Practitioner: OSM, Strategic Map, Balanced Scorecard, PPM and PMO Gov.

Carlos E. Brown

**** ******** **** *****

Tampa, FL 33624

Home Office: 813-***-****

Mobile: 813-***-****

e-mail: *********@*******.***

LinkedIn: http://www.linkedin.com/in/carlosb

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Executive Summary

Key Relevant Experiences:

Combined 10 years experience leading a PMO function (Consulting PMO / Enterprise PMO) at the national and international level. Well-versed in the implementation of new PMO function. Practical knowledge of CobiT IT Governance framework and IBM trained in Kaplan and Norton’s Strategy Map and Balanced Scorecard perspectives alignment.

Strategic Visioning (IT Strategy / IT Governance) - With proven ability to understand the bigger picture and translate vision into daily operations using Kaplan and Norton strategy framework by linking: Strategic Map themes, Balanced Scorecard objectives, and Action Plan initiatives / PPM programs. While employed by IBM, Cendant, Fiserv, and Gerdau Ameristeel led the development of several of the Strategy Planning components. Specifically: Strategic Map Objectives, Balanced Scorecard measurement / targets, Strategic Project Portfolio selection/screening criteria, Action/Operational Plan initiatives and associated budget using Kaplan's and Norton's Strategy Maps/Balanced Scorecard principles.

Specialties

IT Strategy

• Office of Strategy Management

• Strategic Map

• Balanced Scorecard

• Project Portfolio Management

• Program Management Office

• Program Management

• Action / Operational Plan

IT Governance

• Strategic Alignment

• Value Delivery

• Resource Management

• Risk Management

• Performance Management

Short-term goal: Lead your organization Strategic Map development. Manage, monitor, and measure the execution

of your organization Balanced Scorecard objectives, Strategic Projects Portfolio performance, and

PMO.

Long-term goal: Institutionalize, maintain, and improve your organization Strategy Planning Systems, and PMO

Governance.

Professional Experience

GuidePoint Global Advisors (Business Strategy Consulting Industry from December 2009 – present): Strategy Consulting Advisor (Project-based contract). Through phone consultations, face-to-face meetings, surveys and proprietary data products, I provide clients with Just-in-Time customized information solutions they need to make informed decisions…Specifically, in the areas of Strategy Planning Process, PMO Governance Model, and CORE Banking Systems Solution. Guidepoint Global clients are investment managers and other firms who perform independent portfolio investment research (i.e. BIAN & Company). http://www.guidepointglobaladvisors.com/

Gerdau-AmeriSteel (Mining Industry from September 2008 – May 2009): Director, IT PMO and Resources – Led Strategic Map development, and PPM alignment. Provided strategic program/objective mapping guidance using Kaplan's and Norton's Strategy Maps/Balanced Scorecard principles. Responsibility included Demand/Supply Planning; Project Performance, Methodology, and PMO Governance. Led the creation, management, and maturity of the organization IT PMO to include resources, processes, and associated tools. In 90 days delivered: IT PMO maturity roadmap, timely hired skilled PMO resources, addressed and reconciled run-away projects (troubled projects), designed a PM career development training program, and enforced basic PM processes / procedures (toll-gate process). Championed short-term initiatives reduced percent of late projects (project with issues) by 70% within 90 days. Interacted with SharePoint collaborative tool. Led a team of: 14 PMs, PMO support staff (project scheduler, financial analyst, PMO tools technicians), and Resource Manager.

FISERV - CBS Division (Financial Services Software Industry from October 2007 – September 2008): Director – LATAM Region Implementation Services for Fiserv- CBS Division – Led the Financial Services Organization regional PMO/PM staff. Accountable for RFP estimates, PM/PMO Methodology, customer solution proposed rollout plan, and account revenue growth. Also, responsible for managing regional CBS-LATAM client-facing relationships. Successes include: 1) documented current state of the PMO/PM function and existing gaps; 2) Introduced a PMBOK based project management methodology required to evolve the PMO/PM to the next level of effectiveness/efficiency; 3) In collaboration with HR led the design and rolled-out the PM discipline Training Needs Assessment, and Career Development processes/roadmap with related tools; 4) Tasked with the 2008-LATAM Operational Plan daily management, monitoring, execution, KPI/metrics tracking and dashboards; 5) Developed monthly metrics reporting process; 6) Tracked resource utilization, defined and reported appropriate metrics. Direct reports include: 5 LATAM regional PMs. LATAM customers were financial institutions with asset size in the range of $200 million to $3 billion.

Cendant – CTRG (Hospitality IT Industry from Feb 2004 – September 2007): Manager, PMO – Led the establishment of the organization Program Management Office. Recommended, developed, launched and managed the organization IT Strategy Model: Strategy Planning (CobiT framework), Strategic Map development, PPM alignment, and PMO Governance. Responsible for PMO Capability Maturity Model (CMM) Level-2 progression and SDLC SOX-404 control activities. Proposed, developed and Implemented the PMO framework by: establishing a repository of best practices and templates, seamlessly integrating the SDLC, and PMLC processes, formalized the Project Change Management process, partnered with IT Leadership to rollout the Project Portfolio Management process, institutionalized IT financial performance reporting (Dashboards and Scorecards), and introduced formal resource management reporting. The above results led to the successfully implementation of PMO procedures to include financial data identification and reporting, resource capacity/capability requirements and schedule impacts of projects, 2006 SOX-404 (Sarbanes Oxley) control activities audit adherence, and better planning of projects to ensure required skills yielding successful completion of +85% of Enterprise programs/projects on time and on budget within identified scope. Long-term results: Partnered with IT Leadership to establish formal IT Governance Model and processes, and continue to assist in rolling out Service Area/Skills Based Areas of Excellence within IT. Exposure to SharePoint, ReqPro, ClearCase, ClearQuest, and NIKU/Clarity collaborative tools. Directly supervised 3 PMO staff members. Matrix supervision of 15 PMs (functional managers direct reports).

Quantum Technology Services, Inc. (Government Service Contract Industry from Nov 2002 - Dec 2003): Program Manager (1-year government contract). Tasked to lead and manage the design, and development of the transfer function from R&D into the automated Computer Intelligence (CI based) Test Tool Application finished product that enabled substantial reduction of cost and improved the development schedule and reliability of large-scale systems. The new tool design and development efforts were conducted using structured Software Development Life Cycle (SDLC) methodology, Java and Oracle 9i. This engagement was sponsored by the Space and Naval Warfare Systems Command in partnership between the University of South Florida National Institute for Systems Test and Productivity (NISTP) and Quantum Technology Services, Inc. Exposure to RUP, UML, and Neural Networks. Directly supervised (1-Enterprise Architect, 1-System Analyst, 7 PhD students and 4 military personnel).

Work Experiences at IBM Global Services (Technology Consulting Industry from Jul 1997 – Jan 2002):

November 1998 - Jan 2002: Project Executive- Responsible for the management of IT Strategy Consulting (Cobit Framework driven), ERP and Solutions Delivery Portfolio. Tasked with the management of several leading-edge e-Business complex and custom enterprise solutions involving systems/network/ business/application integration. Solutions impacted B2B & B2C web applications. These custom/complex solutions involved review of solution architecture, migration of legacy systems to new technology; steady-state support (24/7). Overall responsibility for P&L, solution pricing, customer billing, ‘C’ level customer relationship, and identification of engagement add-on opportunities, business strategies definition, and customer relationship/satisfaction. Managed a remote consulting staff: Delivery Project Executives, Client Solution Executive, Transition PMs, Technical Support Managers and Service Delivery Teams. Responsible for reporting staff annual MBO. Exposure to: Activity Based Costing, Economic Value Added, and Total Cost of Ownership and Earned Value. Wisely applied new technology principles and architecture to cut cost, and increase operating environment security. Realized an average of 20% annual portfolio revenue growth in ‘99 and ‘00.

November 1998 - May 1999: Provided Program Management multi-projects skills to drive requirements and customer systems integration solutions through IBM Managed Operations, Delivery, and Professional Services Organizations. Network integration entailed activities from Pre-Sales throughout Steady State. Responsibilities included P&L, creation of the PMO Governance initiatives, methods, processes, and support tools. Led the management of projects Solution Definition and SLA for groups of projects (Bloomberg Financial, Pharmaceutical-RETEK, SAP, JD Edwards, PeopleSoft, CRM). Defined and prepared SOW requirements needed to successfully start and managed the implementation of the approved enterprise business solutions. Established and maintained ‘C’ level relationships, creation of proposal and SOW, developed operating budget, and managed/mentored cross-functional teams (5-managers, 27 technicians). Exposure to: Activity Based Costing, Economic Value Added, Total Cost of Ownership and Earned Value.

October 1997 - May 1999: International Program Manager for a multi-million dollar e-Business complex project with Citibank Latin America (Cash Management and financial revenue analysis software). This engagement involved 21 Latin American and Caribbean countries (LATAM matrix organization). Directly responsible for the P&L financial status, a staff of 21 IBM and General Business Machine (GBM) Latin American Project Managers plus 210 regional technicians. Responsibilities included communications and coordination with local country IBM and Citibank executives, International engagement PMO set-up/management, and international remote resource deployment management. Supported activities to develop and maintain client relationships. Became well versed in the handling of international monetary billing system (challenges), associated tax values, IBM Consolidated Billing Offering and IBM International Customer Agreement Contracts. This project received an IBM Champions Award Nomination in 1998.

July 1997 - September 1997: Test Manager (QA) for a retail sporting shoes and apparel warehousing/distribution center project for FILA Sports. Directly responsible for leading the IBM test team (9 – members) during the definition of the project test strategy/plan/metrics, directed the testing efforts of hardware and software to include system integration, database resource utilization/capacity, and point-of-sale major functions. FILA Sports required the basic SAP functionality be modified to accommodate specific warehousing/inventory requirement method. These changes were also identified in the ABAP (Advanced Business Application Programming) code. The successful testing results of this solution enhanced FILA Sports enterprise capabilities.

Consulting Experiences:

- Pacific Bell (Telecom Industry from February 1997 - July 1997): Telecom Interim Director (6-months contract) for a telecom monopoly conversion program with Pacific Bell. Responsible for assigned projects P&L, leadership and business analysis in support of interdepartmental projects in order to meet PUC C/FCC mandated regulatory requirements and compliance delivery dates. Reviewed business requirements with internal customers, generated associated project plan, and implemented associated service request. In addition, rendered expertise in the areas of meet point billing, POTS, access billing, systems requirements analysis, testing, QA, and Six Sigma supported by Pacific Bell Generic Contract Estimating Tool, and Microsoft Project. Directly responsible for a staff of one systems manager, two project leads, and nine analysts.

- VW of Brazil (Automobile/Warehousing/Transportation/Logistics Industry from August 1996 - February 1997): Director of Project Management (6-months contract) for the deployment of a complex multi-million dollar automotive manufacturing, supply-chain warehousing, logistics, and JIT application project in Sao Paulo, Brazil for Volkswagen (VW) of Brazil. Managed 10 exempt/non-exempt employees and 47 consultants. Overall P&L responsibility, PMO set-up and management, re-engineering of several business functions. This effort included establishing project scope, cost, scheduling, implementation activities, and end-users training. Assisted the VW of Brazil Six Sigma Champion in the selection of the Six Sigma projects, forming the team, developing the Charter, training the team, performing a pilot DMAIC and implementing the first solution using DMAIC. A sensitive and vital part of the engagement involved the application of global management, and interpersonal skills to bridge the communication protocol among the four international management teams (USA, Brazil, Germany and Argentina). To mitigate this risk/issue, developed a successful communication plan that linked and harmonized members of the matrix organizations. Project control was achieved using Primavera (Sure-Track) and MS-Project.

Work Experiences at GTE (Telecom, and Government Industry from May 1988 – Jul 1996): Software Engineer (Product Development) at GTE Government Systems. Responsibilities included the design and development of several real time system software sub-applications: NOTEPAD, DICTIONARY and HELP in support of the GIS (Geographic Information System). These sub-applications were designed and developed using Object Oriented Design (OOD) approach and DOD (Department of Defense) Methodology, ADA, C, UNIX and supported by RDBMS (Relational Database Design Management System) Methodology. Also, performed Software Quality Control (QC) Project Management activities for the system test phase of a new international Telecommunication-billing project Commercial Billing Systems Services (CBSS) for Portugal and Venezuela national telecom. Responsibilities included system test deliverables, system test environment setup, test phase project lead. Control of this project was rendered through Summit-D Methodology, ABT Project Workbench, ACCESS, and COBOL, CICS/DB2, JCL, and VSAM operating environment. Exposure to ISO900.

Education and Certifications

ITIL Foundation Certification (June 2006)

PMI Certified (January 1999)

IBM Certified Project Executive (December 1999)

B.S., Mathematics (Honors: Magna-Cum-Laude), St. Augustine’s College

Member of WHO’s WHO Among Students in American Universities and Colleges

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