Project Manager Management

Gilbert R. Jaramillo Sr.

**** ***** **** **, ***********, NM 87114

*****************@*****.***

505-***-**** – c

Objective

To utilize my leadership and interpersonal skills along with my advanced quality and operational skills to deliver significant and sustainable results.

Position Qualification Summary

Developed Quality System (Operating System), metrics as well as a full implementation plan for annual quality efforts where 22 quality initiatives were launched and resulted in cost savings of $15 million as well as a 27% productivity improvement for NM Operations.

Developed excellent teaming with ND departments, KCNSC production agency as well as vendors to meet and exceed leadership expectations.

Received KCNSC recognition from senior leadership for effective teaming and collaboration on all ND programs.

Eleven years’ experience as operations director/manager at Public Service Company of New Mexico (PNM) and Gas Company of New Mexico (GCNM) focusing on delivery of comprehensive analysis and Lean Six Sigma financial management improvement initiatives.

Completed a full process maturity analysis for PNM and GCNM to assess where most significant opportunities exist for continuous improvement and rapid improvement events.

Provided staff management and development as PRT lead for W88 ND component leadership to deliver completed schedules 1 year in advance of schedule.

Co-lead in the development of a full comprehensive corporate management and implementation of the ND 6.x operating system as well as other operating systems at both PNM and GCNM.

Developed and implemented data analysis and statistical analysis operations team for Fact Based Management (FBM) financial decision guidance models.

Twelve years engineering, project management and IT project management experience.

Master’s in financial business administration with advanced strategic management and electronic business certifications from Stanford Graduate School of Business.

Effectively led change management practices for SNL and KCNSC for overall improvements to productivity, risk mitigation and efficiencies for nuclear deterrence programs and subcomponent design and production activities.

Implemented continuous improvement operations metrics through our corporate operating system through various events such as kaizen, rapid improvement initiatives as well as process maturity assessment efforts to identify additional improvement opportunities.

Managed annual operations construction projects for PNM in areas of construction design build projects as well as customer satisfaction improvement initiatives.

Provided Green Belt training and certifications for over 36 NM operations employees, both union and non-union personnel.

Full demonstration of success in annual progress measures relating to target financial management and efficiency savings along with full financial analysis for ROI and hurdle rates.

Led in the identification, analysis as well as execution of over 42 improvements from 2021-2025 as part of the overall strategic initiative for continuous improvement, training and efficiency objectives.

Using advanced knowledge of Visio, Minitab, Excel along with P6 project management, MS office suite tools, created and delivered briefings as well as visual aids for effectively illustrating communications for senior management and executive leadership on various financial and schedule nuclear deterrence programs.

Experience

2017 – present

Sandia National Laboratories

Nuclear Deterrence PRT Lead and Principal Project Manager

Principal project manager and lean process engineer for critical components within W88, MK21, W80-4 and B61 programs.

Successfully worked with engineering and programmatic management on W88 and W80-4 to develop and implement process improvements, RACI charts for role clarity and efficiencies to recover 180 days of negative float to first production (FPU).

Achieved 100% on-time deliveries and financial management of all W88 and W80-4 WR cable MRS deliveries through the implementation of a new processes.

Recognized by SNL and KCNSC PRT team members for leadership, motivation, and innovative approaches in managing PRT engineering teams and responsibilities.

Effectively managed cost on MK21 to identify $500K of cost variance process within system, chargebacks, inappropriate charges, and allocations.

Developed MRS delivery process map and engineering teamwork for completion of root cause analysis for cable failures for SNL and KCNSC.

Completed various Root Cause Analysis (RCA) events to identify key areas of focus for improvement events.

Full Q clearance with Sigma 15.

2015 – 2017

Lovelace Medical Center

Lean Six Sigma Black Belt, Project Manager, Process Engineer

Managed clinical business improvement and technical projects for Lovelace Medical Center (LMC).

Led development and management of project plans, budgets, and cross-functional resources team leadership for major corporate projects.

Developed analytical tools for project alignment with corporate strategy and focus.

Managed three large risk technical projects in areas of risk business improvement, data analysis and risk mitigation.

Developed and delivered comprehensive project update presentations to senior management and executive leadership.

Developed data-driven processes to assist with gathering and assessing LMC customer requirements for upcoming projects.

2011 - 2014

Sr IT Program Manager, Sr IT Project Manager, Presbyterian Healthcare Services

Sr IT project manager for PHP McKesson ClaimsXten cost savings project and IT coding system upgrade.

Lead IT team as Sr Program Manager and Sr IT Project Manager for the Affordable Care Act and Health Insurance Exchange.

Worked effectively with consultants, contractors, and internal resources to complete tasks on time and within budget.

Developed complex work breakdown structures, work packages and project plans for Presbyterian Healthcare Services and Presbyterian Health Plan projects.

Managed IT upgrade for IBM Lombardi Group Installation Process upgrade.

Provided necessary input and development into the development of the overall project plan to meet a tight deadline for RFP submittal to State of NM for Centennial Care.

2006 – 2011

Sr Project Manager & IT Project Manager, PNM & GCNM

Director of construction management workforce for distribution and transmission services.

IT Project Manager for PNM annual rate case filings and process improvement initiatives.

Successfully project managed PNM corporate and customer high-volume customer transactional projects relating to system upgrades such as Banner customer billing system and UCAD GCNM distribution logistics system.

Managed a variety of consulting and IT contracts for PNM billing, rate cases and compliance projects.

Completed several vendor/contract evaluations for software upgrade contracts.

Served as Sr Project Manager for PNM’s annual regulatory compliance filing and 2011 regulatory compliance audit.

Managed PNM renewable energy filing to include operations, IT, customer billing system upgrades and strict regulatory requirements.

Managed PNM NERC and FERC compliance filings for 2010 along with the NERC and FERC compliance audit project.

Project Manager and process improvement lead for PNM strategic planning business unit operating plans.

2000- 2006

NM Operations and Project Management/Business Improvement Director, PNM & GCNM

Managed and reported on budget of $39 million and oversaw construction operations of five directors and 139 employees (union and non-union).

Developed and received senior management approval for PNM 5-year financial/strategic and continuous improvement operations planning.

Increased operations and IT plus financial teamwork productivity by 20% utilizing Project Management skills, Six Sigma, Lean, and teaming skills.

Sr Project Manager for a $30 million PNM customer Banner billing system upgrade.

Led development of NM construction operations annual business unit and strategic planning.

Manager of PNM’s project management and business improvement office of 7 professional team members.

Achieved top 25% quartile department satisfaction scores on annual employee survey during four of the six years as PMO manager.

Developed and deployed customer products and services for commercial and technical industrial segments.

Development and implementation of innovative approaches in project management combining business improvement tools for more effectiveness with major compliance filings and key projects.

Delivered 3.7 million in annual savings through successful project management and business improvement efforts.

Education

Six Sigma Black Belt certification, Six Sigma.US (2009)

Technical Project Management Certification, ILL Institute (2013)

Six Sigma Lean expert certifications, ASQ (2004), LLC (2007)

Associate in electrical engineering, PNM Technical Training Division, (2007)

MBA, Finance & Electronic Commerce, University of Phoenix (2004)

E-Business certification, Stanford University Graduate School of Business (2002)

Six Sigma Green Belt certification, Honeywell Defense Engineering Program (2003)

Strategic Management Certification, Stanford University Graduate School of Business (1999)

B.A. in Business Administration, University of Albuquerque (1983)

References

Cynthia Begay – W-88 and W-93 Federal Program Manager, NNSA

Joshua Cofer – JTA Cables PRT Lead, NNSA

Randy Pennington – SNL PRT lead for interconnects on W88 and W80-4.

Tonya Burke – Senior Manager, Kansas City National Security Campus

Mark Aron – Mechanical Lead Engineer, Kansas City National Security Campus

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