SUMMARY

• I has directed and managed information technology projects using software development life cycle methodologies for over 20 years.
• My core management asset is a software development background combined with strong analytical skills. Management experience TEMPhas spanned every aspect of leadership including:
• Project and program management
• Business development
• Operations management with P&L responsibility
• Vendor and customer management
• Oracle e - Business Suite implementations
• FDA regulatory experience especially 21 CFR Part 11
• Software development, database design, and final validation

PROFESSIONAL EXPERIENCE

Confidential

Responsibilities:

• Reported directly to the CIO as Director of Project delivery for more than 6 years. In this role, I was part of the leadership team dat provided mentorship to other project managers, reviewed and approved all IS project proposals and project plans.
• Personally responsible for the management and successful delivery of more than 10 projects with budgets ranging from $100K to $1.4M. As project manager, I was responsible for all phases of work from project charter to post go-live support. I worked with business sponsors to create business cases, created estimates and schedules, authored project plans, staffed projects from within, contracted with external vendors, developed Statements of Work, solicited and reviewed Request for Proposals, selected vendors, acquired hardware, authored requirements, developed high level designs, oversaw implementation and configuration, authored validation and test plans, executed test scripts, and reviewed training materials.
• Managed the implementation of Hyperion Financial Management and Hyperion Planning and Workforce applications, and the integration of the Hyperion with Oracle EBS using FDM and ERPi.
• Developed the request for proposals, statement of work, and lead the evaluation and selection of a Hyperion vendor.
• Responsible for developing and managing the budget ($1.4M), meeting all project milestones, and providing weekly reports to the business sponsors and senior leadership team.
• Responsible for acquiring all hardware and had oversight responsibility for the installation and configuration of hardware within a hosted environment.
• Review and approval of all vendor deliverables and vendor invoices.
• Managed the day-to-day activities of the Accellent team members, Hyperion implementation team, and SunGard installation team. Worked directly with the senior leadership team to resolve any and all vendor performance issues.
• Lead the validation activities, authored portions of the validation plans, and participated in data validation activities.
• Lead the design and testing of a custom interface between Accellent’s forecasting system and the Hyperion Planning module.
• Managed report development activities and assisted in the development of reports using Report Studio and Smart View tools.

Project Manager

Confidential

Responsibilities:

• Managed the implementation of a training management system and new business processes, using Oracle’s Learning Management module.
• Lead the development of a unified set of requirements meeting the diverse needs of the Human Resources and Quality departments.
• Worked closely with the implementation team to identify ways to configure and use OLM to meet the plant floor’s unique training requirements.
• Managed and actively participated in the consolidation of corporate and site training policies and procedures into a single policy and procedure.
• Reviewed all training materials and assisted in the training of super users.
• Lead the deployment of the system at two of Accellent’s facilities.
• Developed a transition plan and trained three junior project managers on the proper deployment of OLM across Accellent’s.
• Authored high level project plans, schedules, and budgets and conducted project management training. Mentored junior project managers during their first implementations and successfully handed off the project.

Project Manager

Confidential

Responsibilities:

• Worked closely with a KKR business analyst to design and implement a series of Excel based sales and management reports used for forecasting.
• Helped design and implement a process for Supply Chain Managers to update Oracle MRP data. The MRP data was tan used as part of the sales forecasting process.

Project Manager

Confidential

Responsibilities:

• Lead the implementation of Oracle’s NCR Quality module for use at Accellent manufacturing facilities. Worked closely with the Quality organization to refine their requirements and determine the best method to meet their goals within the Oracle tool set.
• Took over an existing project to implement Oracle’s eAM module, and refocused the project around business goals and objectives.

Project Manager

Confidential

Responsibilities:

• Planned for and tan managed the migration of Accellent’s corporate wide Oracle EBS system from an ACS hosted environment to a SunGard hosted environment. Achieved the business goal of moving Oracle EBS with no interruption to manufacturing operations and only 72 hours of system downtime.
• Managed the acquisition of all hardware and responsible for overseeing all SunGard work related to the hardware installation, software configuration, and the installation validation.
• Developed and lead the successful execution of the cutover plan within the 72 hour goal. The final cutover included more than 500 activities, three separate project teams, and more than 50 people.
• Coordinated all functional validation activities and documentation leading up to the cutover and final testing by business users during the cutover. The approach resulted in only 2 go-live issues once the system was turned on.
• Worked closely with business to update the Oracle business continuity plans, and tan oversaw the execution of the plans during the 72-hour outage.

Project Manager

Confidential

Responsibilities:

• Managed the implementation of Oracle EBS 11.5.10 at two of Accellent’s manufacturing facilities. One implementation was an upgrade from EBS 11.5.8, and the other was a migration from Fourth Shift.
• As PM, I was responsible for managing Oracle consultants, Accellent business users, leading the gap analysis, supporting change management, oversight for all data cleansing and migration activities.
• Responsible for the redesign, installation, and testing of interfaces between Oracle EBS and an in-house engineering system. The interface synchronized bills, routings, and textual notes between the two systems.Managed a development team responsible for the collection and presentation of financial and operational performance metrics.
• Worked with senior managers to define business objectives, authored requirements, helped design, and oversaw the development and testing of web based applications.
• Managed day-to-day operation of a nightly extract process dat swept 20 ERP systems feeding a corporate database supporting corporate applications.
• Introduced dimensional modeling techniques to developers and oversaw the successful implementation of a data warehouse.
• Authored project plans, budgets, and project schedules and guided projects through the approval process.
• Member of the Information Services Oversight Committee (ISOC) providing guidance on all Information Services projects.
• Authored Accellent’s Software Development Life Cycle (SDLC) and Project Management policies. Participated in the review of all SOX polices and procedures related to information systems.
• Responsible for evaluating employee performance and salary actions for direct reports.
• Established relationships with contracting companies and hired contractors to fill key roles on projects.

Confidential

Program Manager for Bristol

Responsibilities:

• Provide project management consulting to Bristol-Myers Squibb Tech Ops Electronic Records and Signature (ERS) Project.
• Report to the Vice President of IM Technical Operations and Vice President of QA/QC for World Wide Medicines.
• Member of the BMS Tech Ops Electronic Records and Signature Steering Committee.
• Support the BMS Subject Matter Expert Board on 21 CFR Part 11.
• Develop annual budget estimates and quarterly forecasts for all ERS projects (200+ projects, $80M budget).
• Ensure dat all ERS budget reporting met BMS’s SOX policies.
• Develop and implement project management approach used throughout BMS Technical Operations for all ERS projects.
• Develop standardized templates for managing ERS projects.
• Provide project management training to BMS project managers.
• Visit BMS sites worldwide to provide regulatory guidance and monitor project status.
• Review and provided project recommendations for the remediation of Laboratory Information Management Systems (LIMS), Chromatography, Distributed Control Systems (DCS), and a variety of laboratory and manufacturing equipment.
• Review and approve all ERS project plans, schedules, and budgets for adherence to good project management practices.
• Hired and managed project managers for critical remediation projects.

Confidential

Director of Information Technology

Responsibilities:

• Directed an operational department of 4 managers, and 45 software developers with annual revenue goal of $9M. Responsible for identifying business opportunities, leading proposal activities, ensuring profit and loss for the department.
• Responsible for providing quarterly forecasts, and supporting the development of the annual budget.
• Worked with other Department Directors to support cross-marketing activities, project, and staff coordination.
• Responsible for staff development including recruiting, staffing, career development, and performance evaluations.
• Provided project management consulting to John Deere’s Enterprise Business Applications division.
• Provided training and consultation on best practices for - project planning, project change management, staffing, organizational metrics, and technical reviews.
• Recommended changes to organizational management structure needed to support strong project management.
• Served as both a Project Director and Project Manager for 7 years. All projects employed a methodology dat encompasses the analysis, design, prototyping, development, implementation, testing, and maintenance phases of the software development life cycle.
• Lead sales, proposal management, pricing, and other business development activities. Provided overall direction for team consisting of multiple project managers, technical leads, external vendors, and multiple customer groups.
• Provided oversight of profit and loss on multiple concurrent projects, mentored subordinate project managers on project management processes, staffed projects, and provided organizational support to the managers and their project teams.
• Responsible for the account management of RWD’s 5th largest customer with service revenues in excess of $25M.
• Had direct accountability for P&L on all projects.
• Lead the proposal development, client management, planning, scheduling, budgeting, tracking scope, and oversight of team activities.
• Member of the Software Engineering Process Group. Lead the development of the analysis phase methodology and provided training to more than 200 software engineers in requirements and analysis work.
• Technical lead on a sales and marketing system using Windows NT server, SQL Server dB, and Omnis front-end.
• Technical lead on a newspaper ad-order entry system using a Macintosh front end to legacy AS400 application.
• Communication architect on a hotel reservation system for Holiday Inn.

Confidential, Baltimore, Maryland

Information Systems Manager

Responsibilities:

• Managed Information Systems throughout RTKL’s five national and two international offices. Reported directly to Board of Directors with recommendations about planning, utilization, and computer purchases, including assisting in the development of the 1991 five year master plan.
• Designed and wrote 3D computer modeling and visualization programs and integrated them into the architectural design and planning studios.
• Provided primary source of user support for all Macintosh hardware and applications. Installed and maintained network (LAN and WAN), linking 80 desktop workstations in RTKL’s five national offices.