Professional Summary

Astute management professional with 10 years experience in Project Management, Service Design, Delivery and Operations with a reputation of executing on decisions and delivering results.Key experience includes building and managing PMO, developing professional services organization, and utilizing quality frameworks and best practices to improve operational performance.

Specializing in:  Building PMO… Project/Program Management…  Service Operations…  Employee Development…  Department Set-Up… Data Analysis for Decision-Making… Concepts, Quality Frameworks, and Best Practices… 

Resume available upon request.


·Project Lifecycle Management

·Business Solutions Leadership

·Process Engineering & Performance Metrics

·Customer Relationship Management

·Service Operations

·Department Setup & Turnaround Operations

·Change Management

·Service Recovery

·Organizational Strategy & Strategic Planning

·Quality Frameworks & Best Practices


  • Quality Frameworks
  • Business Process Improvement/Management
  • Performance Metrics
  • Concept Mapping
  • Service Operations
  • Customer and Vendor Relationship Management
  • Project Management
  • Professional Services
  • Team Collaboration and
  • Knowledge Sharing


  • Business Software and Services
  • Computer Hardware and Software
  • Consulting Services
  • Gaming (Hardware and Software Solutions)
  • Information Technology Services
  • Internet Software and Services
  • Processing Systems and Services
  • Professional Services
  • Project/Program Management

Selected Achievements

  • Profit Growth and Margin Improvement

Built the Project Management department from inception to completion. Later, created a more advanced function and evolving it into a “Project Management Office” with services ranging from practice management, infrastructure management, resource integration, training for Project Managers and Field Support Managers, technical support, and business alignment. Created and launched the portfolio management processes, designed and implemented the Project Management Information System and turned the department into a profit center, driving profits up to 60%. Developed billing mechanism and processes for custom services increasing quarterly revenue up to 20%.  

  • Productivity & Efficiency Improvement
Worked in cooperation with Sales and Marketing teams to design and improve product support and customer support services programs.  Spearheaded a series of reorganization initiatives for efficiency improvement, productivity gain, and quality improvement.  Designed innovative workflow planning and prioritization strategies resulting in better than 30% improvement in productivity and efficiency ratings. 

  • Cross-Functional Team Leadership
Selected by the EVP, Americas to direct and develop PSA’s organizational functions consisting of the following groups:  Product Integrity, Product Services, Professional Services, Customer Service, Training, and Project Management.  Defined each group’s high-level charter, goals and metrics.  Evaluated potential reengineering, change management, and overall performance.  

  • Cost Reduction & Cost Avoidance
Reduced travel costs by ensuring that only essential personnel travel, that efficient itineraries were planned.  Designed and implemented the Project Management Information System using existing assets eliminating the cost of having to purchase project tracking software, user licenses, and software maintenance.  Set up due diligence processes within Professional Services Americaseliminating $12,000 in possible compliance fines and a minimum of $25,000 or more on litigations per infringement of a law. 

  • Service Design

Based on market demand, designed innovative services that improve customer experience, expanding customer options, increasing customer retention and loyalty. 

  • Tools
Developed online feedback loop to capture customer feedback and developed tools that measure customer satisfaction for analysis and customer profiling. Designed and implemented the Project Management Information System, an online framework guiding project progress.  

  • Metrics

Project Metrics such as scope, budget, and schedule measurements measuring planned vs. actual; post-installation customer satisfaction surveys, project net revenue calculations, and average throughput.  Planning Metrics that includes resource breakdown by skill level, availability, and location.  Resource Metrics measuring resource capacity, utilization, and efficiency.  Quality Metrics such as post-production issues broken down by root-cause, customer-found defects, mean time to resolve incidents/defects/non-technical customer issues.  High-Level Departmental Business Metrics that includes revenue forecast by product, revenue forecast by customer/product, net service revenue by product/customer, capacity, and utilization. 

Work History

Work History
2007 - 2009

Director, Professional Services Americas Project Management

  • Strategic planning, communication and execution of PGIC’s mission, vision and values for Professional Services Americas (PSA) division. 
  • Managed direct reports and virtual teams while utilizing all resources to achieve solutions. 
  • Led all initiatives, business processes and performance metrics. 
  • Developed service strategies, service offerings, and implemented continuous improvement. 
  • Analyzed performance of revenues, profit margins, cost and schedule overruns. 
  • Tracked Professional Services Americas’ performance, profitability, productivity, efficiency and resource utilization. 
  • Conducted contract administration, inspection and program management. 
  • Promoted teamwork and employee development while offering an “open door” policy that created trust and dialogue.
2005 - 2007

Senior Project Manager, Game & Systems Product Development

  • Managed a team of software developers and quality assurance engineers to deliver on the server-based, Game Station project. 
  • Fostered team building and positive team spirit across different functions. 
  • Partnered with Product Management, Compliance and Gaming Laboratories International to ensure software deliverables associated with Game Station such as the functional and technical specs meet the Product Requirements Document and satisfy customer and gaming requirements. 
  • Managed capital projects that focused on resource planning and schedules to meet product, customer, and gaming regulation requirements.  
2001 - 2005

Senior Gaming Systems Analyst, Field Support and Customer Service

Senior Gaming Systems Analyst (2002 to 2005) 

Field Support Engineer (2001 to 2002) 

  • Created new processes and solutions to improve efficiency and maintain uniformity, consistency, speed documentation and tracking efforts within Technical Assistance Center. 
  • Analyzed call center data to provide feedback to Engineering and re-engineered processes and procedures.  
  • Provided Systems Services and Analysis.
  • Led all system upgrades and conversion projects consisting of Integration Engineers, Systems Engineers, and Application Support Engineers using PMI’S PMBOK that includes project definition, planning, executing, project control and closeout. 
  • Developed pre- and post-upgrade analysis to provide feedback, alerting customer of software changes affecting casino operations and management. 
  • Evolved Technical Assistance Center into Global Support Center that supported casino operators and casino management systems.  Developed call analysis reports to improve call tracking and processing. 
2000 - 2001

Technical Consultant

  • Set up an IT Helpdesk and implemented call tracking application supporting 2500 users worldwide.
  • Delivered on planning, implementation, marketing, automation, and continuous improvement of the IT Helpdesk.  
  • Applied ITIL best practices. 
  • Established KPIs to measure support performance. 
  • Calculated costs and ROI.  
  • Developed procedures increasing productivity, driving consistent service delivery, and increasing customer satisfaction. 



Project Management

UC Irvine Ext

This program covers the A Guide to the Project Management Body of Knowledge (PMBOK® Guide), which serves as the fundamental knowledge base for project management.  Recognized domestically and internationally, the PMP® certification has set a standard for excellence in project management.


Production is the creation of goods and services.  Operations Management is the set of activities that relate to the creation of goods and services through the transformation of inputs to outputs.  

Operations Management is a discipline that focuses on:  Operations Strategy, Operations Analysis, Total Quality Management, Master Planning, Materials Resource Planning and Capacity Resource Planning, Production Activity Control and Just-In-Time, Global Issues in Supply Chain Management and Logistics.

May 2009 - Present

Master of Business Administration

Ferris State University - College of Business Graduate Program

The Ferris MBA is built around Performance Management concepts, the Balanced Scorecard and the seven criteria of the Malcolm Baldrige National Quality Award Criteria for Performance Excellence. Consistent with the MBNQA criteria, the program focuses on leadership, strategic planning, customer and market focus, information and analysis, human resources, process management and business results.

Sample Work: Process Maps



Methodologies and Frameworks

  Methodologies and Quality Frameworks:  PMI, Prince2, Agile w/ SCRUM, ITIL/ITSM, TOC, TQM (PDCA/14 Points), SDLC, IBM RUP  

Tools and Techniques

Tools and Techniques:  SWOT, Root-Cause, Concept Mapping, Data Analysis, Project Management and Performance Metrics

Software Skills

Software Skills:  Windows OS, Mac OS, Microsoft Office Suite, Adobe Products, Clarify, Remedy, Rational, SalesForce, SourceForge, MS Visio, MS Project, SQL, Merant Tracker, Internet, iWork and other Mac Software products. 

Communication Skills

Communication Skills:  Verbal, Written, Presentation, and Negotiation

Computer Skills

Computer Skills:  PC, Mac, Servers, Workstations, Hardware and Software Troubleshooting