Untitled Document

Summary of Qualifications:

Results driven professional skilled in building diverse proactive teams including US-based and offshore development professionals, managing resources, project management and business systems analysis. Excellent communication skills, especially when applied to communicating technical concepts to non-technical personnel. Possess the ability to take a project from concept to implementation with little direction. Experience includes leading software development, web design/development, quality assurance, and technical writing teams.

Key skills include:

Project Management (PMP)
Product Lifecycle Management
Presentation/Flowcharting 
Relationship Management

Quality Assurance
Budgeting/Forecasting
Resource Management
Marketing Communications

Business Planning Communications 
Technical Documentation
Editing

Professional Experience:

Confidential, Tulsa, Oklahoma – June 2010 to April 2012
Information Technology Project Manager & Business Analyst

Project manager responsible for multiple, full lifecycle projects supporting Williams Companies Midstream business unit. Lead diverse teams of developers, architects, subject matter experts, and varied levels of IT and business management and customers, which included onshore and offshore teams. Responsible for all aspects of the projects, from initiation through deployment and support, including schedule and budget forecasting, oversight, and reporting. Managed up to eight simultaneous projects with budgets ranging from $40K to over $500K. Also responsible for business analysis, training, technical writing, and quality assurance testing.

Selective Achievements

• Project Manager for the GasKit Electronic Data Interchange (EDI) Upgrade. GasKit is an integrated gas management and accounting application. It utilizes EDI to communicate with companies that transport gas via Williams’ Midstream pipelines. This project provided the necessary development and testing to upgrade from EDI release 1.2 to 1.9 to meet North American Energy Standards Board (NAESB) requirements. Results: The continued ability to electronically interact with existing partner companies as well as seamlessly add new companies that provide a steady revenue stream in excess of $5M per month.
• Project Manager for corporate-wide “modernization” initiative. This project identified and replaced outdated IBM-supported servers to ensure that all are at release levels within the vendors’ primary and/or extended support offerings. Results: The evolution of infrastructure to current and standardized hardware, operating system and database system software releases, improving infrastructure management, reliability and flexibility.
• Project Manager and Business Analyst for the “Meas-Mart” application. This project delivered a single application that supports day-to-day and month-end process needs in a “self-service” fashion, which allowed the business users to assume responsibility hence repositioning IT personnel to perform in a reactive support role. Results: Empowering customers to manage statistical and financial close processes, freeing IT personnel to concentrate on development activities.
• Project Manager responsible for the decommissioning of replaced or no longer needed applications, servers, and databases. Monthly charges were assessed to the Midstream business unit based upon active applications, hardware and data storage. Decommissioning required working with multiple departments, management and attorneys to ensure that all data remained secure and available for industry audits. Results: Savings of $25K per month.
• Project Manager responsible for corporate-wide initiative to upgrade and test all applications in a Windows 7 / Internet Explorer 8 environment. A large portion of field and corporate applications (including third party) were running on unsupported platforms. This project identified those applications and provided a test bed to ensure that all would successfully run on supported operating systems and web browsers. Results: Over three hundred applications were tested and successfully migrated to supported platforms.
• Change Manager for IT Service Management (ITSM). All corporate and field applications, servers, and databases are managed via ITSM. Responsible for ensuring that all linkages (application to server to database) are correct as well as outage failover/disaster recovery and tier level support agreements. Coordinate with account and product managers to ensure planned (or unplanned) outages and upgrades include all components and do not have negative impact to the business or violate service level agreements (SLAs).

Confidential,Arkansas – May 2009 to February 2010
Information Technology Manager & Project Manager

Responsible for the day to day planning, assignments, activities and performance of a team of twenty one developers, architects, business analysts, technical writers, and testers working in a rapid reaction (Agile) environment on the Point of Sale Innovation Development team which consisted of onshore and offshore personnel. Also responsible for managing all projects undertaken by the team, from initiation through implementation, piloting, and support.

Selected Achievements

• Managed project to provide the capability of searching, selecting, and purchasing event and concert tickets via the Ticketmaster website at Wal-Mart checkout terminals. Tickets can also be refunded at checkout terminals for canceled events. All activities can be performed unassisted by the Wal-Mart customer or when needed, Wal-Mart associates can assist via split screens. Results: $1-2M in additional ticket sales annually through the convenience of purchasing at Wal-Mart registers.
• Managed project to provide the ability to purchase, send and receive Moneygrams from Wal-Mart terminals, either unassisted by the customer or with assistance from a Wal-Mart associate using split screens. Results: $4-5M in annual revenue from Moneygram transactions.
• Managed project to provide the capability for Sam’s Club customers to auto-renew their memberships (unassisted) at Sam’s Club registers. Also allow optional “opting in” with personal information such as email addresses for future promotions, sales, etc. Results: $60M in revenue from membership fees and additional sales from electronic (email) notifications.
• Managed project to enable Wal-Mart associates to check out customers, accept payment and perform register functions in a mobile fashion (without the need of physically being at the register) using “smart phones” and/or tablets. These applications can be used in a roaming fashion, selling items such as gift cards, electronics, lawn & garden items, etc. Results: Saved time for customers by not being forced to wait in line for single or specialty items. $10-20M annually in additional sales.
• Managed project to allow a “shared shopping” experience. A shopping list can be created and shared on “smart phones.” As items are added or removed, all participating phones are updated. Item’s barcodes can be scanned to check prices. Pictures can also be taken and shared as can snippets of songs. Application can also assist shoppers with finding items as well as suggesting complimentary items.

Confidential,Dallas, Texas – September 2005 to February 2009
Information Technology & Web-based Project Manager

Project Manager/Business Analyst responsible for multiple, full lifecycle projects supporting Texas Instruments’ Education Technology and Integrated Circuit business units. Responsibilities include requirements definition, training, deployments, relationship management, customer support, management reviews, and project management.

Selected Achievements

• Launching of the Project Management Office
• Standardize, disseminate and manage project workflows and procedures
• Clearly define project related roles and responsibilities
• Provide direction, management and consultation on project execution
• Implemented project management tools (Microsoft Office Project Server 2007, Project Web Access, SharePoint Server 2007) to analyze, prioritize, measure and report on portfolio & projects
• Develop and implement a delivery framework to effectively plan, execute and monitor/control projects
• Managed project to update communication methods and tools between European shipping sites and the USA. Results: Ability to streamline shipping with less overhead, saving $100,000 to $150,000 annually.
• Managed project to partner with Manhattan-based Tutor.com to provide training to teachers using TI handheld calculators in the classroom while also providing free tutoring to students learning to use the devices. Results: Due to the training and exposure, TI experienced more new purchases as well as greater repeat customers, which equated to an estimated $100,000 to $200,000 in annual revenue.

• Managed project to build and launch a worldwide website promoting TI calculators and giving teachers/academia the ability to share lesson plans, teaching methods, lessons learned, and also to ask questions, seek help from peers, etc.
• Project manager/business analyst on the Collaborative Design & Delivery System (CDDS), a five million dollar system development effort built on MatrixOne architecture. CDDS is a worldwide effort and is a single source system for entering, storing, tracking and archiving integrated circuit engineering intellectual property for TI, customers and strategic partners. Results: Ability to share integrated circuit design intellectual properties whose reuse saves millions annually.
• Wrote use model documents, requirements specifications, training guides, functional specifications and other technical and user documents.

Confidential,Texas – January 2004 to July 2005
IT Manager

Direct the Information Technology department’s strategic and day-to-day operations for a company manufacturing, marketing, and deploying self-banking kiosks and point of sale systems for personal digital assistants (PDAs). Amstar Systems works with international clients and holds multiple patents on its products and software. Manage projects as well as direct reports including technical development (Java, C++, Visual Basic, AS400, etc.), analysts, technical writing, and quality assurance. Serve as company liaison with customers, investors, and vendors. Responsible for preparing business and marketing plans.

Selected Achievements

• Managed project to build software to support self-banking kiosks. Kiosk functionality includes ATM transactions, money transfers, money orders, credit/debit card transactions, prepaid calling cards, entertainment ticketing, and hotel check in/check out functions. Software supports the kiosks, web-based information management system, remote configuration servers, and integration with customer IT systems. Results: Ability to place drive-by and walkup kiosks ranging from $8,000 to $40,000 per unit.
• Managed project to build software to support PDA-based point of sales systems. Industry applications for this device and software are endless but initial releases target cab companies, security companies, restaurants and bars. Results: Provide customers with end-to-end, standalone point of sale systems, enabling processing of all transactions in the field in real time. Units range from $1,500 to $2,500.
• Facilitated meetings to secure multi-million dollar deals with the Hilton Hotel chain for check in/check out as well as employee payroll kiosks. Kiosks will be placed in up to eighteen hundred hotels across the United States. Results: Upon contract finalization, AmStar Systems stands to make between thirty to forty million in sales and processing.

• Responsible for creating, publishing, and managing marketing communications processes and materials utilized to obtain new business and to continually showcase company products, strengths, and plans.

Confidential,Dallas, Texas – August 1997 to January 2004
Manager, IT Development; Web Design & Development; Quality Assurance; Technical Documentation

Responsible for managing onshore and offshore development teams and projects to support core business processes—sales, service provisioning, customer service, and external interfaces with business partners. Work with all departments to identify problems and define solutions for resolution of business and system issues.

Selected Achievements

• Managed development of a web-based J2EE credit card processing application. Enabled customers to setup and use credit cards for one-time or recurring charges. Results: 40% decrease in calls to the Call Center; twenty-five percent decrease in Treasury department involvement.
• Managed buyout of a competitor paging company, Network Services Limited. Worked with multiple departments to determine roles, personnel, forecasting, budgeting, and scheduling. Served as liaison between Metrocall and Network Services Limited technical leads. Results: Team efforts gained company twelve paging terminals, two frequencies, 120,000 new customers, and an average sustained revenue increase of $30,000 per month.
• Directed teams in the creation of automated systems to provision 3rd party service providers via publish and subscribe middleware (Vitria) technology. Results: 50% reduction in call duration when provisioning third party service options; a 20% reduction in calls to customer service due to data entry errors.
• Worked extensively with Marketing/e-Commerce on business-to-consumer and business-to-business online stores including partnerships with Yahoo!, Sprint, BellSouth, EDS and others. These online stores enable strategic partners to purchase and provision wireless communication devices (pagers) powered by Metrocall Wireless. Results: 5% increase in pagers sold.

Education:
BBA, Confidential,University