IT Project Manager

Cory Wetterau

****.********@*****.*** 484-***-**** Coopersburg, PA

OBJECTIVE

Seeking a challenging and rewarding role as a Project Manager, utilizing extensive experience, strong communication, technical, and collaborative skills to ensure the successful delivery of large-scale, complex projects from concept to completion, aligning IT strategies with business objectives. SUMMARY

A highly experienced IT professional with over 20 years in the field, specializing in project management, infrastructure, and operations. Proven ability to manage complex, business-critical projects from inception to delivery, with a focus on minimizing disruption and maximizing ROI. Adept at leading cross-functional teams, managing budgets, and ensuring projects are completed on time, within scope, and within budget. Possesses a strong understanding of ITIL methodologies, and certified as a ScrumMaster. A proactive problem-solver with a track record of implementing innovative IT solutions. CORE COMPETENCIES

● Project Management: Proficient in both Agile and Waterfall methodologies, with experience managing multiple projects simultaneously.

● IT Infrastructure & Security: Deep understanding of data center operations, network routing, disaster recovery, and business continuity planning.

● Change & Risk Management: Skilled in identifying project risks and developing mitigation strategies. Proven ability to manage change effectively, ensuring smooth transitions with minimal business disruption.

● Team Leadership & Collaboration: Strong leadership skills with the ability to motivate and manage cross-functional teams, and collaborate with stakeholders, developers, and consultants.

● Budgeting & Financial Management: Experience developing and managing project budgets.

● Vendor Management: Managed multiple vendors with separate Statements of Work.

● Compliance: Experience with SOX, HIPAA, ISO, SAS-70 & PCI compliancy.

● ERP Implementation & Management: Experience managing ERP implementations/conversions, with systems such as Infor, Microsoft Dynamics, and SAP. PROFESSIONAL EXPERIENCE

Program / Project Manager Brentwood Industries / CBTS January 2024 – February 2025

● Managed an ERP transition from Infor Syteline 8 to Infor's multi-tenant cloud ERP suite, creating a blueprint for the first site and a 3-year roadmap for 12 global manufacturing sites.

● Led a highly strategic re-implementation, realigning business processes to industry best practices. IT Project Manager Rentokil North America March 2015 – May 2023

● Managed the scope, schedule, and budget for multiple projects concurrently using Agile and Waterfall methodologies.

● Directed the design, enhancement, testing, and launch of several strategic IT infrastructure initiatives, minimizing business disruption.

● Managed systems integration for mergers and acquisitions.

● Led the migration of two disparate warehouse management systems to a single ERP instance for the Canadian distribution business, including 8 integrations and managing 6 vendors.

● Managed a $400k SD-WAN rollout across 120 locations, projecting $2 million in annual savings. Network Supervisor of Systems Rentokil North America September 2013 – March 2015

● Supervised a team of Network Administrators, ensuring system availability and service delivery.

● Directed the technical aspects of a migration to Google Mail and Apps, including MX record cutover and scripting.

● Oversaw the move of the primary data center off-hours. Independent Consultant Rentokil North America March 2012 – August 2013

● Implemented infrastructure projects, utilizing SNMP for enhanced alerting and reporting.

● Automated SharePoint changes using STADM scripting.

● Managed the migration of workstations and servers to the corporate AD domain using PowerShell scripts. Application Hosting Manager Personnel Data Systems, Inc. January 2011 – February 2012

● Managed application hosting operations, executing payroll, interfacing, and system needs.

● Coordinated daily plans, process design, and maintenance/support of databases and application environments.

● Provided HRMS expertise, secure interfacing, system reporting, and RDBMS management. Project Manager Infradapt, LLC November 2009 – December 2010

● Transitioned customers from sales to support, ensuring contractual obligations were met.

● Built and supported cloud solutions for voice and data.

● Developed an RFP to guide a high-growth international organization in choosing a new ERP system.

● Managed TriGeo for network security and internal IT processes in support of GLB audits.

● Planned and managed physical moves of IT systems to a new single office. Manager, Information Systems Crayola LLC September 2007 – December 2008

● Evaluated hosted data center options for a complete SAP system and analyzed the ROI.

● Managed contracts to transition away from mainframe systems and implemented an ITIL-based service desk model.

● Redesigned point-of-sale systems to comply with PCI regulations.

● Implemented green initiatives in the data center. Manager of Databases and Disaster Recovery Planning Teleflex Inc. December 2005 – May 2007

● Developed and implemented a disaster recovery plan covering over 100 application servers and a global VPN infrastructure.

● Established a standard framework for business continuity in over 50 data centers.

● Provided strategic planning for a database architecture to meet SLAs.. HRIS Project Manager Teleflex Inc. October 2000 – December 2005

● Consolidated 12 non-integrated HRIS and payroll system from different platforms into a central system.

● Established a common conversion framework for efficient system integration.

● Managed over 35 conversion projects and 22 application development initiatives.

● Led the automated interfacing of benefits vendors and enabled online open enrollment.

● Restructured operations to support SOX initiatives. EDUCATION

● University of Phoenix – M.B.A. in Technology Management

● Penn State University – B.S. in Management Information Systems CERTIFICATIONS

● Certified ScrumMaster

● ITIL Foundation in IT Service Management

The following is a brief recap of some of the more significant projects I led during my time as an IT Project Manager for Rentokil, starting in 2015, utilizing various tools like SmartSheets, Wrike, Monday.com, MS Project, Google Sheets, and even Excel to track and manage using a mix of Waterfall and Agile methodologies.

● UltiPro Implementation

Managed the vendor selection process and migration from a pure payroll system, and outsourced benefits provider solution to a full HRIS SaaS solution for all of North America (approx 1200 employees), with interfaces built for 8 external vendors, and 6 internal systems (including WorkDay which was used by Rentokil Global, and was part of the vendor selection process) - effectively creating HR Master data for the organization to utilize where there was little to none before.

● ServiceNow CMDB Enhancements

Following the HR Master data feed implementation from UltiPro into ServiceNow, took on a new project to further enhance asset management and CMDB functionality by collecting data on all IT assets from a variety of sources, and establishing rules to cleanse that data for import, thus providing a single record of ‘real-time truth’ of what’s connected to the network within ServiceNow.

● SD-WAN / Velocloud Rollout

Managed the rollout of SD-WAN as the new standard for secured remote office connectivity to the internet, and corporate data centers. This $400k investment for 120 locations was projected to reap $2 million in annual savings once completed, mostly due to the replacement of MPLS circuits with Broadband. These projected savings were well surpassed as the existing footprint of locations continued to grow and change due to both acquisition and office merger activities.

● Citrix Upgrade

Worked with the Global Architecture and NA Support Teams to seamlessly manage, with no downtime, the upgrade of the existing Citrix 4.5 Farm (Win 2003R2) to XenApp for Win Server 2008R2 (ver. 6.5), which consisted of over 70 servers, supporting 1500 total users (400 concurrent on average), and over 100 applications. This transition had to be carefully coordinated, thoroughly tested, and approved for deployment, department by department across the entire organization. It was done successfully through the use of a website I built to help manage the project by displaying and communicating the status of every application, general FAQs, as well as a mechanism to gather feedback/issues for the project team to resolve, so as to not overwhelm the helpdesk, and BAU resources.

● Office Moves

Was the dedicated IT PM for all office moves and mergers in North America, managing the procurement of circuits, office wiring, network build out and installation of all associated IT equipment, as required for the office to properly operate. This required careful coordination with several vendors, internal departments, and managing expectations through constant communication with the local management teams. This eventually grew into a full time position which I trained and transitioned (twice) to other Junior PMs.

● Aerohive / WiFi version 6

Managed the rollout of Aerohive and WiFi 6 as a proof of concept to 3 large corporate offices, before incorporating it as the new standard for WiFi deployments for all offices, in conjunction with Velocloud, and any new office build outs.

● Windows End of Life

Managed the transition and removal of approximately 200 Windows 2003 and 2008 servers from the North America data center. While this was primarily a security driven initiative, it involved working with many application service owners, vendors and business users to determine the best path forward. This included the installation, reconfiguration, testing, and properly governed deployment of those applications from new 2016/2019 servers - in addition to splitting Production from Test and Dev environments, where they were not split before, and in many cases, Test and Dev environments were non-existent.

● PestPac to OnGuard

This project was a true application development project, working with an external vendor to develop a feed from our operational system, to our credit collections systems, containing all customers and invoices containing “Open A/R”. While this was simple in concept, the project team lacked a strong BA or Application Service Owner that was able to clearly articulate the business requirements into technical requirements for the vendor to deliver. To succeed, I ended up working more closely with our business SME, and the developer to fill that gap, and deliver that project on a reset timeline.

● Sales & Lead Exec / SaaS Implementation

This was a very straight forward SaaS Implementation, to place APIs on all of our customer facing websites that collect customer lead data, funnel it into SalesForce, and to the appropriate sales team. Through this implementation, we were able to increase our response time on leads from days to an average of 10 minutes or less, and our overall customer conversion rate on new leads by 25%.

● Podium / SaaS Implementation

Managed another key strategic win for our Sales and Marketing departments through the implementation of Podium by increasing website traffic from Google by over 20%, increasing the number of Google reviews 5-10 fold, and driving the average rating across all locations from a mere 1.8 to over 3.6 in a matter of 3 months by elevating the customer experience.

● Move to MS Dynamics / Navision for the entire Canadian Distribution Business

This project was perhaps the largest in overall scope, and number of resources I needed to work with. The objective, to legally merge, and collapse our two existing distribution businesses in Canada, moving them off of their legacy warehouse management systems, to a single, full ERP system with 8 additional integrations that had to be built to pass business critical data to other systems. In total, this meant 6 separate SOWs to obtain and get approved, and of course, 6 different vendors with different timelines to manage, yet keep aligned with ‘the big picture’. My project plan was well over 1000 lines of tasks to manage across more than 70 different resources. This meant I needed to spend considerable time and effort, both summarizing our status weekly at an Executive Level, and breaking the overall timeline down for the various targeted audiences, into smaller ‘chunks’ that could be more easily digested, and followed. Fortunately, I was able to see this project through in its entirety, and while there were some minor setbacks, we were able to manage those risks and implement solid mitigation strategies that enabled a successful launch at the end of Q1, 2023.

Thank you for your time and attention.

Sincerely,

Cory

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