Professional Overview

Senior executive management consultant proficient in aligning business process operational demands with Information Technology solutions to produce effective bottom line results. Strategic visionary with over 18 year's business consulting focused experience resulting from performing at a myriad of corporate / vertical businesses, and technologies. Proficient in managing Enterprise Global initiatives from abstract conception, design, development to post-deployment, and implementation / production support. Proven expertise in managing and delivering cost-effective, high performance corporate infrastructures resulting from addressing complex business problems. Extensive qualifications in all facets of the portfolio / program / project office, utilizing industry standard methodologies and practices while providing strategic, operational, production support and business to technology related advisory services to the world's most prestigious companies.

Professional Competencies:

Consulting / Career Experience:

Confidential

Accomplishment: Sr. Program / Technical Consultant overseeing / advising global implementation work streams, while partnering with IT, Business, and External vendors LogMeIN . The main corporate thrust is to implement, Globally, Hewlett-Packard's custom SALESFORCE Product: CAREFORCE throughout six global regions, which will provide an online / off-line optimized customer support experience. Provided Program / Technical advisory experience to leverage performance security improvements in support of a more robust Global customer management integration infrastructure. The future operational, global / enterprise customer management footprint will leverage product to- customer service content versatility within the CRM tool and a variety of SaaS Infrastructure platforms, to leverage presentation for Hewlett-Packard's brand products services.

Engagement Achievements:

• Global Integration Experience: SaaS
• Customized integration capability and optimized layout for seamless Customer Support experience with other 3rd party SaaS platforms.
• Build out and migration of ICP: Integrated Content Portal enterprise customer relationship management system SALESFORCE: CAREFORCE in support of the global customer support management program.
• Global Implementation Capabilities: SALESFORCE / CAREFORCE
• Advised on the SALESFORCE SERVICE CLOUD / CAREFORCE agent functionality to aid in the setup and management of customer cases across 6 different global regions Europe, Asia, Americas, etc
• Advised on the Global Performance / Technical / Security implementations

Engagement Benefits:

• Enhanced / Advised the overall footprint of Hewlett-Packards future Customer Support / Data Exchange strategy, which yielded assurance of the global Portfolio Roadmap.
• Enhanced / Advised on the external customer experience when integrated with 3rd party SaaS / exchange platforms, which yielded a more robust and secure CUSTOMER CASE MANAGEMENT exchange platform internally for Hewlett-Packard
• Enhanced / Advised on 3rd party vendor LogMeIN , weekly Product software development methodology: AGILE SPRINT CENTRIC , which yielded Portfolio Management of VENDOR Off-Shore teams achievements.

Confidential

Accomplishment: Sr. Program / Product Manager Consultant overseeing / managing multiple work streams, while partnering with IT, Sales and Marketing. The main corporate thrust is to implement a new PORTAL ECMS Enterprise Content Management System: SITECORE Product, which will provide an online optimized experience for embedded 3rd party integrations Account Specific Websites , as well as performance security improvements in support of a more robust exchange infrastructure: AFLAC web enrollment eCommerce exchange solution AWES . The future operational enterprise footprint will leverage content versatility within a variety of Infrastructure platforms, Windows, Apple, Android , browsers, IE, FireFox, Safari, Chrome and hardware blackberry, iphones, smart phones, tablets, desktops against > 800 brands for enrollment / exchange business process scenarios.

Engagement Achievements:

• Optimized 3rd Party Integration Experience
• Customized branding capability and optimized layout for seamless enrollment experience with other 3rd party enrollment platforms.
• Build out and migration of all ASW / AWES sites in the new Portal enterprise content management system SiteCore in support of the Web Transformation program.
• Performance Security Improvements
• Implement infrastructure / performance improvements to support increased volume
• Conduct independent security assessment and remediate findings
• AWES AFLAC Web Enrollment Solution e-Commerce Admin Capabilities
• Enhanced AWES Admin functionality to aid in the setup and management of enrollment / exchange cases.

Engagement Benefits:

• Supported the overall future footprint of AFLAC's future Enrollment / Exchange strategy
• Improved external user experience when integrated with 3rd party enrollment / exchange platforms.
• A more robust and secure enrollment / exchange platform internally for AFLAC
• Product software development methodology: AGILE SPRINT CENTRIC

Confidential

Accomplishment: Senior Program Manager Governance / Information Compliancy Consultant accountable for creating delivering Enterprise Portal Governance Processes, Portal Portfolio Management, Transformation Portal Program Management, Internal External portal customer satisfaction, and Enterprise Content Management. Orchestrated and managed portal process Improvements, which directly impacted eight disparate BRANDS, GROUPS and Technology organizations within VWGoA. Improved the consistency and repeatability of the BRANDS and Organization enterprise content management delivery process, which impacted >80 dealers, numerous external partners and internal corporate business processes.

Achievements:

• Drove and created the Enterprise Portal program governance processes, which included the overall Portal Governance structure / Enterprise Content Management: Portal Enterprise Alignment, Portal Publishing, Enterprise Portal Change Requests, and Portal Role Alignment. Provided oversight for Portal projects to ensure they met and adhered to enterprise agreement. Partnered with various key business organizations within the brands, strategy, and ITPO functional leadership. Directly responsible for ensuring that the portal governance framework is maintained and adopted.
• Created, implemented and maintained strategic portal governance enterprise content management, collaborative management, and change management methodologies. Created and oversaw the development and maintenance of common portal governance standards and methodologies. Ensured that corporate end-user portal initiatives were clearly defined, tracked, executed and implemented within each BRANDS Sharepoint Infrastructure in a consistent, effective way that would maximize content regarding each distinct automotive dealer's footprint for future success.
• Monitored and reported portal governance performance to each individual BRAND and Corporate GROUP Advisory committee's. Reported on portal status and financial health to IT and business leadership based on arbitrary criteria or metrics that were being established. Also, reported on portal risk assessment and adverse cultural risk change management efforts.
• Regularly identified with the BRAND and GROUP Advisory committee's the various portal aspects that needed continuous improvement, and then drove portal governance processes to ensure improvement.

Confidential

Accomplishment: Senior Technology Program Manager responsible for strategic delivery, migration /installation and conversion of the company's core 125 application's e.g. Facets Rating WebService, Point of Care, Blue Exchange , within the Middlware / eCommerce domain's. The core applications drive mission critical business and operational products and services for the largest Health Care Payer in the US. Implemented and orchestrated the program scope, delivery, ongoing operations, production support, and infrastructure of the program s and their directly related ancillary project streams.

Achievements:

• Served as the lead Program solution delivery and management resource on the programs managing cross-functional cross-organizational project teams as well as working in a hands-on strategic technical advisory role as deemed necessary.
• Collaborated with the Executive Steering Committee consisting of Senior VP's for the overall governance of the program s streams ensuring effective delivery of all programs, including strategy, analytics, enterprise organizational solutions, development and delivery.
• Managed and monitored program quality control, resolved vendor issues and process defects, reviewed project ongoing reports for delivery of products / applications and delivery abnormalities, and recognized/ mitigated program risks / issues in their early states. Delivered weekly IPO Infrastructure Program Office reporting to executive management for forecasting / tracking and created, administered / maintained project documentation repository sites within Sharepoint Infrastructures.

Confidential

Accomplishment: Senior PMO Program Manager in charge of driving, managing and maintaining business continuity / organizational change and process improvement for the collaborative Investment Banking constituents by implementing a comprehensive, enterprise wide ,regulatory compliance authorization and information system that would leverage all investment client-facing and client-servicing systems.

Achievements:

• Accountable for the Program delivery of individual Compliance and Regulatory focused multiple workstreams Delegated Access, Identity Vetting, Risk Trust Matrix, e-Verification . Devised and implemented the overall program strategy, PMO Metrics and the Program Charter, which resulted in defining the appropriate program management methodology and supporting internal practices.
• Evaluated and held JAD / RAD Business Specification sessions regarding requirements specifications, architectural design, Program Workplan, enterprise test plan, and other pertinent artifacts needed for the Investment Banking Services program.
• Collaborated with Senior Management / Directors within the various Business Units of the organization with regard to managing expectations, deliverables, and milestones. Meet with the Steering Committee on a bi-weekly basis to report on Program efficacy.
• Provided daily Program tactical area expertise and on-going program plan / milestone reviews, action items, and deliverables. Effectively interacted, mentored and communicated within all levels of the organization Project Managers to Team Leads .

Confidential

Accomplishment: PMO Program Manager in charge of an AUDIT initiative that drove maturity within the Project Engineering Business Unit with emphasis on Process Improvement - Methodology, Organizational and Technology change management.

Achievements:

• Accountable for evaluating current state project management practices recommended the strategy of implementing appropriate project management methodology, PMO Metrics and supporting practices by formalizing individual maturity processes and methodologies utilizing industry standard Portfolio / Program Management practices.
• Evaluated Business organizational reporting requirements, recommended the strategy of implementing appropriate cross departmental executive reporting mechanisms, including contingency plans by providing VISIO Process models / workflows pertaining to Portfolio / Project Intake Management, Project Demand Management, and Resource management.
• Collaborated with Senior Management / Directors within various Business Units of the organization with regard to appropriate subjective training to better streamline collaborative processes, artifacts, reviews and organizational decision-making in order to improve PMO effectiveness.
• Provided daily Portfolio / Program PMO tactical area expertise and on-going insight into organizational / technical inter-dependencies. Effectively interacted, mentored and communicated with all levels Senior Management to Team Lead within the organization.

Confidential

Accomplishment: EPMO Portfolio Director in charge of driving maturity within multiple Business Unit / Line of Business PMO's with emphasis on overall Governance regarding strategic Portfolio and Program Management Office capabilities. Consultative action plans resulted in building, maintaining and fostering efficient business change within the PMO's with emphasis on Process - Methodology, Organizational Change and Technology needs.

Achievements:

• Accountable for estimating consulting levels of effort of internal OPCO Operational Company Business Process / Enterprise Content Management requirements by using standard EPMO estimating techniques, EPMO Metrics and tools to understand Portfolio / Program EPMO scope of efforts and requirements. Translated cross-functional Portfolio technical challenges into tangible strategic / business decisions by formalizing individual maturity processes and methodologies utilizing HP PPM Center: Portfolio / Program Management Modules Governance and Gartner's Magic Quandrant PPM Assessment tool for downstream Programs. Created a multi-year integrated Release Roadmap for individual Operational Company Portfolio's / Program's.
• Prepared S.O.W. Statement of Work , Work Plans, schedules and budgets by using project management tools and by working with executive stakeholders to understand and achieve milestones necessary within the portfolio / program s . Provided and created VISIO Process models / workflows pertaining to: IT Management Governance, Business Value Realization BVR , and Business Intake Demand. Applied appropriate formal project management discipline s to the planning, tracking and management of the program. Directed program execution by aligning across multiple constituencies by tracking program schedules, identifying risks, and developing and executing contingency plans.
• Collaborated with internal and external OPCO's / Business Units within the EPMO organization with regard to Strategic Marketing, Behavior Change Management, Tools and Training in order to establish Long-Term Portfolio / Program strategic goals for multiple clients. Leveraged the collaborative management tools: MS Project Server Administration/ Collaboration of plans, eRoom Documentum Sharepoint Infrastructures by creating repositories to better streamline collaborative processes, artifacts, reviews and organizational decision-making in order to improve PMO effectiveness.
• Provided Portfolio / Program PMO tactical area expertise and on-going insight into Portfolio, Program and project technical inter-dependencies. Effectively interacted, mentored and communicated with all levels C-Level to Team Lead within the organization.

Confidential

Accomplishment: PMO Program Manager in charge of managing a major corporate improvement initiative, which included four large-scale enterprise work streams. The enterprise large-scale initiatives addressed the client's capability in the Automotive Insurance industry to implement a speed-to-market competitive product from a Property Casualty, Claims, Billing, Pricing Underwriting segmentation perspectives. Utilized management tools: MS Project Server administration/ collaboration of plans, Clarity LiveLink, throughout the engagement.

Achievements:

• Directly accountable to the executive business sponsor for delivery of the initiative across all business and technology Organizational Lines of Business with respect to all activities and resources. Provided Program maturity processes and methodologies utilizing Gartner's Magic Quandrant PPM Assessment tool to align both Business Process Management and Enterprise Content Management technology aspects of delivering the individual disparate Program work-stream complex solutions.
• Coordinated, monitored and controlled program schedule timelines, milestone dates, resource allocation and leveling. Lead weekly program meetings to identify and document current results and action items. Provided and created VISIO Process models / workflows pertaining to: RAD 4.0 Enterprise Program Application Integration Future-State , and RAD 4.0 Enterprise Program Business Processes Future-State . Created a quarterly integrated Release Roadmap for the program. Drove and made effective strategic decisions daily that directly impacted the program by facilitating and moderating to resolve conflicts.
• Created and managed a program plan, and PMO Metrics outlining the four work stream efforts for analysis, design, development, testing and delivery phases according to the GMACI IDEA Lifecycle Methodology. Implemented and directed FUSION Sessions to outline the High-Level business expectations and define the critical path within the program. Documented and communicated program scope parameters and organizational impacts to the executive governance committee, functional area Directors and SME's. Analyzed program risks and drove/delegated risk planning and plan execution to appropriate stakeholders. Created and implemented an effective communications plan with respect to daily, weekly meetings focused on integrating efforts regarding cross-functional area's / interdependency work efforts.

Confidential

Accomplishment: Senior Technology Delivery Manager in charge of delivering a Corporate Enterprise Health Systems Conversion initiative. The initiative included the Core Trizetto FACETS application and the direct ancillary systems of Administration, Call Center - IVR, Billing, Business Intelligence, CLAIMS, Finance, Provider, Commissions, and Membership Enrollment operations for a major national Health Care company. The initiative enabled the corporate organization to realign their competitive position within the HealthCare Insurance industry.

Achievements:

• Directly managed and oversaw over 150 resources on the project team, a matrixed one,
• consisting of Business and IT solution leads including 8 disparate development technology
• teams with respect to Legacy-Mainframe, .NET, ETL- Informatica, Middleware, J2EE, SOA
• and other web layer technology / stack distributed environments within the enterprise
• domain. Also, directly responsible for managing the tactical vendor management activities.
• Coordinated with IT Directors, Business Managers, Senior management and stakeholders throughout the organization and established collaborative partnerships with IT architecture, OPS and business sponsors to align / drive the Enterprise Business Processes and Enterprise Content Management success of the initiative.
• Created and maintained deliverables, which included the integrated project management plan/ workplan, weekly status reports and conducted daily Project Triage, DRB Defect Review Board status meetings. Maintained overall project issues log and risk register / profile and pro-actively mitigated / resolved issues and monitored progress daily. Also developed decks/ presentations as a mechanism to provide periodic updates to executive management. Leveraged the collaborative management tools: Sharepoint Infrastructures, and MS Project throughout the engagement.
• Coordinated with business sponsor s to drive business line deliverables such as marketing materials, training, and SOP procedures and deployment activities.
• Directed Vendor management activities, which included weekly meetings on/ off-site with the Vendor team, evaluating / discerning milestones within the Trizetto Project Plan, oversaw resource on-boarding and directed subjective goals. Managed the overall project budget, scope, schedule, and resources to complete the project milestones in expected timeframes.

Confidential

Accomplishment: PMO Program Manager in charge of implementing a corporate-wide enterprise predictive modeling and Care Management analytics system for a major national Health Care company.

Achievements:

• Managed the Vertical Programs within the PMO organization by creating and providing strategic process models / workflows Disease Management, Care Management, Wellness/ Prevention, Risk Stratification , and methodologies to support the National Care Management program initiative across five different medical plans / organizational markets. Maintained high-level program plans, tracked issues, rolled up statuses and ensured the proposed Enterprise Business Processes and Enterprise Content Management workflows would address capabilities consistent with corporate strategy and/or business objectives.
• Created a multi-quarter integrated Release Roadmap for the program and implemented an Integrated Workplan outlining the six disparate teams >150 resources into one succinct integrated high-level plan. Managed the workplan going forward, including obtaining weekly updates from project managers and/or workplan owners defining milestones with complete, date adjustments, etc.. Coordinated date changes and overall interdependency critical path impacts. Provided Risk assessment activities, including identification, quantification, qualification, and mitigation strategies for the program.
• Addressed the strategic Business Case needs by creating a Budget Management framework for managing / communicating individual plan budget s and plan benefit expectations. Conducted work sessions to address outstanding known issues with current budget to establish baseline. Executed ongoing change processes related to budget.
• Identified and implemented an enterprise-wide PMO metrics scorecard to gauge the post implementation performance of the National Care Management processes and tools against compliance to the PMO standards. Leveraged the collaborative management tools: Sharepoint Infrastructures MS Project, throughout the engagement.
• Managed overall program expectations by interacting with the executive management team weekly that included C-Level and Vice President stake-holders/ decision-makers. Advised the executive management team on executing overall change control processes, issue/risk management, workplan and resource plan management, etc. with regard to project timeline commitments.

Confidential

Accomplishment: Senior Technology Delivery Manager in charge of implementing multiple enterprise strategic initiatives within the CRE / ISG Consumer Real Estate Insurance Services Group Technology division of Bank of America. The main initiative propelled Bank of America to implement a speed-to-market reverse mortgage lending product, which fostered a strategic advantage for the company within the Banking industry. Leveraged the collaborative management tools: MS Project, NIKU Workbench and PAL / LIVELINK throughout the engagement.

Achievements:

• Silverado - CDH Managed the overall responsibility of implementing Project Silverado - CDH and adjunct products aimed to provide the flexibility to meet financial needs of different age segments. Continuous Draw Home Equity Line Of Credit CDH is a senior market product under development as part of Project Silverado.
• Employed standard project management discipline and processes in delivering the technology solution to the business partner. i.e. management of integration, scope, time, cost, quality, resources, communications, and risk
• Provided and created VISIO Process models / workflows pertaining to: ACAPS Business Processes Loan Solutions Platform Future-State and ACAPS Fulfillment Overview.
• Employed the Six Sigma Change Process phases of Design and Measure by planning, executing, and controlling the project.
• Managed project budget with input from the project stakeholders, including Senior Delivery Managers and business partners.
• Tracked actual charges against the Software Project Plan / WBS Work Breakdown Structure and budget
• Ensured / created the WBS Work Breakdown Structure
• Communicated / integrated with Leadership, Business partners, customers and external groups, as needed.
• Planned and lead the work of initiative teams and motivated them to deliver.
• Ensured adherence to applicable practices and standards, including architecture, the Six Sigma DMAIC process, coding, privacy, etc.
• CRE / ISG Small Enhancement s Managed five Small Enhancement projects within the Six Sigma Define and Measure phases ranging in differing sizes, scope, and complexity. Built and managed key strategic external client relationships with Line of Business owners their expectations, the technology progress, issues, and risk mitigation.
• Provided end-to-end lifecycle accountability for the Global Technology, Services Fulfillment components of initiative delivery
• Employed standard project management discipline and processes in delivering the technology solution to the business partner. i.e. management of integration, scope, time, cost, quality, resources, communications, and risk
• Employed the Six Sigma Change Process phases of Design, Measure, Analyze, Improve and Control by planning, executing, and controlling the projects.
• Interacted with project support organizations, including Finance, the Training Group, Resource Management, and the TCOE Testing Center of Excellence QA
• Shared knowledge and best practices adopted / originated in the project with other projects.
• Identified, prioritized and resolved issues as they arose, including issues of project progress.

Confidential

Accomplishment: Program Manager in charge of outlining and implementing various Enterprise Content Management strategic initiatives within the McGraw-Hill Education e-Commerce division that directly impacted the corporate infrastructure, technology partners and the industry position of the Fortune 500 Publisher. Leveraged several collaborative Project Management tools: Sharepoint Infrastructures and MS Project Server Administration/ Collaboration of plans, throughout the engagement.

Achievements:

• MPD Re-Engineering initiative Managed the overall responsibility of streamlining the pre-existing Master Product Database Enterprise Application with main thrusts of Data Stewardship, Data Strategy, and Data Integrity. Created the High-Level project approach as a deliverable that focused on the overall strategy including short / long term goals, project scope, estimations, project risk assessment, and framework methodology assessments. Managed the Lines of business expectations with a master program plan that identified all agreed upon functional deliverables would be met via cost effectiveness and according to project timeline commitments. Facilitated project alignment strategy sessions impacting current and future state e-Commerce initiatives with other project managers within the department. Managed program expectations by interacting weekly with the Vice President to outline progress to the CIO.
• MHE SEG Online Catalog initiative Managed McGraw-Hill School and Education business segment initiative to implement an internet technology Web portal channel that would address future business and technical requirements, gaps, issues, and business process operations impacting upstream and downstream financial systems. e.g. Data Warehousing, e-Commerce, Marketing . Managed key strategic external client relationships with business segment owners within the organization who were directly impacted with the Re-Engineering effort of the MPD system. Provided and created VISIO Process models / workflows pertaining to: Enterprise Data Warehouse Integration, eCommerce Program Alignment Strategy, and Business Services Program Architecture. Managed the business partners collaboration with expectation management, progress, issue, and risk mitigation.
• ESP Enterprise Service Project initiative Managed McGraw Hill Education's lines of business GLENCOE, Macmillan, and TLG goal to increase revenues by expanding the use of products and programs to reduce long-term operational costs. Developed a scalable technical infrastructure framework to support the LOB sales programs via a SOA Service Oriented Architecture Web portal paradigm and tools. Instrumental in providing governance as a consultative resource for setting data asset strategy for production service support by succeeding at taking aggressive strides to ensure data compliance and company regulations.

Confidential

Accomplishment: Program Manager in charge of converting and implementing a corporate-wide merger - centric initiative, which focused on integrating enterprise systems for a major Multi-national conglomerate Entertainment / Casino chain. The final state of the enterprise merger initiative would propel the position of the company's financial footprint within the Entertainment industry.

Achievements:

• Managed multiple internal technical and business teams through a high-level program implementation plan, which outlined the SDLC phases of requirements, analysis, design, development and testing phases of the initiative.
• Successfully drove interdependency meetings with cross project teams to address risks, issues, Enterprise Code Share Alliances and assumptions that would impact upstream and downstream systems. e.g. CRM, Marketing, Finance, Data Warehousing, e-Commerce / Web Portals, and Retail
• Created project estimations, risk assessment, change control mechanisms for each SDLC phase completion via Toll-gate presentations to senior management.
• Provided and created VISIO Process models / workflows pertaining to: HIT
• Program Integration Business Process , Program Technical Design Integration.
• Managed key strategic internal client relationships with project stakeholders and
• senior management including highly skilled, cross-functional teams Technical
• Developer Leads, software developers, IT Operations, QA Managers, Business
• Analysts, and consultants across the multiple mini large-scale projects.
• Managed Program expectations by interacting with Director and C-Level decision-makers. Created master Program plan to ensure all agreed upon deliverables were met via cost effectiveness and according to project timeline commitments.