SUMMARY:

• He is a certified Six Sigma - Green Belt business/business process analyst with more than 10 years experience in the private and government sector.
• Possesses a proven record of successful elicitation of business requirements, developing streamlined processes using Waterfall and Agile methodologies, designing policies, procedures and standard operating procedures (SOP) documentation for processes.
• Experienced in monitoring and controlling requirements ensuring compliance with federal regulations and company policies/guidelines. Outstanding ability to build strong cross-functional relationships between departments within an organization.
• Excels in the development of use cases, supplemental specifications, project charters and business rules documentation.
• Exceptional gap, financial, and budget analytical skills coupled with superb interpersonal skills and an innate ability to communicate effectively with all levels, from production line to executive leadership/directors.
• Proficient in project management, technical writing capabilities and SharePoint design/management.

TECHNICAL SKILLS:

• Microsoft Visio
• Microsoft Excel
• Microsoft Access
• Microsoft PowerPoint
• Microsoft Project
• Microsoft SharePoint- Design and management of sites
• Technical Writing
• Remedy
• Oracle/TOAD
• PeopleSoft

PROFESSIONAL EXPERIENCE:

Confidential, Fairfax, Virginia

Business Process Analyst

• Provides management analysis (impact analysis, gap analysis, root cause analysis, trends analysis) for VA Leadership including the Confidential Chief Information Officer (CIO) and Director of OP&A, related to OI&T key Performance Measures/Metrics, strategic goals and special projects
• Integrates VA Strategic plan into OP&A Strategic Plan, Annual Operational Plan and Performance Measures to ensure consistent organizational alignment with VA mission set/goals, strategic deliverables, and federal regulations
• Responsible for the design and development of the OP&A Change Management and Change Control Board (ChCB)
• Leads the design and development of OP&A strategic and operational frameworks to include Performance Metric intake process, OP&A Performance Measures review process, Performance Reference Model Management process and OP&A dashboards
• Leverages Lean Six Sigma and change management principles with internal and external stakeholders to identify opportunities to reduce redundancy, streamline processes and drive continuous improvement within the organization
• Works collaboratively across multiple cross-functional organizations to support the VA Chief Information Officer's (CIO) Resource Utilization and Allocation initiative and other efforts determining the distribution of resources and time within the Confidential (DVA)
• Participates and assists in the restructuring of Information Technology Investments to ensure alignment with federal Office of Management and Budget (OMB) requirements and Federal Information Technology Reform Act (FITARA) guidelines
• Collaborates with team to deliver analytical support for the verification and validation of OI&T key performance metrics (over 220 performance metrics) on behalf of the Director of OP&A
• Designed OP&A Roadmap outlining processes for governance structure
• Documents Standard Operating Procedure (SOP) for OI&T Performance Review (OPR)
• Crafts high level process flows for OP&A workstreams (Integration, Production, and Analysis) to ensure all processes are aligned with the business needs and objectives
• Designs Standard Operating Procedures (SOPs) and process flows for all OP&A processes

Confidential, Mclean, Virginia

Business Analyst III

• Provided monthly Dashboard reports articulating the performance of key metrics for the review of Confidential Executive leadership and the United States Department of Treasury
• Primary analyst responsible for the weekly update of the Primary Mortgage Market Survey (PMMS) Rate within Confidential
• Leveraging Six Sigma methodologies, streamlined department’s accounting procedures which included automating processes using the End User Computing (EUC) access to its extended capabilities
• Documented and updated current processes and job aids for the Back Office Operations/Transactional Operations department
• Successfully received continuous buy-in on recommendations for improvement and projects from team and management
• Trusted by management to provide department overview and assist on training/mentoring new team members on processes
• Performed monthly lender transactions, loan level reporting, data integrity and participant performance fee incentive oversight and reconciliation associated with the HAMP Program
• Ensured all Service Level Agreements (SLA) were met and deliverables, including adjustments to the data and distribution of key financial reports, were delivered to external stakeholders by prescribed deadlines

Confidential, Herndon, Virginia

Change Management Analyst

• Facilitated and led weekly Enterprise Change Control Board (ECCB) and Change Advisory Board (CAB) review meetings for WHS EITSD Deputies, Directors, Senior Executive Service (SES)
• Managed the Enterprise Information Technology Services Directorate (EITSD) change requests through the Information Technology infrastructure
• Conducted business and technical analysis for requested Information Technology services to ensure minimal impact to infrastructure and resources
• Elicited, designed and documented business requirements for streamlining Enterprise Information Technology Services Directorate (EITSD) Change Management processes, determining process improvements/future state processes
• Drafted Standard Operating Procedures (SOPs), desktop manuals/training materials for Change Management procedures
• Coordinated requests and schedules with stakeholders to ensure complete consensus and impact of changes into the environment
• Tracked change management requests and projects through Software/System Development Life Cycle (SDLC) and implementation phases
• Appointed as Capability Maturity Model Integration (CMMI) Appraisal member to assess organizational structure

Confidential, Herndon, Virginia

Business Analyst

• Facilitated business requirements gathering sessions with executive level SMEs/stakeholders to determine business needs, gain buy-in, gather data and gain access to links/documentation to be used for project
• Documented Executive level current/as-is processes
• Developed project scope and determined appropriate methodology to use to elicit system/site content requirements for the Human Resources internal sites designed to serve as a dashboard for information, enhance communications and provide standardization of activities and processes
• Served as governance lead of BAH intranet sites
• Designed and developed formal governance solution for all intranet sites
• Developed and implemented an automated SharePoint solution geared to track, prioritize and provide status/updates on Information Technology projects
• Honed technical writing skills by validating and updating policy and guides for HR systems (Taleo)

Business Analyst

Confidential

• Led process improvement/efficiency task for the financial management department within the Information Technology and Communications division (ITCD)
• Facilitated documentation and brainstorming sessions with subject matter experts (SME) to assess current business operations and document key financial current state processes
• Evaluated current processes and designed recommended solutions of efficiencies for future state processes
• Designed process flows and Standard Operating Procedures (SOPs) for the recommended future state processes
• Facilitated business requirements elicitation/brainstorming sessions to determine the business needs of the Financial Management Department to implement a chargeback model
• Developed and designed a charge back model which would serve as a mechanism to recoup the cost of internal services offered within the ITCD financial management department

Confidential, Dayton, Ohio

Business Analyst

• Facilitated executive level business requirements elicitation sessions, set clear expectations, mediated findings of conflict data/concerns and determined risks during the project cycle
• Performed stakeholder impact analysis, cost benefit analysis, gap analysis, business rule analysis, root cause analysis, and risk-assessment analysis and provided the findings to Vice Presidents and Executives to assist in making informed decisions on project/process improvements, requirements and prioritization
• Served as liaison and collaborated with senior leadership and technical resources to develop and implement improvements that mitigated losses and risks to the business and monitored the progress of newly implemented policies and procedures
• Led project teams (analysts, developers/coders, testers) through project lifecycle to ensure successful product/process implementation
• Worked closely with legal department to ensure that all federal regulations and requirements were adhered to and documented within PNC internal processes, policies and procedures
• Evaluated the potential impacts and risks of government, regulatory, compliance and financial regulations
• Coached and mentored consultant/contract Business Analyst with Control and Implementation policies/procedures and documentation requirements
• Designed templates used for all business requirements documentation sessions and test plans for functionality testing for scripts, new processes and procedure updates
• Developed requirements documents such as use cases and supplemental specifications, process flows/data flow diagrams for the Loss Mitigations department
• Performed project/program manager duties by conducting complete assessments of new project requests to ensure resources and budget requirements, goals and objectives were attainable
• Performed gap analysis, developed process improvements and control recommendations that mitigated the Office of the Comptroller of the Currency (OCC) audit findings by 70%
• Evaluated, delegated, and managed the Control and Implementation team projects and project intake process via SharePoint site management
• Differentiated and decided on appropriate methodologies that were required for a successful project development and implementation
• Developed and implemented measures to prevent, eliminate or mitigate losses and risk to the business and monitor the progress of any new policies and procedures by working closely with the business, cross-functional departments, developers and coders
• Designed and developed SLA (Service Level Agreements) and SOW (Statement of Work) documents between PNC and outside vendors
• Participant in Business Analysts forum/focus groups with executives and other financial institutions to discuss financial best practices and improvement processes for banking operating systems

Confidential, San Antonio, Texas

Mortgage Underwriting/Pro-Closing Specialist

• Underwrote, closed and disbursed an average of $3 million dollars monthly in mortgage loan contracts, $30 million dollars in mortgage loans over a 10 month period with no government or investor audit findings
• Designed and developed a collaborative pilot program, "Walk a Mile in My Shoes", to bridge the communication gap between the Mortgage Underwriting department and Mortgage Closing department and gain a clearer understanding of the roles and responsibilities between the two departments
• Leveraged Six Sigma methodology to design improvement process that led to an 30 % increase in customer service and enhanced quality, efficiency, productivity and financial acumen
• Socialized Six Sigma process improvement plans to management that was designed to make the department more efficient and productive