Senior program project manager

William Alex Dryden

Executive Summary

Alex is a highly experienced and successful Project / PMO Manager with a proven track record of delivering on initiatives to improve company operations, revenues and productivity through implementation of new technology solutions and financial controls. He is a subject Matter Expert in Project Management, PMO setup and design, ERP Implementations, Organizational Design & Implementation, M&A Transformations, Supply Chain Logistics, Facilities Buildout and Team Moves, Performance Scorecard, Business Audit / Analysis, HR Legal Issues, Financial Accounting Systems and Employee Training. Alex has strong interpersonal and conflict management skills, he builds and maintains relationships to become a trusted advisor.

Client and Corporate Experience

Blu Omega Information Technology Services

Jan 2020 - Present

Regional IT Support Manager

Currently assigned to the OptumServe Technologies Tiberius Support Team as a Regional Manager on the COVID 19 Pandemic Response. “Tiberius” is the primary software platform used to manage most IT related aspects of the COVID 19 relief program, vaccine ordering, and vaccine delivery. As Regional Manager, I lead a team of Health IT professionals to provide Tiberius support and IT support services across 2 regions of the United States, which includes 10 States. Primary duties include:

Key responsibilities include:

Providing IT support and training for new and existing Tiberius Users across the program.

Planning, designing, and delivering reports to customers at each state and CDC as requested.

Communicates project and program changes from federal/reginal level teams to local support team members.

Supporting HHS and states with vaccine operations via IT systems such as Tiberius, VAMS, IIS, VTrckS.

Escalating related technical issues and questions to appropriate program support for triage and resolution.

Communicates changes in microplanning and requirements from the Federal Government to state health departments.

Responsible for supporting Tiberius Support Team members as they input and assist states with creating micro plans

WST Consulting

Jan 2018 – Jan 2020

Dec 2019 – Present – Senior Program / Project Manager Mergers & Business Transformation (Contractor) – Rank Group Limited.

May 2018 – Dec 2019 – Senior Project Manager / Team Lead (Consultant) - Georgia Department of Transportation.

Jan 2018 – Apr 2018 - Program / Project Manager (Consultant) - Anthem Health Inc.

Team/Project Size (15 to 60) resources – M&A Transformation Projects, PMO Build-Out & Realignment Projects (100+ million)

Implementation of strategic plans, alliances, JVs, and partnerships that significantly impact top- and bottom-line growth. Possess strong negotiation and planning aptitudes and thrive in fast-paced, dynamic environments. I am a “Hands-on Senior PMO Program / Project Manager” both Technical & Functional with twenty years’ experience working as an M&A Specialist in the transformation and internal Company divestitures, IT / ERP Transformation & Integration Manager in the Airline, Auto, Health Care / Pharma / Insurance, Manufacturing, and Governmental sectors.

Providing Key Project Management (PMP) as well as hands-on experience in the Acquisitions and Mergers of business technology and business practices into new business platforms. This would be integrating old business legacy systems with new ERP technologies (Salesforce, Workday, SAP, P/S, e.g..) or integration into new owner systems, “*Centers of Excellence” and software applications. Mergers with Airline, Banking and Automotive companies. (*A new cloud face on customer service)

Providing Key Project Management (PMP) as well as hands-on experience in the Acquisitions and Mergers of business technology and business practices into new business platforms. This would be integrating old business legacy systems with new ERP technologies

(Salesforce, Workday, SAP, P/S, e.g..) or integration into new owner systems, “*Centers of Excellence” and software applications. Mergers with Airline, Banking and Automotive companies. (*A new cloud face on customer service)

Managed multiple GDOT projects through the full life cycle from project definition and approval through implementation and evaluation of all project deliverables. Developed collaborative partnerships with internal and external team members to accomplish the deliverables within the timeframes and budgets defined in the project plans. Provides guidance to the project team and utilizes standard project management methodology. Additional duties included overseeing a diversity of projects involving in-house development, COTS implementations, custom configuration on COTS products. Projects were managed in 3 to 6-month development cycles in PMI SLDC utilizing Agile/Scrum techniques as needed. Projects were enterprise-wide in scope working within a weak-matrix organization with no direct control of IT resources

Sun Trust Bank

May 2017 – Jan 2018

Program / Project Manager (Consultant)

Team/Project Size (10 to 30) resources – Multiple Migrations & Transformation Projects (100+ million)

Merger of a large third-party mortgage and servicing company into the Sun Trust Banking infrastructure. Immediate needs for the first 90 days was to create the overall planning and design for the total merger for both the mortgage company and the servicing company which was already underway but behind schedule due to logistics issues.

Led current migration efforts and provide the guidance necessary to re-align the project

The merger was also overlaid with the Integration efforts for rolling out Salesforce in the lending side of the bank

Supported numerous projects to upgrade software versions and set up internal support operations for migration to an SAP platform

HP Enterprises / DXC

July 2016 – May 2017

Program / Project Manager (Consultant)

Team/Project Size (10 to 30) resources – Multiple Migrations & Transformation Projects (100+ million)

Senior Project / Migration Engagement Lead (MEL) with technical and business focus for the IT Systems Management Application Retirement & Transition (IT SMART) Program within HP Enterprises. Responsible for managing technical and business focus for global Client Accounts on the IT Systems Management Application Retirement & Transition (IT SMART) program to migrate over 100 Legacy Accounts from an existing Service Management Tool to a new Enterprise HP Service Manager (HPSM) platform. HPSM includes Request Catalog, Asset Manager, Reporting Tool and ITIL v3 compliant functionality. HPSM has enhancements that were not available in the Legacy tool and the Account often wanted these features added during the migration, which requires careful Scope Management and change control from the onset of the project. Worked closely with Account Delivery Team and the IT SMART Delivery Teams to understand requirements, perform project planning, manage the ongoing implementation, and facilitate lessons learned.

Lead Project / Program Manager for a parallel Transformation / Automation Project for the Federal Reserve Bank – Hold a Federal TS Clearance to work within the Federal Treasure Sector.

Confirm Scope, Create Project Plan, Assign Resources, Prepare Preliminary Budget and Create PMO Project Reporting Document for bi-weekly Steering Committee review

Parallel Migrations dealt with the re-alignment of large ERP applications like Salesforce, SAP, Work Day and other Mid- Range platform migrations.

Directly support and collaboratively manage the matrixed Account Migration Teams

Full life cycle process reporting, Risk Remediation, Issue Remediation and Scope Management

Plan and maintain Communication with Key Stakeholders

Facilitate timely decisions, resolve and/or escalate issues in a timely manner to maintain project schedules and budgets.

Genuine Auto Parts

October 2015 – July 2016

Senior M&A Project Manager (consultant)

Team/Project Size (10 to 25) resources – Multiple P&L’s & Projects (12.5 million)

Engaged to help Genuine Auto Parts complete the Acquisition & Merger of Quaker City Motor Parts Company in Delaware. Key focus area included structuring and planning for the closing of the QCMP Headquarters Office in Delaware and converting to Genuine Parts Company. The conversation process to close the HQ operations and convert it to a Divisional Office consisted of down-sizing and closing multiple Distribution Centers, realigning many business functions and operations, re-grouping of the 360 retail outlets to be serviced through the remaining regional DC’s and relocating a data center.

Assisted in the restructuring of the QCMP organization to align with the GPC/APG business objectives.

Tracked the IT modifications to upgrade the Voice, Network and wireless services in all DC’s.

Identified all applications that were going to be retained and repurposed through the APG Data Centers.

Developed the migration plan and steps to update all Networks (Security Protocols and Practices, Service Hosting’s, PC’s & Printers, AD and Email Services) for the new Divisional Office and three Distribution Centers.

Re-Design of several Business Applications to meet formatting requirements to run and operate on the GPC Financial Networks and store Systems.

Worked with Key Stake holders to create the “Center of Excellence” using Workforce to enhance the CRM and Service Support functions, Sterling OMS for all retail operations.

Data Center migration of IBM z/OS Mainframe – Removed and closed QCM data center to Atlanta HQ, up-loaded / copied data from optical storage drives and relocated that data onto new optical Server in Atlanta.

Providing new communication services through traditional PSTN networks via transitioning from TDM based services through the implantation of new VoIP services. This was done through short term updating projects to long term process and new equipment / technology projects.

Rogers Communications

February 2015 – October 2015

Sr Project Manager - Logistics / Networking / Marketing (consultant)

Supported multiple projects to complete the Analog to Digital migration of 2,000 large commercial cable clients by reviewing appropriate technical solutions with each client and confirming the end-to-end installation completion with Rogers’ stakeholders and third-party contractors, ensuring customer satisfaction.

Provided leadership, expertise, guidance and mentorship to multi-disciplined teams for business projects, day-to-day management and administration of the broadcast TV product definition, packaging and pricing initiatives, and new product definitions and development

Managed the cross-functional planning and execution of annual cable rate change, from budget preparation and financial model analysis to customer segmentation and in-market customer notification, resulting in $MM in incremental revenue generation.

Developed database requirements for video content, packaging and multiple channel lineup relationships to improve productivity and business reporting efficiencies. Administered database and associated output reports for subscriber-to-programmer payment reconciliations by Finance, for Anyplace TV product definition for next gen video and for Sales portals and Marketing programs.

Manheim Auto Auction (Contracting)

March 2014 – February 2015

Product Implementation Manager (consultant)

Developed long and short-term strategies across digital solutions & data management projects for the Company as the Senior Manager of Cloud Based Enterprises.

Built out a PMO organization with current project teams working under different methodologies and goals

Set new expectations for product development and delivery teams in the IT, Software, Financial Services Groups, Cloud based settlement & payment systems, Products and Development groups

Implemented a new ERP solution as a center for control including review of systems like IBM OMS, Salesforce and SAP were just starting

Updated Clarity 7 to provide additional enhanced Budgeting, payment & billing systems planning and forecasting so that the PMO can enable users to create standardized corporate reports and data entry templates based on existing company data

oThese templates and reports are then distributed to a user community for enterprise-wide financial processes, such as budgeting, planning, forecasting and corporate reporting

Working within HR to upgrade the current version of Guidewire to V9 and to add Collections, Claims & Payments Centers for processing

WTS Consulting Firm

May 2011 – March 2014

Senior Project Management & PMO Director

Client: Union Bank of California

The Union Bank account is a delivery and solutions-based project with Software Solutioning around Records Management through the design and implementation of distributed document capture using ECM Software, Asset Management software. Worked with client to review EAM software solution to upgrade or replace legacy system, Maximo.

Overall duties included the PMO reporting of all projects pertaining to the Image capture and document scanning and storage for all bank branch activities to provide new functionality – to streamline processes and reduce paper-related costs

Acted as Project Governess to evaluate all bank / branch process and redesign the internal and external process to meet the new Bank directives and to utilize the new cloud / portal technology

Managed 23 projects through the PMO and supported nine project managers and the matrix resources both from the client and off-shore third party vendors

Other projects included the upgrade of SAP modules, review of new ERP software to replace HR and Financial systems to evaluate (Workday), (Salesforce) for 2014 replacement projects, Epic implementation of financial records

Clients: Blue Cross Blue Shield of Massachusetts (BSCNMA) and Blue Cross Blue Shield of New Jersey (BCNSNJ)

The Blue Cross and Blue Shield accounts included multiple projects to support the operations and build out of all new business practices and Greenfield needs.

Duties included the development of four project plans: 1) The creation of all internal documentation for project approvals (Baseline One & ARB Approvals, Budgets = P&L’s, Resource Allocations per project, Development of Master Project Plans and Payroll/Time Tracking); 3) PMO reporting; and 4) vendor negotiations

Provided client Project Management on large to medium projects ranging from five to 500 million dollars in the Software development including:

oMainframe migration to mid-range computing

oApplication development to upgrade the client’s operations

oDrafted new VA mandate based on new healthcare legislation

oDesigned help desk operations – both standard and ASP models

oWeb enabling client legacy software to take advantage of Cloud Networking

oSetting up document controls to manage projects

Implemented EPIC electronic health record software for mid-size and large medical groups, hospitals and integrated healthcare organizations

Managed the Off-Shore resource teams and interfacing with client resource teams to ensure all project work is completed on time

Managed the PMO direction and tracking of 50 plus revolving projects

Client: State of Georgia Enterprise Technologies Services (GETS Project)

The “Georgia Enterprise Technology Services” Account is based on business and environment issues, there are specific services and programs within the State of Georgia account in which are falling short of customer expectations and/or agreed to commitment levels. Objective was to define and implement appropriate techniques to minimize loss, such as avoidance (reducing chance of loss to zero), loss prevention and reduction (reducing frequency and severity of loss), retention (including self-insurance and planned no insurance), grouping of exposure units (to increase predictability of loss), and transfer (placement of property, activity, or risk with other establishment or insurers).

Provided PM oversight to several transition projects and provided support to the different agencies within the contract

Worked with the different IBM teams to accomplish new server implementations, backup and recovery (SAN) and scheduling the different resources in the matrixed environment of the project

Client: Private Radio / Media Company

Provide merger and acquisition assistance to family owned broadcasting company in Texas which is the second largest radio/media company in Texas.

Ran the day-to-day business

Arranged the sale of the family business to Clear Channel

Grew the business market share and structure and managed all phases of the Buy-out and merger of new business practices for Clear Channel

Consulting Firm

September 2010 – May 2011

VP Project Management, Government Consulting Services

Solutions Delivery & Projects Implementation

Managed total portfolio for all product integration for ERP solutions in the Supply Chain, Warehousing and Network web-based collections and recovery products

Worked in the Federal Government Contracts sector, provided budgeting and planning

Developed RFP’s on VA submission for new project

Provided corporate planning and forecasting to find long range solutions for current and future growth

Client: Headquarters Marine Corps Logistics Command

Team/Project Size (3 to 10) resources – Multiple Government Projects (5.9 million plus)

Managed projects related to Information Technology (IT) Help Desk support services supporting both local and external customers at Headquarters Marine Corps Logistics Command, Command, Control, Communications and Computers (HQ MARCORLOGCOM, C4).

Provided IT customer support and performing Incident Management (i.e. “Service Desk”) outlined in the Information Technology Infrastructure Library (ITIL) best business practices as adopted by C4 Director

Client: The Center for Disease Control (CDC) – Atlanta, GA.

Team/Project Size (5 to 25) resources – Multiple Government Projects (17.5 million plus)

Senior Project Manager to support ten (10) Governmental projects and to provide Technical Support during the V-TrackS system implementation for the CDC – includes Application Testing, Business Intelligence, Data Warehouse and Technical Support during rollout to the grantees and providers, training on all new business processes and technical training on all new FDA rulings’ and mandates. The scope of work included:

Application Management, Maintenance and Support

Change Control Board (CCB) Support

V-TrackS Solution and SAP Application Coordination and Support move to Cloud base operations.

User and Performance Testing Support

Business Intelligence, Report Development and Data Warehouse Support

Manage and grow all accounts, develop contacts and budgets while maintaining staffing levels at all client sites nationwide

Modis Incorporated Associates (Contracting)

July 2009 – September 2010

Senior Technical Delivery Manager - Business Consulting Services

Client: The Home Depot

Team/Project Size (10 to 25) resources – Multiple P&L’s & Projects (4.5 million)

Senior Project Manager to support the retail and marketing operations for the Canadian division. Worked with the business units for the Canadian retail & marketing groups to implement Reflexis to all store operations.

Provided sales force automation metrics and standards for the new Canadian operations

Supported numerous projects to upgrade software versions and set up internal support operations for migration to an SAP platform

Provided sales and logistical data for call center services for both US and international inbound call center for catalog or online sales, custom technical support, help desk, order taking, order entry, reservations, telesales, or customer service

Developed master project plans/pre - merger surveys to provide long term planning, budgets, risk mitigation, contingency project planning for consolidation of call / support centers

Developed study for call center software, the use of MS Dynamic and other CRM packages

July 2009 – March 2010

Client: Delta Airline (Northwest Merger)

Team/Project Size (30 to 150) resources & Business Units – Multiple P&L’s & Projects (250 – 680 million)

Project Manager for the implementation and upgrade of systems used to support the Network Planning and Schedules business processes for the newly merged organization leveraging Sabre and other software solutions.

Complied with FAA and FCC filings and mandates regarding flight systems and changes to frequencies and placement of systems, OCC operations

Developed project plans for Delta and Northwest call centers to consolidate software and communication operations, identify all cost savings, produce risk mitigation and back-up plan for continued service for disaster recovery procedures

Consulting Firm

March 2005 – July 2009

Senior Director of Business Consultant

Business Consulting Services

Team/Project Size (15 to 250) resources – Multiple P&L’s & Projects (5 million to 150 million)

As a Senior business consultant for IPA, duties focused on team leadership and direct project delivery.

Project: Implemented PMI standards within client organizations to improve baseline practices and predictability of project deployments

Project: Retail Sales automation and software, Salesforce automation integration into legacy sales / invoice systems, Order Management systems

Project: Assisted large Petroleum distribution client in Texas with the re-design and expansion of their family owned business

oProvided client with a business plan to expand into direct sales of their petroleum products through company owned convent store, card lot and acquisition of service stations

oSet-up credit card, private card and gift card payment process through financial processing

oIdentified state-of-art pump systems that provided payment at pump and marketing through internet interfacing

oWorked with client to use third party payment processing to keep a greater percentage of credit card handling

Provided banking clients with restructuring and procedural processing with their check imaging, mainframe batch/item processing, statement processing, fraud mitigation process and tracking methods

Worked with banking clients to improve the NSF/OD process to develop new standards and policies; developed new strategies for ACH clearance process for internet clients and new revenue streams for payment process

Implemented new teller software system (Argo) to improve client banking

oImplemented CRM strategies that vary in size, complexity and scope

oHired to re-design and manage the design of an “English as a Second Language” web portal that was stalled and losing revenue

oSuccessfully turned project around and began generating revenue for the college through internet sales and off shore distribution

oMerger planning to consolidate call centers and operation centers to provide regional coverage

oDeveloped system and service analyses for clients that were building and acquiring call and support centers

oProject planning to install on site cellular system and radio network for all trucks and plants in North Texas and South Oklahoma region, provided all FCC regulations, cost for engineering of cellular / Radio tower placements

oDrafter and filled all legal agreements with the necessary agencies and courts

MediaServ, Inc.

March 2001 – March 2005

CIO & Manager of Operations & Solutions Delivery

Team/Project Size (60 to 175) resources – Multiple P&L’s & Projects (3 million to 120 million)

Leader for the Operations & Sales teams in the New York markets.

Developed and implemented business plan to expand into the South-East Regions and move the corporate headquarters to Atlanta

Re-focused sales initiatives around web-based solutions, back office integrations, electronic payment systems for the Financial and Insurance industries

Oversaw the planning and scoping for all client engagements, teach Project Management skills

Developed practice groups that supported many clients in the CSM development using Adobe Experience Manager (AEM), E-market, Vignette and others to provide the content management for many web sites

Developed an asset management practice group to work with financial clients in the Supply Chain and IT Market Places with CRM applications

Clients: Dresdner Bank, Lehman Brothers, UBS / Paine Webber, Bloomberg, Dow Jones, The Guardian Life Insurance Company of America, William M. Mercer and Viacom, BEA, Pfizer, Microsoft, and J.P. Morgan

Converted legacy system into new ERP management systems, Guidewire to implement the Insurance Suite of products and migrate to new ERP environment for two International Insurance companies

Led the development of “Blue Line” a web-based tool that supported investment and Financial Banking operations for loan and credit tracking

The CRM and CSM implementations provided features that supported sales, marketing, event management, project management and finance

oWorked with Microsoft as a three PL partner in the delivery of MS Dynamics

Developed and delivered plans for a sub-phase within a delivery

oIdentified and escalated issues and risks within area of responsibility directly to the engagements management team and takes responsibility for resolution

Built two regional sales organizations centered in the North East and Southern markets

Provided Key Project Management as well as hands on experience in the Acquisitions and Mergers of business technology and business practices into new business platforms

oThis would be the integrating old business legacy systems with new technology or integration into new owner systems and software

Built software product to support web development for clients in the banking and insurance and pharmaceutical industry

Developed alliance partnerships with e-Business companies like BEA, Microsoft, Hyperion, Commerce One, Argo Systems to form strategic alliance for Solutions delivery and Back Office Integrations

Developed world class facilities maintenance programs and software implementations for industrial, production and warehousing

oHired to re-design and manage the design of an “English as a Second Language” web portal that was stalled and losing revenue. Successfully turned project around and began generating revenue for the college

IXL, Inc.

December 1999 – March 2001

SVP of eCommerce

Manager of Operations & Project Office

Team/Project Size (60 to 450) resources – Multiple P&L’s & Projects (50 million to 320 million)

Clients: Delta Airlines, UPS, FedEx, the Home Depot, DuPont, UBO, the Coca-Cola Company, BEA, Microsoft, Intel and Chase Bank

Managed two PMO practice groups within the eService’s Group, tasked with the commissioning of building nine, two-hundred-person practice groups around the globe to support eCommerce expansion. These practice groups would provide IXL with consistent delivery of Consulting Services through - Portal access for web delivery and sales, B2B / B2X services, using third party packages like SAP, People Soft, Siebel, Oracle Hyperion, Vignette, Commerce One, Open Market, Ariba, and Clarify. Average P&L for each group would be 3 – 8 million dollars per quarter, with combined eService’s revenue of 60 million dollars per annum.

Dot-Com Technical web solution Architecture build outs - e marketplaces and exchanges for G1000 clients in the banking and insurance for companies like First Union, Chase, Bank of America, Prudential and Guardian

Implemented several banking / mortgage packages to support customer service, teller, loan services through fair Issic and Argo Systems

Developed alliance partnerships with e-Business companies like Siebel, Clarify, Ariba, Commerce One, i2, Manugistics, Vignette, Argo Systems, Adobe Experience Manager (AEM) and others to form strategic alliance for major infrastructure installs and co-venture collaboration to deliver SCM technology to our clients

Completed marketplace strategy for large global Airline companies to develop ticketing web sites and employee informational portals

Worked with CCE to develop a feasibility study for the use of web-based portal to provide retailers access into immediate replenishment

Developed web portal for utility services to provide monitoring and client-based services (Billing, payment, maintenance and new build outs)

Co-managed large marketplace portal builds, (web sites), for Latin American construction company

Responsible for entire business lifecycle of eservices projects – responsibility for resource allocations and project optimization & tracking (pre-sales, sales, proposals and project management)

Drafted business plan for major marketplace framework in the Call Center, Air Cargo, Construction and Warehousing Industry

Supported three acquisitions and mergers of companies wishing to integrate their systems and tie all operation through the new holding company

oThis required integrating the financial systems, Communications (Desk top software) and CRM tools and systems have the ability to integrate into the new company’s operations with little down time and provide the links between systems so that a smooth transition could take place.

Technical Skills

Hardware: Sun, HP 9000, IBM - AS 400, System 36/38, 3790, Motorola, Cisco LAN - WAN

Operating Systems: Windows, NT, OS-2, UNIX, XP, Vista

Software: Novell - LAN, TCP/IP, Windows, Ethernet, MS Dynamics, SNA, Oracle, Peoplesoft, SAP, D&B Smart Stream, Argo, SharePoint MOSS, EAM, Hyperion, Reflexis, GuideWire (all suites)

Languages: Powerbuilder, Visual Basic, Java Script, C/C++

eComm Packages: Commerce One, Ariba, Clear Commerce, BMC Remedy, Open Market, Clarify, Clarity, Siebel, Vignette, Documentum, i2, Manugistics, Manhattan, Catalyst, Maximo, Sterling OMS

Expertise

Project Management

IT / Networking Communications

Global Logistics Management

Change Management

Systems Integration & Development

Customer Content

Contact this candidate