SUMMARY:

• Program Manager/Project Manager with over 15 years’ proficiency leading complex business and technology projects spanning diverse environments. Effectively communicates with functional and technical groups, senior management and vendors.
• Strong problem - solving and organizational skills. Work Breakdown Structure and project plan development, resource allocation in matrixed environments, team building across multiple work streams, vendor relations, budget and financial reporting, risks/issue management, escalation, change and performance management, artifact generation, PMO and executive-level status reporting.
• Served as PM Advisory Council member, recommending and influencing process/procedures for Confidential (developed method of mapping tasks and artifacts, ensuring accuracy and simplified audits).
• Helped deploy Program recognized by the President and CEO as a major milestone for Confidential .
• Deployed data and ACH reporting enhancements for TD, addressing Federal audit findings.
• Managed the second largest data conversion project for the integration of TD and Commerce Bank.
• Directed a critical compliance project for Comcast, meeting FCC deadline.
• Managed COTS projects ( Confidential ’s US Bill Pay Project, TIAA-CREF’s Planned Sponsored Services Program).
• Vendor Management (including backfilling the Vendor Management resource for IBM during the FileNet Integration Program, and all vendor management for Acorn Accounting).
• Responsible for updating project budgets ranging from $250K to $10-20M.
• Experience in Waterfall, Agile and blended environments.

PROFESSIONAL EXPERIENCE:

Confidential,

Senior Project Manager

Responsibilities:

Supported Confidential 's Business Solutions PMO Professional Services. To avoid internal competition, Confidential is migrating off the EnGen Platform onto a new, cloud-based NextGen Platform. I managed the State-Based Exchange Project (PA, NJ), with a $600K budget over 2 years; SBE was a spin-off from the Consumer Enrollment Project (PA, NJ). The shared goal of the 2 projects was to align Confidential, the On/Off Exchanges and the new back-end systems. The Business stated that 2 projects were confusing, and they wanted the projects combined again, as 75% of the requirements overlapped. Contract ended 04/06.

Confidential

Project Manager III

Responsibilities:

Supported Confidential ’s Enterprise Architecture during the Application Rationalization Discovery project, working closely with Accenture in conducting an application rationalization assessment to help AB standardize business processes to enhance customer and employee experience, enhance business capabilities, unlock value by taking out redundant processes and systems and establish operating model that simplifies Application Lifecycle Management. Managed 7 Sprints, 3 of which were complex (Order & Revenue Management; Distribute & Manage Inventory; Customer Service & Support & Marketing & Selling) and 4 standard (Legal, Risk & Compliance; Provider & Clinical Management, Manage Financial Resources, Manage Human Capital; Manage Information Technology, Manage Performance; Pharmacy, Patient Needs, Manage Knowledge, Sourcing, Manage Data & Analytics). When the project timeline was jeopardized in August due to lack of Business participation, I persuaded AB and Accenture to restructure the project, giving Business resources sufficient time for their analysis by starting data collection immediately rather than waiting until the start of each sprint. Developed tracking tools to proactively address potential issues with key resources that would impede project progress (monitored meeting attendance statistics for nearly 200 stakeholders across 290+ meetings). Project completed on time and under budget; deliverables included an Application Inventory and recommendations for which applications AB should consolidate, modernize, or decommission (projected, estimated savings of approximately $20-30M over 3 years).

Confidential

Program/Project Management Lead

Environment: Microsoft Project, Microsoft Office Suite, Clarity, Agile Environment, Waterfall Project Artifacts

Responsibilities:

Supported multiple Business workstreams (Capital Markets, Servicing, Data & Reporting, Screen Rebuild), focusing on the seamless integration of HTML5 screens from Mortgage Cadence (USAA’s Real Estate Loan Origination System) on the Current Instance for the purpose of turning off Silverlight screens that were sunset October 2021. Current Instance deployed 07/22/2022. Supported the Fulfillment Workstream (Processing, Underwriting, Closing, Fees, QA, Docs) for the New Instance update, a fresh install of Mortgage Cadence on the Cloud. Accountable for ePMO controls/procedures project artifacts. Designed and developed multiple tracking tools:

Required/Optional meeting attendance. Reviewed monthly with project teams, leveraged for executive leadership queries around communication, identified resources with potential bandwidth challenges.

Historical RAG status of 55+ project sub-teams for each task. Distributed to 140+ stakeholders and referenced during weekly project status meetings. Project Teams include Business Risk and Controls, Call Quality, Capital Markets, Change Management, Content Controls, Data Analysis & Reporting, Fulfillment, Loan Delivery, Mortgage Cadence (vendor), Originations, Reporting, Screen Rebuild, Servicing, Technology.

Visual representation of Procedure activity status (updates, review/approval, and delivery to UAT). Shared weekly with executive management and 140+ stakeholders.

Confidential, Cherry Hill NJ

Senior IT Project Manager

Environment: SDLC, Workfront, Footprint, JIRA, Microsoft Office Suite, SharePoint, Waterfall/Agile Blended Environment

Responsibilities:

Developed tool for IT PMO to monitor pipelines across all projects per channel.

Mentored ePMO relative to artifacts such as Roles and Responsibilities and Lessons Learned.

Mentored junior project managers on Workfront and general project management.

IT Project Manager for multiple initiatives, including Compliance Ease Project (replaced PredProtect), Licensing Data Integrity Program, and infrastructure projects. Was both Business and Technology Project Manager for the Closing Corp Program (replacing Ernst).

IT Project Manager for infrastructure project to replace servers.

Confidential - Wilmington DE

Business Program/Project Manager

Environment:PMLC, Microsoft Office Suite, SharePoint, Waterfall/Agile Blended Environment

Responsibilities:

Responsible for identifying and monitoring accounting deliverables across all projects for Program Octon (Dodd-Frank), reporting to the Controller, Director of Financial and Regulatory Reporting. Maintained project documentation and artifacts on SharePoint repository. Mentored Program PMO and Accounting Department’s project managers.

LERM Day 2, BBDE IRS Project: Very high visibility project to address the Interest Rate Swaps (IRS) audit finding which was deferred from the Investment Bank’s Liquidity Execution Risk Management (LERM) Day 1 project. Managed project business work streams (Collateral Management, Risk Management, Treasury, Accounting) during period of intense business input. Generated status reports to IB, created project plan, scheduled requirements meetings, established weekly status meetings. Transitioned to IB after BRD approval and decreased business involvement.

Confidential - Cherry Hill NJ

Business Project Manager

Environment: PMLC/SDLC, Clarity, Microsoft Office Suite, SharePoint

Responsibilities:

As manager of the US Finance PMO, was responsible for governance of all US Finance PMO projects. Mentored senior and junior project managers and administrative support. Maintained project documentation on SharePoint. Submitted monthly Clarity status updates. Developed Template ID mapping project plan to templates, ensuring accuracy, organization and simplified PMO audits. Deployed by TDBNA PMO to 200+ project managers in 2014.

US Access Remediation Phase II, Tier 5: Investigate Administrative access for Finance Non-SOX applications, document and review potential gaps, recommend remediation and apply as appropriate. Transitioned to IT’s REAP/Currency Program.

US Essbase Upgrade Project, Tier 3: Upgrade SY9 Essbase to a more current version of Hyperion (11.1.2.3) and align to ITS prod and non-prod environment standards. In flight.

Vector Reconcile Stability Program, Tier 3: Addressed audit finding caused by capacity and stability issues, forcing Business to manually reconcile new accounts. Deployed.

US General Ledger Project: Key project to deliver underlying technology and process improvements for the One GL Program (Tier 2). Program paused to review scope, as Oracle terminated AIX support.

Confidential - Mt. Laurel NJ

Business Project Manager - Philadelphia PA

Environment: PMLC/SDLC, Clarity, Microsoft Office Suite, SharePoint

Responsibilities:

Maintained project documentation on SharePoint. Submitted monthly Clarity status updates.

OLC US Bill Pay Replacement Program: Upgraded the US Bill Pay platform with CheckFree RXP for Retail/Mobile and Small Business and transitioned to a new vendor (Fiserv). Converted Bill Pay Services to Mobile and SBIB and RIB platform.

In a company-wide email, TD’s President & CEO cited the successful RIB/Mobile deployment as a major milestone, to compete with Top 10 Banks and Biller-Direct sites. Core Team was comprised of 19 work streams, including Business, IT and vendor (Fiserv).

Online Channel TDB Money-In Time-Ordered Posting, Partner Project: Post transactions based on date/timestamp to comply with future OCC or Regulatory Mandates and improve transparency for the Customer. Paused due to uncertain CFPB guidance.

ACH Risk Mitigation Program: To address Federal audit findings, TD enhanced internal reporting capabilities through the successful implementation of the following projects:

12.31 Reports/Interim Solution: Monitored retirement of 12.31 reports as LARU and MIS Enhanced Reporting deployed.

ACH Clarity LARU: Delivered reporting capability and data enhancements to Governance, Risk, Payment Systems Risk, and ACH Operational Excellence Pillars.

MIS Enhanced Reporting: Delivery of critical Portico reports to Governance, Risk, Payment Systems Risk, ACH Operational Excellence & Credit Admin and Underwriting.

ACH Over Limit: Delivered enhancements to the Over Limit system report and deployment of a new, blackberry-friendly version for officers in the field.

Maestro CL to PEP+ Interface: Brought this inflight project to successful deployment. Monitored training and Corporate Communications for the Credit Pillar.

BLDM to PEP+ Buildout: Delivery of a new, robust data universe to satisfy Federal requirement for ad hoc reporting and analysis. WEBI access planned for 200 power users in the Credit Administration & Underwriting and ACH Operational Excellence Pillars.

Confidential - Philadelphia PA

Business Program Director

Environment: PMLC, Microsoft Office Suite

• Designed Lessons Learned template; ePMO to automate and leverage for other programs.
• Managed program from Inception through Closure. Deployed on time, within budget.
• NENA e911 Program: Assumed management of this national program to upgrade 911 architecture to NENA i2 standards. Core team: Business, IT, E911 Operations, NASR 911 Data Operations, Process Engineering, and TCS (outside vendor).
• Designed dashboard for key stakeholders to monitor progress by each state.
• Tracked vendor deliverables, avoiding misalignment of Engineering and TCS deliverables.
• Program transitioned from Confidential to Deployment PMO.