Project Manager Sales
Resume:
Stephanie Stolte – PMP / Six Sigma
Sandy, UT ****1
****************@***.***
Career Overview
Certified Project Manager with a strong background in system conversation and development. Successfully managed multiple projects simultaneously by developing project plans, budgets, schedules, change control processes, risk mitigation and communication for reporting project status to executives and key stakeholders. Build trusting relationships with clients, vendors and project teams. Ability to organize people, plans and processes to meet or exceed project and corporate objectives. Capability to lead and influence in a matrix based project team and work as a member of a diverse and geographically distributed team. Experienced leader with the ability to motivate superior performance.
Qualifications and Technical Skills
• PMP (PMI, PMBOK)
• Six Sigma Green Belt
• Lead cross-functional and cross-organizational teams located in multiple states and countries (India, China)
• Ability to diagram business processes and system workflows to streamline and eliminate unnecessary and redundant processes
• Solid/seasoned knowledge of project management methodologies (RAD, SDLC, Waterfall)
• Excellent written and verbal communication skills
• Proficient in preparing project documentation from initiation to closing processes
• Translate business requirements to technical solutions
• Monitor and communicate project progress and ensure timely and effective communication
• Develop and manage project plans to ensure scope and approach is fully understood by all stakeholders
• Microsoft Office: Word, Excel, PowerPoint, Project, Visio, SQL
• Clarity
Education and Training
• Sam Walton Development Center 2010, Bentonville, AR, Lean Six Sigma Green Belt
• Techskills 2009, Denver, CO, Linux+ & SQL certification
• Project Management Institute 2009, Denver, CO, PMP certification - #1251632
• University of Denver 1998, Denver, CO, Masters Certification in Project Management
• Carnegie Mellon Software Engineering Institute, 1992, CMM (Capability Maturity Model) certification
• Columbia College 1990, Denver, CO, Bachelor of Science
Work Experience
SR. Project Management / Financial Systems / Personal Savings II Program - American Express - Contractor – Salt Lake City, UT, March 2011 to December, 2011
Utilized FIS Software to direct the Product Configuration and Data Management & Reporting projects within the Personal Savings II program. Responsibilities included:
• Led cross-functional project teams (Business, Technologies, Data Warehouse and Vendor).
• Interfaced with the Data Architect and recommended the optimal design for the new data warehouse being implemented for reporting and analytics.
• Identified 70% of the data elements that needed to be transferred from IBS to the new Profile platform for reporting.
• Documented reporting requirements – determined if vendor “canned” reports met business needs or if custom reports needed to be designed, and ensure adhoc reports could be quickly generated for analytical purposes.
• Built positive relationships with key resources and stakeholders to foster collaboration with the team to complete project tasks and meet project timelines.
Project Manager - Direct Imports Strategy Systems - Wal-Mart – Bentonville, AR, December 2009 to March 2011
• Drove a multi-million dollar compliance system project that impacted five Direct Import Distribution Centers; automated compliance functions for classification, admissibility and operations for import products entering the U.S. (approximately $10 billion per year).
• Led a team of three project managers (business, technologies and vendor) to recommend delivering the project in two releases verses the original plan to deliver in one release. The recommendation included cost benefit analysis, aggressive timelines, deliverables, risks and resource needs. Senior leadership approved the two release approach. The project moved forward with the new timeline, budget and renewed energy. The project was extensively tracked and weekly status reports provided to update the team and stakeholders.
• Worked closely with off-shore technical teams in China and India to develop and customize the new import system to meet Wal-mart’s specifications.
• Interfaced with IT System Support to immediately resolve critical system issues and prioritize other issues needing resolution.
Project and Product Director - Tomlin Nicks – Lakewood, CO, August 2006 to May 2008
• Provided leadership, marketing, and oversight expertise for a real estate advertising agency on new product/program implementations. Responsible for developing and implementing the overall international marketing strategy for the Real Estate Gift Card product; worked closely with the team to design and deliver the product to ensure delivery schedules were met and products were designed to meet customer specifications. The product was implemented in a six-week timeframe. 1200 gift card packages were sold at an average cost of $1150 per package equaling $1,380,000 at a net profit of $560,000.
• Performed all HR and Financial duties. Implemented Quick Books for financial and budget tracking. Ensured employee payroll, vacation and time-off were reported correctly. Tracked all financial expenditures. Performed hiring and firing duties. Provided monthly and quarterly balance sheets to company officers and owners.
Project / Process Manager - Qwest Dex – Denver, CO, October 1998 to July 2006
Led teams with development and implementation responsibilities for new products impacting 1000 sales consultants in 14 states. Project managed the delivery of electronic directory products. Monitored, tracked and reported delivery problems and complaints for 300+ directories in 14 states. Managed multiple projects simultaneously
• Sales lead for a project to re-engineer existing systems that did not interface to a standard end-to-end production system. ADMOCS, an Israeli company, was selected as the vendor. Responsibilities included: identifying and scheduling internal and external resources; defining and documenting sales requirements, prioritizing enhancements for each release; identifying risks and facilitating resolutions and updating corporate leadership on project status. The first release was delivered in twelve weeks and added functionality was delivered in subsequent releases. The system was successfully implemented and is still used today.
• Led cross-functional team (sales, marketing, operations and Accenture Consulting) charged with eliminating or streamlining sales tasks to reduce the time sales consultants spent on administrative functions. The team analyzed existing processes to identify weaknesses and inefficiencies, understand performance gaps, analyze root causes to streamline and eliminate unnecessary work. Presented recommendations to senior leadership, resulting in the approval to implement two recommendations. Upon implementation, KPI’s (Key Process Indicators) were defined and tracked to ensure process changes were accomplishing project goals and driving the correct behavior throughout the affected organizations. The two recommendations decreased the amount of administrative time for each sales consultant by 16 hours per month; totally 16,000 additional hours per month
• Sales liaison on cross-functional product and operational teams to ensure the sales organization was minimally impacted during new product roll-outs. Developed and communicated new or changed processes; provided training, and ensured sales personnel focused on producing revenue not administrative functions
• Automated a report to provide the field with data on delivery problems and complaints. Secured funding to develop and maintain the report, gathered requirements from multiple organizations and users to identify data needed for tracking and reporting purposes. Updated real time results for all directories on the intranet. Delivered the final report in six weeks.
Technical Project Manager – U S WEST / Qwest – Denver, CO, January 1990 to September 1998
Managed cross-organizational and cross-functional teams to maintain, upgrade, implement, outsource and convert systems. Managed, mentored and coached a team of 46 managers responsible for maintaining, converting and supporting two large Telcordia applications (TIRKS SWITCH).
• The SWITCH team was responsible for converting a large legacy system to a new system in order to comply with federal regulations. The new system affected 12,000 users in 14 states and multiple business units. The implementation required managing business, technologies and vendor resources. This multi-million dollar project was implemented in phases over a two-year period and was closely monitored by corporate leadership. Project plan was established, timelines and deliverables were defined and results reported bi-weekly.
• The TIRKS team was responsible for maintaining and supporting a large mainframe system including scheduling and implementing software releases, maintaining the day-to-day integrity of the system and working closely with the vendor for required upgrades and additional system requirements.
• Led major staff and IT expansion project, ensuring on-time and under-budget completion. Two applications received funding for expansion and needed to add additional staff and hardware / software resources in a short period of time. Determined competencies/skills needed to fill job requirements and hired 16 new managers. Negotiated contracts with real estate for additional office space. Held an all-team meeting to review goals, roles and responsibilities and bring cohesiveness to the team.
• Program managed diverse team of cross-functional SMEs and developers, business analysts, testers and project managers to develop and deploy an interface that integrated mainframe systems to a UNIX platform for the implementation of CNUM (Customer Number).
• Spearheaded TQM (Total Quality Management) project to standardize systems, applications and organizational processes to remain competitive. Implemented CMM (Capability Maturity Model) to standardize processes, procedures and documentation throughout the systems organization. Designed an infrastructure plan to implement CMM into three departments.
• Outsourced two major billing systems with an off-shore team. Negotiated the initial contract with the vendor. Monitored budget, approved expenses, tracked progress against defined milestones, timelines and deliverables. Provided verbal and written communication on project to the customer, internal and vendor leadership. The project was implemented on time and on budget.
• Facilitated and documented post-launch reviews to identify successes and opportunities for improvement.
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