiceNow configuration, AWS/SN Cloud Insights, SN Business Continuity Management module, SN/SailPoint configuration.

Negotiating budgeting, and writing SOWs for above opportunities.

Vendor selection and management for additional SN development work.

Metabank, N.A. – Continued

ServiceNow Project Manager (October 2021 – July 2022)

Sunsetting Support Portal and Trackit toolsets after migrating ticketing, Application & Identity access, and Onboarding & Offboarding.

Working with Architects to Roadmap ServiceNow, AWS, and other applications to optimize budget expenditures for new tools and capabilities.

Migrated Workstations and Servers from Big Fix to MECM/SCCM patching while using Avanti for third party patching. Achieved better than a 90% patching rate upon completion.

Using SN CMDB to validate the device information gathered from MECM.

Defining scope of a SN/Tenable Security integration. Originally will be set to import only critical vulnerabilities with auto ticket generation in SN. Phase two will include export and cross validation of vulnerabilities with Tenable.

Reporting status on a weekly basis during the Executive Portfolio review using PowerPoint and dashboards. Executive level reporting was necessary as this program’s primary purpose was to redress external audit findings.

Cisco Systems, RTP, NC

Cisco is a leading technology company that is building bridges to possibility through technology and collaboration.

Service Transition Project Manager (March 2020 – October 2021)

As Cross-functional team lead for the CMS ServiceNow migrations, I remotely managed a Service Transition program to migrate a portfolio of Cisco customers from other Cisco ticketing services over to Service Now. Responsible for:

Driving strategy and defining the migration roadmap for on-boarding customers onto the ServiceNow platform. Led and successfully completed migration of approximately 16 customers to date.

Strategically streamline existing processes to deliver better results for Cisco and the overall customer experience.

Coordinating with multiple Cross-national teams within Cisco as well as with customer project team resources

Conducting weekly team strategy/planning meetings

Validating that all guidepost milestones are met to achieve project objectives

On cutover days – quarterbacking the project team and PlatOps resources to drive migration completion, having sole accountability for migration success.

North Carolina Department of Revenue, Raleigh, NC

The NCDOR (Agency) is a Cabinet Agency responsible for administering the State tax laws enacted by the North

Carolina General Assembly.

Project Manager Expert (March 2018 – February 2020)

Headed the $20 million dollar Collections Case Management (CCM) project to improve Collection Case Management with a new (SAAS) solution which better prioritized workloads to maximize the efficiency and effectiveness of the Revenue Officers and Call Agents who support the collection process, while leveraging ITIL and ITSM best practices.

Wrote the RFP for a CCM solution that would replace the legacy Integrated Tax Administration System with a system that supports a minimum of 400 users (250 concurrently).

The RFP included requirements for collecting delinquent taxes for all major tax types including individual income, sales and use, withholding, corporate income, and franchise, liens (certificates of tax liability), levies, tax warrants, installment agreements, and garnishments to effect collection.

North Carolina Department of Revenue – Continued

Project Manager Expert (March 2018 – February 2020)

The target goal was a 10% increase in collections over the $616 million in delinquent taxes collected in each of the last two (2) fiscal years.

Third party data would also be made available to the vendor proposed system including bankruptcy case information, employer wage information for legal actions, bank assets, and the Treasury Offset Program (TOPS) via a data warehouse. All while protecting Federal Taxpayer information under IRS publication 1075 rules and the additional IRS requirements for a SaaS solution.

Constructed Bid Analysis matrix

Conducted Bid Analysis, and presided over scripted Finalists Product Demonstrations

Directed the BAFO process

Prepared Award recommendation

Currently pending Contract Award - award dependent on adjudication of DIT right to Architectural Review.

Helmed two DocuSign projects to reduce costs (storage, mailing, etc.) while vetting possible solutions that could be scaled to meet the needs of +100,000 taxpayers annually.

The first project was to produce an equivalent RO-1033 (installment payment plan) form that would allow a digital signature and a paperless submission process.

Purchased 1000 envelopes from DocuSign off State Contracts.

Led team that built form in DocuSign, tested, and piloted the solution.

Presented the solution to the COO and the Under-Secretaries – received permission to proceed to full production.

Guided the design and implementation of advanced reporting using SAS JMP.

Held Architectural design meetings to implement a totally automated solution – post production.

The second project was to produce an equivalent GEN-58 (power of attorney) form that would allow a digital signature and a paperless submission process.

The process was the same as above except this demo was to the General Assembly.

The success of these projects led to the purchasing of the full DocuSign Agency wide solution (platform for up to 500k signatures)

Both projects followed ITIL best practices including full documentation as per PMO guidelines.

Credit Suisse, Morrisville, NC

Credit Suisse is a leading global financial services company, offering clients financial advice in all aspects of investment banking, private banking and asset management.

Change Management Standardization Analyst (July 2016 – March 2017)

As Chairman of the Cash Equities Americas Change Advisory Board provided leadership for RFC lifecycle management.

Approved and Rejected RFCs as well as provided guidance to global teams on how to correct the RFCs for resubmission and future adherence to Change policy.

Assisted with the onboarding of new CABs.

Developed processes for standardizing the execution of CABS across IT.

Compiled KPIs, KRIs, and other Change Management/Operational Process metrics.

Conducted Change data analysis

GENWORTH FINANCIAL, Raleigh, NC

In May 2004, Genworth Financial was formed out of various insurance businesses of General Electric in the largest IPO of that year.

Project Manager (March 2015 – March 2016)

Led the Service Now program to replace the IT Service Support Management system as part of a Strategic objective to improve Service response times, while leveraging ITIL and ITSM best practices, and in so doing replaced multiple tools and applications with a single solution.

Managed both vendor and internal resources to achieve scheduled milestones.

Integrations included Incident Management, Problem Management, Change Management, Request Management, Service Catalog/Self Service, Configuration Management, Knowledge Management, and Notify for Major Incidents(using Twilio) with data being ETLed from Active Directory, Oracle, & SQL databases.

Managed several Agile (JIRA toolset based) projects as part of the Imaging program to replace the

Mortgage Insurance Underwriting system.

Installed a new Filenet P8 system within allocated schedule and budget.

Worked with Vendor resources to design, scope, and deliver ahead of schedule a new Underwriting Viewer, with custom ICN coding to accommodate a new classification system.

Used Agile methods and a JIRA based toolset to reach deployment a month ahead of schedule and 200 hours under budget on a Tableau project to replace SAS BI graphical reporting with data sourcing from a Oracles Financials EDW.

Led a team using Waterfall methods to replace our aging DECRU decryption with a Vormetric solution in response to an audit finding; exceeded expected timeline to compliance using a three phased deployment.

Saved two integration projects ( Layer 7 and Webmethods ) that were seriously behind schedule from missing deployment dates using Iterative methods,

Directed a cross functional staff of 25, including offshore resources, to successfully complete various other Java, Cobol, and infrastructure projects using mainly Agile and Iterative methods.

Managed projects through all phases of project life cycle from initialization to closeout.

Coordinated testing across QA, DevOps (on & offshore), engineering, and Application development.

Program Manager (May 2015 – March 2016)

Worked directly with the Chief Technical Officer to create SOWs and review budgets and contracts.

Negotiated contract concessions.

Successfully managed Vendor relationships with Sirius, Cloud Sherpas, and BottomLine.

Aligned project goals with the Strategic and Business objectives of the organization.

Monitored programs for risks caused by interdependencies due to schedule, scope, budget, and resource utilization.

Worked with newly formed DevOps group to develop support transition processes.

NORTH CAROLINA STATE SURPLUS PROPERTY, Raleigh, NC

Responsible for the reselling and disposition of State Property, the surplus operation of NC is a multimillion dollar business.

Project Manager (August 2014 – February 2015)

Issued RFP and conducted bid analysis for a COTS online auctioning and warehousing system.

Wrote all documentation per PMO guidelines with scheduling performed in Microsoft Project.

Provided project updates and conducted meetings with Stakeholders including the Deputy Secretary.

Guided project using PMI methodology (Waterfall) as directed by EPMO.

TURTLELOGICS, Raleigh, NC

Promoting the benefits of effective Project Management, Turtlelogics continues to provide Project Management guidance and training to Companies and Organizations.

Consultant/Coach (March 2013 – July 2014)

Trained on acceptable project management modalities with respect to fast application development.

Developed and helped implement Change management processes.

Provided project performance metrics using EVA.

BRANCH BANKING AND TRUST, Raleigh, NC

Building on a tradition of excellence in community banking that stretches back to 1872, BB&T continues to offer clients a complete range of financial services including banking, lending, insurance, trust, and wealth management solutions.

Project Manager (January 2012 – November 2012)

Provided project status reports to both IT Managers and executive management that provided visibility into actual progress that allowed effective bank merger management of seven projects across five lines of business.

Successfully managed the change and cross communications processes for seven projects across two groups of stakeholders.

Developed and implemented the Project Management Plan for the migration of 200+ ATMs over to BB&T, management plans included vendor, scope, budget, schedule, risk, staffing, communication, configuration, and process improvement – while utilizing Waterfall methods. Several of the ATMs represented a new line of business for BB&T – Cruise Ship ATMs that required the documentation of new processes for support, cash management, and reporting.

Managed the risk/reward analysis and resolution of contracts for the Business Services Channel.

Directed the development and publishing of a Total Cost of Ownership (TCO) calculator as the data center costing model for bank acquisitions with the number of Demand Deposit Accounts (DDA) accounts used as the growth multiplier. This allowed for IT to carry the cost of bank mergers forward and better plan future purchases for best pricing – while using Iterative methods.

Developed and implemented the Project Plan for the migration of former BankAtlantic DDAs over to the BB&T Online Banking platform, management plans included scope, schedule, risk, staffing, communication, configuration, quality, and change - using Agile methods.

Managed the development and deployment of a new approach to data transport from the target bank. Installed a DS3, a borrowed NAS, and Snap Mirror which allowed the team to exceed the delivery times for requested data. This replication solution became the default data transport method for the entire merger.

ISEARCHEDSEO, LLC, Raleigh, NC

IsearchedSeo was at the forefront of providing search engine optimization and social media services for small to medium sized companies.

Consultant (July 2009– January 2012)

Created processes to successfully complete online advertising projects which utilized social media, and search engine optimization.

Trained and mentored offshore teams in all phases of online advertising.

Designed and implemented online advertising campaigns for a publisher’s book launches.

NORTH CAROLINA DEPARTMENT OF PUBLIC INSTRUCTION, Raleigh, NC

The North Carolina Department of Public Instruction administers the policies adopted by the State Board of Education and offers instructional, financial, technological, and personnel support to all public school systems in the state.

Project Manager (August 2007 – December 2008)

Co-managed development of software deliverables for one project, using an out of state Vendor, with a second off-site project manager while managing the day-to-day activities of Java development and test teams consisting of 3 direct reports and numerous indirect reports.

Negotiated technical requirements (interface and data security/transport) of projects among several North Carolina State agencies, including government subsidy qualifications from DHHS.

Developed and fully documented specific design for an application using Oracle Apex that became the standard design for many other current and future DPI IT projects.

Provided project status reports to both IT Managers and C level executive management that provided visibility into actual progress that allowed effective change management when the business unit requested changes that deviated significantly from the approved requirements.

Projects were federally funded thus the budgets had to be converted over to the state fiscal year.

Managed differing projects using Waterfall or Agile methods through all phases of PMI process – initiation through closeout following the SDLC methodology while mastering the North Carolina State Government Project Portfolio Management tool.

TEKELEC, INC., Morrisville, NC

Tekelec was first to market with a standalone STP, SS7 over IP, integrated number portability, integrated monitoring, SMS router, and SIP Signaling Router (SSR).

Application Engineer/Project Lead (1996 – 2007)

Successfully managed 18 onshore application development projects involving embedded telephony applications with an average duration of six months while using Waterfall methods.

Successfully managed three offshore application development projects on time and on budget while training the teams on all facets of SDLC while again using Waterfall methods.

Trained and mentored 2 offshore (India) development teams in all phases of the SDLC.

Worked with outsourcing organization to establish work elements, define deliverables and verification of implemented features.

Worked with marketing personnel to define the product requirements and then wrote the Feature Requirements Specification document for the projects.

Established work breakdown structures in man weeks, working with personnel managers to ascertain manpower availability, defining a schedule of deliverable items that met customer expectations (using an 80/20 ration) and assigning duties and tasks to developers in accordance with the SDLC.

Responsible for all project aspects including budgetary, scheduling, staffing, change management, and risk analysis.

Drafted training materials/presentations and instructed peer developers on technical systems.

Worked with Customer Service as top level engineering on call support for responsible areas, diagnosed conditions, recommended corrective actions and constructed root cause analysis.

EDUCATION

NC State University, Raleigh, NC, Bachelor of Science in Computer Science

Project Management Professional (PMP®) Certification #1695386

Wake Technical Community College, Raleigh, NC, Associate of Business Analytics

Graduation: TBD

CONTESTS/AWARDS

Top 5% Kaggle – Titanic Machine Learning Competition

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