OBJECTIVE:

• Seeking a leadership role in strategic planning, product development, quality assurance, or program management

SUMMARY

• Experienced management professional with successfully delivering business technology solutions.
• Experienced in all phases of project/program delivery, including: initiation, discovery, planning, analysis, design, development, testing, monitoring, reporting, audit, implementation, and support.
• Ability to effectively deliver top performance results in fast paced and challenging environments

PROFESSIONAL EXPERIENCE

Confidential, Reston, VA

Product Manager

Responsibilities:

• Supporting a critical mission program, which requires extensive planning and engagement with internal and external stakeholders
• Oversee a Release Train, including PI planning, weekly scrums, stakeholder’s engagement and communication
• As a portfolio lead, engage product owners, scrum masters, and project managers to assess change impact and proper alignment
• Responsible for managing relationship with external partner as relate to infrastructure changes and incident management
• Manage business expectations by being proactive in planning and transparent with communication
• Lead planning sessions at various level to define roadmap, establish SLAs, and report to leadership
• Working with key stakeholders, define vision statement, monitor program backlog, identify opportunities, and improve processes
• Measures results through monitoring KPIs, Scrum Velocity, Defects, and various other metrics

Program Manager

Responsibilities:

• Supported a multiyear strategic initiative that required outsourcing significant portion of company’s work to a third party
• As delivery lead, was a single point of contact for key stakeholder’s engagement and scope management
• Led a direct and cross - functional team of managers and analysts to ensure activities are well defined, tracked, and executed
• Due to vast system changes across Enterprise, Scaled Agile Framework (SAFe) was adapted. Participated in all release train planning and ensured functional changes, defects, and backlog features were all aligned to the immediate needs of execution / delivery
• Managed issue management cycle prior and post go live to ensure appropriate level of escalation response
• Focused on both internal and external customer’s needs, satisfaction, and championed the Voice of Customer (VoC)
• As part of “Digital Product” adaptation, applied design thinking techniques; mentored the team to utilize design thinking tools
• Oversaw integrated project plan, roadmap, and issue log to ensure the appropriate level of planning and communication
• Worked with program leadership to ensure their directions and concerns were incorporated and communicated
• Participated in employees career growth plans; as well as, mid-year and year end calibration

Program Quality Assurance Manager

Confidential

Responsibilities:

• Set up a Test Management Office (TMO) to support quality assurance for a major strategic initiative
• The initiative impacted processes and systems of 1300+ external customers; as well as large number of internal business capabilities, processes, and 30 systems (a portfolio of 4 mid to large size programs, each including several projects)
• As a TMO lead, accountable for the overall quality control of the initiative; including test strategy, validation of test coverage, resource estimation, defect management, test metrics, and communication to leadership
• Due to a diverse eco system; a combination of SDLC Waterfall and Agile approach was deployed
• Several systems were migrated to Cloud; some partial and some fully, mainly databases remained in-house
• Deployed an End-to-End strategy, where Ops, QA and Automation teams collaborated in developing, executing, and validating business scenarios, which ensured faster or on time product delivery to the market
• Ensured Service Level Agreements (SLA) were met through metrics and results captured during performance test
• Primary liaison between development, test teams, program leadership, and many other stakeholders
• Exercised leadership and guided the teams to effectively deliver high quality results
• Conducted quarterly / yearly performance review for the staff and provided developmental feedback
• The initiative was 2+ years long with budget in excess of 100 million dollars

Confidential

Sr. Project Manager

Responsibilities:

• The PMG managed majority of the business and technology project initiatives throughout the company
• Managed several projects in Lending and Accounting. Involved with all aspects of project management from origination to close out
• In a collaborative effort with the business and technology teams, defined project scope, identified key stakeholders, assessed all work-streams impacts, developed schedule and staffing plan, communicated all tasks, and managed stakeholder’s expectations
• Engaged the vendor management and procurement offices for exploring external solutions / COTS products
• Worked with potential vendors on product demo and developed metrics for assessing vendor’s products and capabilities
• Responsible for build vs. buy analysis, solution document, team building, status reporting, issue/risk escalation, resource utilization, system testing, acceptance, deployment, warranty, and close out
• Led 20+ resources in a cross-functional structure and provided performance feedback to the resource managers

Confidential, Reston, VA

Sr. Project Manager

Responsibilities:

• Supported a multiyear major program impacting housing market, which was known as Making Home Affordable (MHA)
• Led the operational quality assurance of the program; including stakeholder’s engagement, planning, execution, and testing
• Engaged all teams such as business analysis, development, test, infrastructure, legal, operations, and others to ensure a collaborative effort for defining the scope, requirements, design, schedule, and implementation plan
• Through brainstorming and best practices; identified risks and areas of improvement. Mitigated or escalated all potential risks
• Tracked and reported projects status, resource utilization, risks, and issues; followed up on all items to ensure proper closure
• Conducted status meetings to ensure stakeholders, team members and all impacted parties are informed of the project activities
• Facilitated stakeholders review, communication, and approval; including validation reviews and approvals with U.S Treasury
• Developed and distributed weekly and monthly program status reports to program leadership
• Trained and mentored team members on project management best practices, customer engagement, and status reporting

Confidential

Managing Director

Responsibilities:

• Supported business development, strategic planning, client relationship, vendor management, and procurement planning
• QBS was a startup company, which provided technology and project management expertise to financial companies
• Involved with all aspects of company’s business and marketing development, procurement, and customer care
• Responsibilities included but not limited to growth of the business, revenue, provide training materials for new hires, and comply with Confidential and state laws and regulations
• Developed and executed business plans. Coordinated and participated in sales calls
• Responsible for vendor management; including teaming agreement, contract negotiation, proposal writing, RFP, RFI, and SOW

Confidential, Washington, DC

Sr. Project Manager

Responsibilities:

• CMRM had significant needs for improving daily reporting capabilities of Capital Markets portfolio. As a result, a new and much improved Linux farm was developed to process all the analytics activities outside of database. Furthermore, all data elements were moved to a Netezza database. This included new data model and implementation of new database schema. Additionally, Micro-Strategy was added to overall system portfolio to provide enhanced reporting capabilities. This was a major undertaking, which required detailed planning, thorough execution, monitoring, communication, effective partnership and training with business users
• Provided full life cycle application development support for several systems such as Portfolio Risk Management Application (PRiMA); including budgeting, reporting, documentation, issue escalation, level of effort (LOE), release and project management
• In a collaborative effort with business and technology teams; brain-stormed, captured and published project scope, business requirements and defined objectives and goals for each system release according to the business needs
• Managed the 2009 CMRM technology budget; including forecasting, reporting on actual and raising alarms as needed
• Put together the 2010 budget by closely working with development and business teams. Created several business cases and performed cost benefit analysis. Captured all LOEs per each business enhancement and built in all additional LOE cost as needed
• Managed stakeholder’s expectations across multiple work-streams; working with significant number of financial systems
• Created and managed several pre-defined and ad-hoc reporting packages and presentations for CMRM and senior management; including release tracking, budgeting, forecasting, issue/risk management and decision making information reports
• In addition to internal technology team, there were few external vendors on the projects. Worked with these vendors and ensured they have met the SOW requirements, stayed on schedule and budget. Reviewed each SOW before approved and paid
• Obtained project deliverable and implementation approvals from CCB, sr. executives and all related groups throughout the company
• Technology team size of 40+ members including external vendors. 2010 budget in excess of 20+ million dollars; including HW cost

Confidential, Herndon, VA

 Compliance Manager

Responsibilities:

• Supported Corporate Systems division from the SOX Compliance and IT Standards perspective
• Worked as a Technology Risk Lead (TRL) for the entire division. Responsibilities included; ensuring team members receiving compliance updates, key deadlines are met, point of contact for both team members and Technology Risk Office (TRO)
• Supported Access / Change Management and Logging & Monitoring remediation for Financial Reporting (FR) applications
• Worked with Deloitte (external auditors) to ensure appropriate controls are in place for the company to emerge as SOX compliance
• Participated in writing and reviewing companywide IT standards, procedures and guidelines
• Created ongoing and ad-hoc reporting packages and presentations for senior leadership
• Supported the SOX remediation initiative work for Financial Portfolio Technology (FAPT) organization
• Coordinated with FAPT application owners and auditors to establish the proper key mapping controls for all applications
• Created project plans, led meetings and communicated with IT Policy Group to meet the deadlines for relevant tasks