Professional Summary:

A Program Manager and PMO Specialist with strong technology, business solution and process optimization delivery experience and expertise. More than 20+ years of project management, business analysis, process improvement and implementation experience. Experienced in building deep client relationships via “Trusted-Advisor” and “Solution Architect” roles. Much experience with small, medium and large scale projects and PMO consulting throughout all industry verticals. Solid project leadership skills and the ability to build, recruit, develop, motivate and manage high impact project teams, ensure high client satisfaction & repeat business. PMP Certified: 1208277, APICS CSCP Certified and pursuing PMI PgMP Certification.

Experience:

Confidential,Mountain View, CA 94043

Position: Sr. Program Manager / Sr. Project Manager June 2008 Present

STRATEGIC RESPONSIBILITIES:
Provide SAP program/project management leadership and expertise to Fortune 500 Clients that are engaged in high impact and complex SAP APO, BI IP and supply chain initiatives. Focusing in Semi-Conductor, High Tech, CPG, Automotive, Apparel, Manufacturing, Energy and Software Industries.

Assisting clients to align their project initiatives with that of the organizations overall strategic goals and market direction. Heavily aligned and engaged with Client’s Project Organization and PMO.

Engage clients with PMO organizational alignment of projects, portfolio and business strategies, process and project management maturity and capability models, PMO and business practices: structure, methods and standards. Assess organizational PMO maturity, design organization-wide change management and PMO transformation strategies.

PMO Clients: LSI International, Agere Systems, Clorox Corporation, Nike, RIM (Canada), Unilever, Whirlpool, Nestle, Palm, etc.

Establishing PMO’s for clients that have not been able to move to a PMO model due to not possessing the appropriate in-house knowledge and/or capabilities, leveraging the wrong program/project management and tracking technology, leveraging wrong project methodologies and not having the right program/project management and/or project portfolio employee skill-sets.

Provide expertise, support and execution of SAP ASAP Accelerated Methodology, Bristlecone’s SAP ASAP Rapid Implementation version with that of PMI Project Management Framework, Processes and Best Practices.

Managing 3-4 projects at any given time ranging from $30M - $40M, managing on-shore and off-shore project teams in the range of 15 on the low and approx. 95 on the high end; average
project portfolio of $35M at any given time. Manage projects via MS2007 Project Server and Sharepoint.

Responsible for the course design/development, training materials and training execution of Program & Project Management Foundation and Advance Courses/Sessions throughout the Bristlecone organization. Moreover executed training sessions and instructed Bristlecone’s Project Organization in PMI PMP course materials and PMP Exam preparation and readiness.

Tasks with transitioning Bristlecone to more of a project-centric delivery model instead of a staff augmentation/subcontracting model through informing, educating and delivering large scale SAP implementations.

Key Results:
Successfully managed and delivered SAP APO related projects consisting of FICO, GTS, SNP, FTP, OTC, DP, CRM, SRM, SD, PP and MM, all international projects.

Designed and developed Bristlecone version of SAP ASAP Rapid Implementation Methodology for Semi-Conductor and other Industry Verticals. Enabling Client’s to realize an SAP All-In-One implementation from a traditional 9 months to that of a 4 month implementation. Rapid Implementation solution/templates built and made available in SAP SolMan.

Provide clients with PMO assistance, best practices and PMI process foundation for change management, issues escalation/resolutions, change control, risk management planning, risk mitigation, contingency planning, communication management, (EVA) Earned Value Analysis, Cost Benefit, Break Even & ROI Analysis.

Confdiential,Northbrook, IL 60062

Position: Sr. Program Manager November 2006 June 2008

STRATEGIC RESPONSIBILITIES:
Tasked with executing the role, responsibilities and project portfolio of Project Manager and Program Manager managing an average of 4-6 projects at any given time.

Was a chairperson residing on Allstate’s PMO Board and responsible for strategically moving Allstate to a project-based organization/model through PMI OP3 strategies, PMI and industry best practices.

Evaluating existing program/project policies, procedures and processes in order to reset and re-align Allstate strategic project activities with mission and goals of the Allstate PMO.

Responsible for managing small, medium to large complex project spanning one to many and multiple business areas. Most current projects are 3 inter-related SAP Projects: 1) SAP BW upgrade from BW 3.5 to BI 7.0, 2) HR BPO cube expansion project, 3) SAP BI/IP project that replaces Allstate’s homegrown Enterprise Expense Management Application which has been deployed throughout 15 business areas at Allstate.

Projects include process evaluations, redesigns and optimizations which include: SOX 404, 303 & compliance processes and best practices, process optimizations via application technology implementations and Allstate Project Management Process Framework rollout and optimization (claims, expense planning/forecasting & allocations, cost management, procurement & real estate & construction).

Responsible for the management and execution of overall pursuit and project delivery of business and technology projects that include project scope, timelines, resources, budget, risk and risk mitigation, issues, estimating, relationships, communication planning/execution utilizing Allstate PMF framework, PMI PMBOK concepts and best practices, SDLC methodology, tools and QA/QC processes, process improvements, business transitioning via MS Projects, Project Server & Sharepoint.

Interactions, communications and project activities across Allstate Enterprise engaged with Director-level down to project professional/consultants, project steering committees,
outside consulting firms, software/hardware vendors, outsourcing (off-shore & on-shore) firms as well as Allstate selected vendor list.

Responsible for leading, coaching, mentoring, building and directing high impact project teams. To direct and guide project team and ensure focus on the project goals, milestones,
deliverables and client requirements that are in scope and acknowledged in the project charter, project scope statement, project management plan and the formal project plan.

All projects are executed, monitored and controlled via project lifecycle process: Project initiation, planning, execution, control and close. Responsible for performance reporting communications and models: Earned Value Analysis, Cost Benefit Analysis and Project Estimating Models.

Lead and facilitate informational gathering sessions as well as requirements gathering, solutions conceptual designs/analysis whether technical or functional, associated document management tasks, information distribution whether verbal/written and leverage influence and collaborative style to secure quality information, client/team participation, neutralize negative creative conflict and a high impact decision making environment.

Key Results:
Delivered the following projects: Currently PM on SAP BI IP Project that included 15 business areas; SAP BI upgrade; SAP HR BPO cube expansion; Replacement of Property Tax Vended Application (PTMS); implementation of document management application (Mobius); outsource application re-write from VM to .NET w/ Syntel; current PM on SQL 2005 migration of FSA application inventory (25 apps); SOX assessment analysis and process strategy; CERTUS upgrade; Hyperion infrastructure consolidation and DR/BR Recovery strategy & planning.

All projects (approx. 10) over the past year have been delivered on time, under budget with money banked; with high quality deliverables with client sign-off on all projects; high client and project team satisfaction with deep relationships built; provided project leadership,
coaching and mentoring throughout each project and contributions made in terms of reusable project tools, templates and project estimating models.

Participated in the design and development of the formal Allstate Project/Program Management Training Program called PMAP with Enterprise Portfolio Management. Member and participant on the core team of the Allstate Project Management Community Board.

Confdiential,Washington DC 20006

Position:Sr. Program / Project Manager Business & Technology Solutions February 2001- November 2006

STRATEGIC RESPONSIBILITIES:
PMO assessment, design, build and optimizations for organizations such Northern Trust, Best Foods, Littlefuse, Inc., Clopay Door Manufacturers, Allstate Insurance, Allen-Bradley, Rockwell Automation (US & Canada), etc. leveraging PMI OP3 and industry best practices.

Review clients program, portfolio and project PMO policies, procedures, compliance and governance processes and controls. Areas such as risk management, contingency planning, project/program budgeting and financials, strategic project prioritization and funding requirements per fiscal year.

Evaluating and leverage Project tracking technology such as Primavera, NIKU, Clarity, etc. in addition to leveraging MS Project Server and Sharepoint project technology.

Managing a project portfolio of $55M+ consisting of Technology and Business Projects.

Responsible for technology/professional services solution delivery activities that includes: Application Portfolio Management, Data Center, Storage, Application Outsourcing, Network Infrastructure, Project Management Office, IT Governance, ERP, CRM, RFID, WMS, TMS,
Business Intelligence, Middleware, e-Business Strategy, Document Management, Management Consulting, Supply Chain Management, ERM, BPM, Compliance & Sustainability (SOX 404), Risk Management, MA& D, Controls Monitoring and proprietary Project Methodology service offerings & SDLC.

Process review, designs, enhancements and optimization in areas of: Distribution & Logistics Management (Domestic & International), Transportation Management (All Modes & 3PLs), Manufacturing (Kaizen, JIT, Make-to-order, Advanced-Planning & Optimization), Order Management, Inventory Management, Financial Management (AP, AR, FA, Planning, Forecasting), Procure-To-Pay, Order-To-Cash and Customer Service Management.

Plan, organize, control and lead projects, monitor, track project progress and manage client objectives, expectations and issues. Utilization of PMI PMBok best practices and concepts.

Responsible for the overall integrity of Client Projects, implementation of Fujitsu Business Project Methodology, quality of all project deliverables, development of Presentations, RFPs and SOWs.

Responsible for small, medium and large projects targeting Fortune 500 to Fortune 2000 clients in all vertical industries 100% hands-on.

Proven ability to design, develop, implement and deliver enabling technology to support and drive business models, business process, operations and clients’ technology and business initiatives.

Designs/Develops Project Plans, coordination of staffing MGI resources, manage Client Resources and third party technical/business resources, and ensures milestones and cost objectives are achieved.

Education:

• B.S. Management Information Sciences
• MBA, Business & Marketing

Professional Affiliations:

Project Management Institute (PMI) PMP Certified; Pursuing PMI PgMP Certification
American Production & Inventory Control Society (APICS) CSCP Certified
Council Of Logistics Management (CLM)
Warehousing Executive Research Council (WERC)
American Management Association (AMA)
Association Of Information Technology Professionals (AITP)