EXPERIENCE SUMMARY

• 30 years experience developing skills in cutting-edge technologies, managing all SDLC roles within Information Technology, Business Liaison, Facilitation, Process Development, Data Modeling, Usability and Re-Engineering. Developed and Delivered Training, Business Specification Creation, Use Case Development, Quality Assurance, Testing, Account Management, Programming, and inspiring teamwork.
• Audit, Data Warehousing, Property Casualty, Treasury, Life Insurance, Annuities, Defined Contribution, Defined Benefit, HealthCare, Motor Vehicle, Disaster Recovery Planning Execution, Infrastructure Upgrades, Document Generation, Banking, Image Delivery and Field Sales Support. Mainframe, Client Server and Internet/Web.

EXPERIENCE

VERTEX Inc. New Britain, CT 2011- present

CONSULTANT TO Veterans Affairs, D.C.

PMO Program Manager to FY14 Medical Care Collection Funds MCCF suite of 6 projects. Responsible for orchestrating execution of ProPath and PMAS deliverables, coordination of PM activities and reporting. PMO responsibilities include identification of improvement opportunities and reporting of progress. Contributions include the introduction of Agile practices to the MCCF FY14 team, ideation of summary Dashboard for senior leadership to support focused reviews, creation of Onboarding Kit to decrease ramp-up time, introduced various weekly meetings to organize execution of key milestone deliverables.

CONSULTANT

Confidential

• For the Unclaimed Property Initiative UPI , responsibilities include Process Reengineering, Quality Control, Data Management, Data Analysis, Report Production, Project Management, Development and Strategic Planning. Analyze audit requests and impacts to current data and production processes, creating requirements and process flows utilized by the Business, IT teams, and Leadership. Restructured monthly audit process bringing timeline from 4 days to 4 hours. Introduced QA procedures bringing reliability and dependability to the program
• Built data warehouse for UPI that supports Active Systems, Sunset System Death Master File DMF results and monthly Verus Reporting, and ad hoc State Audit reporting needs. Flexible design supports multiple input layout needs across the organization's primary and acquired systems.

CONSULTANT

Confidential

On Assignment at a local insurance company on a strategic project with an NDA that prevents disclosure of any detail of the project. Managed 2 programs with a total of 14 underlying projects. Theses 2 programs constitute 2 of 10 programs in the Strategy.

Confidential

Program Manager/Project Manager

Program Manager

• Changed several project aspects between Information Management organization and its sister application processes for project delivery.
• Built a Release Management process integrating 4 projects for the December release. This is being adopted throughout IM for its 2011 projects.
• Brought rigor to early integration of code development/design utilizing common resources across 4 projects where applicable.
• Drove the creation of End-to-End test execution in place of previous stubbing activities. Built teams that collaborate on testing End-to-End rather than the segmented application approach. These efforts provide a foundation for robust regression testing beds, decrease in integration activities, early detection of defects and an overall decrease in costs.
• The Property GL projects were budgeted at 6M with these project savings, costs came in at 3.8M.
• Driving an End-to-End Data Mapping effort to provide ease of access to project info into the Maintenance teams, smoother technical reviews, decreasing defects, positioning of mapping data for load into a company-wide repository.

WCNG Project

• Project Manager for the creation of a new 4 sub-process Pricing Model, Reporting and a Strategic Pricing Data Repository.
• Strong integration with feeding systems, root cause analysis and helping Customers identify their needs was critical to the success and both short and long-term cost reduction for these projects.
• Applied Lessons Learned from prior Pricing Model projects to tighten integration leading to increased Customer satisfaction through a decrease in rework.
• The team consists largely of new employees, and consultants both on and off-shore. 3.5M

Business Process Management

• Manage the Data Warehouse storage and reporting needs for the Personal Lines Non-Qualified data from Pega/PRPC system.
• Brought on to the project after months of stalled effort, quickly identified issues and resolutions to move the project forward. Issues stemmed from lack of documented Requirements, lack of test execution process documentation, and Design issues between the Source and EDW systems. All were identified within the first few days.
• The new target implementation date was met and the EDW portion of the Implementation was flawless. This was a 350k effort.

Growing Spectrum

• Manage the Data Warehouse efforts to add new Pricing Model features, accept and transform new data elements from multiple systems, and provide new data fields in customer stores views.
• This project required weekly plan adjustments arising from interdependencies and the down-stream nature of Data Warehouse planning being negatively impacted by feeding system delays.
• With Requirement sign-offs in some cases being delayed 5 months, the team assessed reasonability for all requested items and revised the plan into Day 1 and Day 2 activities working closely with the Business on these priorities. The IM Day 1 portion of the implementation had no Open defects, ready for the move to Production to support critical Business needs on schedule.
• This was a 1.1 million EDW effort.

Human Resources Fidelity Conversion

• Responsibilities included oversight of all HR Conversion Phase 2 Projects and liaison to CITS PMO during the SDLC roll-out.
• Through mentoring and on-job training to HR team, assist the HR team in understanding and implementing key facets of the System Delivery Life Cycle - Minimum Deliverables Artifacts, Introduction of Use Case Surveys, Adherence to Phase End Reviews, Flow Traceability between Business Tech Requirements and Test Scenario/Case planning and execution, and broad Stakeholder participation.

Life Company -

IPT Business Continuity Planning

• Managed IPTs Business Continuity Planning. This entailed coordinating Failover and Conference Room Simulations for all Survival and Mission Critical applications, reporting activities to the OOCIO, and team member for enterprise strategy support.
• Managed application area resources to plan Failovers. This included determining Department Failover strategy, creating Individual Group Annuity-wide application project plans spanning 200 applications, communication chains to hundreds of hands-on and affected parties, with checkpoints while ensuring all tests meet requirements of the program and ensuring Production stability.
• This program ran over a 2 year period, involving matrixed individuals from Prod Support, Infrastructure, Operations Business upwards of 100 individuals for each end-to-end coordinated Failover weekend.
• This multi-million dollar program played a role in laying the foundation for corporate plans.

Acquisitions

• Managed the acquisition of 2 books of business for the Life Company.
• Responsibilities included the coordination of all project activities - data mapping, created conversion process, all aspects of contract creation, data clean-up coordination and extraction, analysis and communication of project risks, issues and contingency planning.
• The later project required a 1,200 average module production system to be analyzed and sized for an estimated one-night feed of 32,000 contracts.
• Skills used: MS Project, Framework Project Methodology, SQL, Visio, In-house reporting tools

Confidential

Consultant Infrastructure Upgrades

• Managed application enhancements and infrastructure upgrades of a Lockbox Image Delivery application.
• Key deliverables included Image Quality improvements, adding customer retrieval options, infrastructure software upgrades and installation of new servers at remote sites.
• Managed developers and led testing team.
• This 4-tier project was managed/developed using HTML, JSPs, Oracle 9.i, VB 6.0, Adobe PDF, Imagescan.
• Skills used: MS Project, Fleet CMM2, SQL Navigator.

Confidential

Consultant HIPAA Document Generation

• Managed updates to a HIPAA web and mainframe document generation system.
• Heavily involved in multiple aspects of project development - including business requirements gathering, process and data modeling, screen design, application design, coding, testing, JCL creation and documentation of this 4-tier project.
• This 4 tier project was developed using HTML, ASP, JAVASCRIPT, VBSCRIPT, VB 6.0, MS SQL SERVER 7.0, MTS 2.0, MDAC 2.5, IIS 4.0, WORD SR2, NT 4.0, WTX CITRIX 6.20.986, Calligo 3.25, and Adobe Distiller 4.0.
• Skills used: MS Project, CIGNA Project Methodology, Visio
• Managed the enhancements phase of a web front-end client-server document generation system.
• Worked closely with the business area to ensure specification gathering was thorough.
• Went beyond normal touch-point systems to ensure effective interface development.
• Constant attention to resource issues and communication has brought this project within the scheduled project dates.
• Skills used: MS Project, CIGNA Project Methodology, Visio

Confidential

Director of Systems

• Managed the acquisition of two companies for the 28 New Business, Underwriting and Reinsurance systems.
• Initial objective was migration of all strategic acquired policies onto Lincoln systems by the 2-year closing date and to support in-progress new issues.
• Used a wide variety of technologies from mainframe to client server, vendor supported and non-supported software had to be resolved.
• Skills used: MS Project, MS Access, MS Excel
• Multiple Process-Engineering analysis efforts were launched to provide strategic direction on process improvement opportunities.
• During system changes, all current in-process contract processing was completed modifications were made to support continuing issue needs, while migration of critical Reinsurance policies continued. Value added in that sales continued to rise and quality of service to policy owners was not impacted.
• Skills used: Project Management tracking was through MS Project and an organization-wide monthly management-reporting tool.
• Managed Lincoln's Y2K remediation of New Business, Underwriting and Reinsurance systems.
• This one-year effort focused on extensive code change identification, test and year-end cycle preparation.
• Tools were used to scan both client server and mainframe systems for date-related processing.
• Testing coordination with down-stream systems was critical to ensure accuracy.
• All systems modifications and processing changes were implemented on-time without fall out.
• Skills used: Project Management tracking was through MS Project and an organization-wide monthly management-reporting tool.
• Managed upgrading of several systems to newer development technologies and supported versions.
• During the 1998 year-end system abends began on two unsupported vendor software packages. Many of the operating systems were Windows 3.1, with unsupported versions of GUPTA and PowerBuilder. A consultant was found with PB and GUPTA knowledge that resolved the problem for us in 3 days. At this time it was imperative that a major upgrade be started. Over the next year, the systems were migrated to Sybase, PowerBuilder 5.0 and Windows 95. Stability of systems went from a year-end abend rate of 2-10 daily to .004 abend percent.
• Skills used: Project Management tracking through MS Project and an organization-wide monthly management-reporting tool.
• Managed 12 employee and 5 consultant mix of business analysts and programmers.
• Reduced key-person dependencies through cross-training of team members.
• Mentored Business Analysts in development of both Functional and Detailed specifications, which decreased development time, improved documentation and provided the initial night support book.
• Identified system development improvements and increased stability of the systems through table-driven processing, automated controls and training of staff.
• Skills used: MS Project, MS Access
• In support of Lincoln's Life Division Product Development Group for the Product Delivery Improvement Time to Market business process reengineering effort:
• Worked with key personnel to determine areas of data bottlenecks and redundancy, and process improvement opportunities.
• The proposal was brought in at 3 months instead of the estimated 9-month effort. The end-result identified development opportunities for strategic reusable object-oriented components, elimination of redundancy through single data storage/retrieval opportunities through MQ Series and elimination of existing gaps in the testing environment.
• Skills used: CaseWise, MS Project, Process Modeling
• Managed the response to an RFI from Lincoln's Distribution Workforce.
• This project had a 2-week timeframe. The objective was to provide a project plan with costs to the Business Owner for the development of an Intranet life application input system. This project required meeting with the project's Business Owner to understand their strategic business direction and create a workflow-needs evaluation of current processing. The project was accepted for internal development and production.
• Skills used: MS Project, MS Excel for development of the RFI/RFP.
• Develop and delivered training for Business Analysts in the development and processing of Use Cases.
• Skills used: Use Case Business Specification Development, Use Case Testing Development

Confidential

Territory Manager

• Major responsibilities included Recruiting, Sales Marketing for the Connecticut region.
• Skills used: Designed, created and installed new Visual Basic GUI software tools to support the office's recruiting and marketing functions.

Confidential

Business Systems Manager

• Systems Administrator for the worldwide Defined Contribution Plan Services Customer Service SBU.
• Responsible for operational effectiveness and development of new services.
• Project Manager for development and enhancements of SBU's Voice Response Unit. The VRU project required management of the development of Marketing materials, Management reporting, vendor selection, and script. Mentored staff in Functional and Detailed specifications gathering and test case development. Created training methodology for staff by having service representatives perform testing. Customer survey response was outstanding for ease of use and overall satisfaction. Script design has been reused several times throughout the organization.
• As a Corporate Consultant, wrote Aetna's Voice Response Unit Development Guidelines, consulted company-wide on script creation, and provided usability reviews on VRU development projects.
• Matrixed into Corporate Effectiveness to participate in the analysis of the Chairman's Quality Service and Public Perception initiative.
• This company-wide effort identified customer relations' improvement opportunities. A Field Office survey was launched identifying the need to reduce 1,800 1-800 numbers, submitted reordering of contact information to the Yellow Pages, putting Aetna contact information on checks and other correspondence, create a customer-based database to reduce transfers that ate up between 2-4 million a year.
• As part of IT Communications developed executive presentations for department CEO and provided customer service consulting support.

SKILLS

MS Project, Erwin, CaseWise, Corporate Modeler, SQL Navigator, UML Rational training, SPUFI, All Clear, Visual Basic, PowerBuilder, SQL, C , Sybase, MS Access, MS Word, MS Powerpoint, MS Excel, MS Query, MS Publisher, MVS/SP, MVS/XA and DOS/VSE, TSO/ISPF/PDF, COMPAREX, CMS, VSAM, ISAM, IMS, IDMS, EASYTRIEVE, ABEND-AIDE, DL/I, FILE-AID, DBASE III, Hypercard, Mac -Draw,