Lee R. Velasco 908-***-****

*** ****** **** qj92j2@r.postjobfree.com

Neshanic Station, NJ 08853 http://www.linkedin.com/in/leevelasco

SUMMARY

DIRECTED AND MANAGED MULTIPLE PROJECTS, STAFF AND VENDORS

Rapid career progression in the Computer Information Technology, Management and Consulting fields. Experience with Portfolio Management and in forming, creating and promoting from the ground up a Program Management Office (PMO). Wide experience managing projects and staff. Managed staff varying from 3 to 173 professionals in a large range of industries and technical environments. Mentored and supported staff. Managed and controlled major infrastructure, business development and conversion projects. Communicated effectively with management, business partners, vendors, peers and staff. Discerned user’s needs and requirements. Earned reputation for inspiring, organizing, and controlling teams to deliver quality work, on time, and within budget. Included internal checks and controls for process and system integrity. Kept projects on track and retained allotted resources.

Portfolio Management

Source Suppliers

Outsourcing and Vendors

Oversee Projects and Budgets

Staffing, Evaluation and Mentoring Program Management Office (PMO)

PMI, PMP Certified

Curb Project Creep

User Satisfaction

Current with HW/SW Systems

Areas of strength: Portfolio/Program management, business re-engineering, benefits realization, strategic/tactical decisions, hiring/mentoring staff, budget management and overall leadership.

PROFESSIONAL EXPERIENCE

ADECCO, 1 Executive Drive, Somerset, NJ, Consultant 4/2011 – 12/2011

Consultant / Senior Project Manager for Verizon Wireless from 4/11 to 12/11

Managed governance of project portfolio, staff and external customers in matrix organization.

• Governed and managed umbrella of projects for OnStar / Verizon Wireless. Managed the customer relationship between OnStar and Verizon Wireless

• Coordinated and directed across multifunctional lines

New York Life Insurance Company, New York, NY, AVP 1/2001 – 2/2011

Managed project portfolio, staff and vendors in matrix organization with multimillion dollar budgets.

• Directed Oracle 9i to 10G upgrade throughout the network that increased speed and reduced errors in the system

• Led the implementation and deployment of Network Access Control (NAC) System which improved network security

• Controlled installation of Wide Area Acceleration Servers which improved transmission speed of data for business partners

Formed and created a PMO from the ground up.

• Established and provided consistent standards and tools for managing projects which resulted in raised efficiencies

• Coached / mentored CVPs, AVPs and Project Managers on how to follow standards resulting in improved quality and shortened lead time

• Drove consistent project execution process for tracking, reporting and measuring (metrics) for an increased return on investment (ROI). Completed 802 projects out of 576 expected to complete in a year, giving a 1 to1.39 ratio advantage or 39% increase in project completion productivity

Computer Horizons Corp., Mountain Lakes, NJ, Consultant 4/1998 – 12/2000

Consultant / Engagement Manager for AT&T from 4/99 to 12/00

Managed Y2K conversion of 55 million lines of code in 173 departments across country. Conversion included Legacy Systems (Online and Batch), UNIX, Middleware, PCs, Laptops, Internet, Intranet and WEB applications.

• Managed 173 different AT&T managers across country

• Managed 2 different vendors, Information Balance in Canada and Reasoning in California

• Coordinated and directed across multifunctional lines. Defined budget and hired staff as needed

Consultant / Engagement Manager for Prudential from 4/98 to 4/99

Managed 5 conversion projects ranging in scope from 616K LOC to 23 million LOC. One project was done at the Millville facility in New Jersey and the other 4 were done at the Roseland facility in New Jersey. Conversion included Legacy Systems (Online and Batch), UNIX, Middleware, PCs, Laptops, Internet, Intranet and WEB applications.

• Hired and directed staff ranging from 3 to 20 professionals

• Managed multiple projects such as tracking inventory, construction, renovation, testing, implementation and deployment of various insurance applications across multifunctional lines. Defined budget and kept budget on track

MS Millennium, Somerset, NJ, Consultant 10/1997 – 4/1998

Consultant / Engagement Manager for Ullico from 1/98 to 4/98

Managed conversion of 6 million LOC for back-end transaction posting. Project was done at two different sites. Analysis, construction and renovation were done in our Somerset facility in New Jersey. Testing, quality assurance and implementation were done in Washington DC. Conversion included Legacy Systems (Online and Batch), UNIX, Middleware, PCs, Laptops, Internet, Intranet and WEB applications.

• Managed and directed a staff of 22 professionals, 6 of them at client site in Washington D.C.

• Defined budget and hired staff

Consultant/Engagement Manager for the Jacksonville Board of Ed. from 10/97 to 1/98

Created mainframe download to server and provided a UNIX based PC access with update and retrieval capabilities from server to PCs. This was a teacher student class grading system. Ensured system was compliant. Project took place in Jacksonville, Mississippi. Conversion included Legacy Systems, UNIX, Middleware, LAN Servers, PCs and Laptops.

• Managed and directed a staff of 6 professionals, 2 of them at client site in Jacksonville, Mississippi

• Defined budget and hired staff

American International Group, Inc., New York, NY, Project Manager 9/1996 – 10/1997

Managed production support, maintenance and development of Underwriting Processing System (UPS). System included Legacy Systems (Online and Batch), UNIX, Middleware, LAN Server, GUI Interface, PCs and Laptops. Managed and directed staffs of 5 and 35 professionals in two different outsourcing firms, ISI in Atlanta and Syntel in North Carolina.

• Reviewed, changed and accepted statements of work from both ISI and Syntel resulting in budget savings

• Defined budget, hired staff and made recommendations to accept or decline staff being provided by both consulting firms thereby forcing improved methods and enhanced operations

• Mandated to outsourcing managers that a project life cycle methodology be used at all times. No program change was permitted to go in production without proper quality assurance testing and final signed approval resulting in increased customer satisfaction

• Influenced and demanded proof of validation, verification and program correctness from outsourcing groups which improved quality of work

Metropolitan Life Insurance Co., New York, NY, Project Manager 3/1990 – 9/1996

Directed a staff of 8 professionals. Managed production support, maintenance and development of their Metfacs Processing System (MPS). System was a back-end processing system for all debits and credits coming in daily into our database. System included Legacy Systems (Online and Batch), UNIX, Middleware, LAN Server, GUI Interface, PCs and Laptops. Directed multiple projects such as pre-directory, directory, reformat and metfacs systems. Helped define budget.

• Initiated and became directly involved in forming a task force to create a write up on Quality Assurance (QA). This became a book and a new methodology for Metropolitan Life. It became a book with all rights reserved, titled: APPLICATION TESTING GUIDE – A GUIDE FOR PROGRAMMERS. This resulted in bullet proofing all developed systems and reduced down time

• Sourced, selected and oversaw installation of vendor packages. Researched, reviewed and accepted software packages for purchase and installation: VISIO, FLOWCHARTING III, TAO, MS Project, Excel, EMC2, E-mail, Windows NT and PowerPoint. This resulted in eliminating unnecessary procedures and increasing productivity

Goldman Sachs, New York, NY, Project Lead 8/1984 – 3/1990

Managed production support, maintenance and development of Automatic Payment System (APS). Application was a stock settlement tracking system that produced payment tickets and kept track of balances in Cash Account database and Open Item database. System included Legacy Systems (Online and Batch). Managed and directed a staff of 6 professionals and helped define budget.

• Managed and developed modifications to Transaction Entry System to meet needs of multiple internal clients trading on the New York and American Stock Exchanges

• Converted from Burroughs to IBM the Customer Confirmation Correspondence, GNMA Clearance, Dividend, Holiday Exchange and International Shift Quality Systems

• Analyzed vendor software such as LOANET and BLEND to comply with end-user requirements to develop a new market for stock borrowing and stock lending. Selected, installed, customized and supported LOANET software to increase profitability when stock borrowing and stock lending

Unified Information Systems, New York, NY, Senior Appl. Programmer 4/1981 – 8/1984

Pinpoint Marketing, Inc., New York, NY, Application Programmer 9/1979 – 4/1981

HARDWARE AND SOFTWARE EXPOSURE

PC: Windows NT, Windows 95, Windows 98, Windows 2000, Windows Vista, Extra, Flowcharting III, Visio, Workbench, MS Project, EXCEL, PowerPoint, Adobe, Access, Word Perfect, E-Mail, Remedy, Agility and Lotus Notes.

WEB/PC: Internet, Intranet, E-Mail, C, C++, VB, JAVA, Solaris, FOCUS, SAS, Easytrieve, Corba and HTML.

IBM: TSO/ISPF/SDSF, VM, COBOL, COBOL II, IDMS, VSAM, JCL, JOB, CICS, MVS/XA, SQL, DB2, BAL (Assembler), PL1, RPG, FORTRAN, GSERV, PROFS, GUI, UNIX and Utilities.

Burroughs: CANDE, WFL, COBOL, DMSII, ISAM, GEMCOS, MCP, NDL, and Utilities.

Honeywell: COBOL and MSR.

EDUCATION / CERTIFICATIONS

City College of New York, BA, 1979

Albert Merrill School, Certificate, Data Processing – Computer Programming, 1980

Project Management Institute – PMP Certified # 76533, 2003

OPTIONAL INFORMATION

PMI Member since 2002

Foreign Language Fluency: Spanish

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