Summary

Senior Project and Program Executive with over 15 years of experience with Application Development and Training Development projects.  Expertise in Project Management principles (PMBOK), techniques, and tools with practical experience in Project Management Office structure, standardized processes, procedures, and tools. 

Diverse leadership experience in application development methodology with a focus on Agile and other traditional methods. Projects include planning, development, testing, and implementation of a wide variety of software application products, upgrades, and integration projects.  Additional background in change management and training development; Integrations and Migrations in addition to Strategic planning; and Agile Methodology.

Experience analyzing customer requirements to develop RFP’s for vendor selection, contract negotiation, and award. Extensive experience with planning, budgeting, managing, reporting, and forecasting related to capital and operational budgets. 

Proven leader that is recognized for handling high-pressure situations in a professional and effective manner. Excellent written and verbal communication skills and the ability to interact with professionals at any level of the organization from engineers to IT and business executives.

Work History

Work History
Mar 2013 - Feb 2014

Principal Program Manager

Walt Disney Parks and Resorts

Contract Principal Project Manager for a $20 million cross-channel guest personalization project for Walt Disney Parks and Resorts. Accountability and leadership for the overall project health and the information services portion of a highly complex big data project that is supported by marketing and revenue generation departments

  • Responsible for planning, developing, and executing schedules to ensure timely completion of project deadlines and milestones.
  • Responsible for development of budget and supporting financial analysis.  Negotiation with internal departments support project development. 
  • Responsible for overall scope development and coordination.  Responsible for backlog development and coordination of thread scrum masters.
  • Ensure timely and accurate communication with project staff throughout the life cycle of the project. 
  • Regularly communicate to senior management regarding the status of specific project deliverables.
  • Co-leadership of complex software selection process including surveys, interviews and rubric input from business and technology
  • Participant leader to negotiation of statements of work with software vendor.
  • Provide measurable input into new products, processes, standards or plans in support of the business.
  • Led the project team to align with the business objectives, intended schedule, and projected budget.
Jan 2011 - Oct 2012

Senior Program Manager

Express Scripts

Senior Manager in the pharmaceutical management space with project management and training development responsibilities.  Led multiple departments in the design, development and execution of various programs and projects with a $9 million annual program budget.

  • Provided both top down and bottom up budget estimates. With all 2011 and 2012 projects coming in on time and on budget.
  • Developed program wide schedules and implementation plans.
  • Implemented multiple communication tools to better interact with business clients including dashboards, status reporting and a repository for product information and workflow.
  • Routinely managed risk within the program and strove to enable a culture of risk identification and mitigation on a routine basis.
  • Managed multiple teams in an effort to maximize resource utilization and to reduce cross project conflict. Teams included local, outlying offices and off shore teams.
  • Worked with purchasing group to negotiate contracts for good, services and staff in support of the development and implementation of various programs
  • Created infrastructure for unified training program. Developed curricula, governance and procedure for the development and implementation of a holistic training program. Program included operating structure that significantly reduced costs to the organization through aligned curricula, pre-built software and live training solutions. Program unified IT training program into a single, targeted, efficient program focused on existing and future business aligned needs.
  • Worked with multiple teams across the organization to plan and develop training to support on-going business aligned goals. Included development of curriculum, course-ware and live training solutions.
Jul 2009 - Jan 2011

Senior Program Manager

Wells Fargo Advisors

Contract program manger leading a large intiative requiring a multi-disciplinary team to take existing Wachovia home office systems and to either convert to existing Wells Fargo systems or merge Wachovia systems into the Wells Fargo topology. The program consisted of 25 systems that were managed in groups according to their overall function: financials, reporting, banking operations, brokerage operations and human resources. The program was managed with a standard waterfall methodology, schedule and financial tracking and close attention to quality assurance testing and validation before going live in three "big bang" releases.

Responsible and accountable for the coordinated reporting and overall management of a 25 project portfolio with a related budget of $23 million. Included forecasting coordination, detailed financial analysis and tracking and periodic scorecards. Program maintained a consistent variance month over month of less than 2%, the lowest in the entire enterprise conversion.

  • Accountability to LOB Portfolio Manager, Business Owners, Application Owner, and IT Governance for project management processes in addition to the integration PMO and the departmental PMO lead
  • Project Management process improvement efforts (PMO)
  • Charged with ownership of requirements, project estimating, project delivery, budget/timeline and other program team deliverables
  • Cross team coordination of Business Analyst, Development, Mobile Web, Security Integration, Customer Interface, Data Warehouse, Web Administration, Database, Testing, Manuals & Publications, Performance, and Implementation Teams. Also responsible for coordination of all offshore development resources
  • Maintained continuous alignment of program scope with strategic business objectives, and make recommendations to modify the program to enhance effectiveness toward the business result or strategic intent.
Jan 2008 - Jul 2009

Director of Volunteer Operations - RBI Tournament at the 2009 All Star Game

KPMG, LLP

Spearheaded team of 125 volunteers leading the program management of over 1000 events for the Jr. RBI Classic Tournament being held in conjunction with the 2009 All Star Game. Built network and information systems to communicate and program volunteers, participants. Developed and built residence management system. Managed financial, employee relations and personnel management. Led delivery of complex project management deliverables and executed those plans in the field.

  • Orchestrated and designed the development of policy and procedure governing volunteer operations.
  • Scheduling and management of 125 staff, 10 vendors and over 500 discrete events
  • Managed 12 separate venues around and with the 2009 All Star Game in St. Louis
  • Provided a "once in a lifetime" event for 16 coed baseball teams from around the United States aged 8 to 13 and their coaches
Dec 2006 - Mar 2009

National Project Manager - Records Risk Management

KPMG, LLP

National records management team worked with clients around the world to plan, develop and implement records management programs for corporate clients who either had no existing program or wanted to develop a new program. Clients included public utilities, financial services firms, banking institutions, and pharmaceutical firms. Projects included in-depth analysis of current record management needs, business operations and applicable regulations. Team would then work with legal counsel to produce a records retention schedule that was then loaded into an enterprise wide records management tool.

  • Provided management for the group's $10 million portfolio of active projects. This included at least two to three concurrent projects.
  • Worked with the business to define scope and requirements, establish a budget and develop an agreeable schedule for analysis and implementation of the final deliverables.
  • Managed and maintained communication channels with the business and KPMG subject matter experts to ensure open and continuous discussion throughout the project life cycle.
  • Projects were managed using a standard waterfall project methodology following a PMBOK aligned methodology.
  • Responsible for developing training programs for clients and other staff utilizing written and electronic learning including the development of 15 hours of specialized training for clients in records management practice.
Jan 2006 - Dec 2006

Manager - eLearning

GEICO

Led team of 20 instructional designers, developers and business analysts, managing a $2 million budget to develop electronic and live training material to sales and service staff across the company. Projects developed web based e-learning modules that ranged from 30 minutes to 60 minutes in length and covered a wide area of topics within the sales and marketing, services and operations space. Team maintained a high level of interaction with multiple lines of business within GEICO and within the insurance industry to ensure that the appropriate message where getting to GEICO staff.

  • Team would have at least 15-20 modules in production at any one time across all three-subject areas. Supporting development staff was pooled and would work on all three areas.
  • Developed policy and standards for all learning at GEICO. Redevelopment of e-learning at company from fledgling services to full size production studio.
  • Responsible for all data management for both online and offline modules. Produced enterprise and departmental reporting in addition to maintaining data standards.
  • Reduced development spent per training hour by 35% through process and resource reevaluation reengineering.
  • Actively managed 20 instructional designers in producing an aggressive schedule of e-learning development and deployment.
Aug 2001 - Dec 2005

Chief Learning Officer

Embue, Inc.

Created, developed and deployed e-learning solutions for healthcare and utilities in a wide variety of subject areas including regulation compliance, safety and privacy. Managed a staff 10 instructional designers, analysts and infrastructure staff to provide complete cradle to grave training solutions.

  • P&L responsibility for training operations for a $6 million training and development group.
  • Dramatically improved overall quality of service through standards setting and process re-alignment.
  • Dramatically reduced costs to client companies using Six Sigma and other TQM methodologies through standardization of internal company policy and procedures.
  • Developed overall budgets and schedules to meet client requirements.
  • Oversight to multiple implementation and testing cycles.
2000 - 2002

Practice Manager

Oracle

Project manager and quality assurance consultant for North American Business Consulting working with Fortune 100 companies to improve efficiency and reduce costs utilizing TQM methodologies. Created complex enterprise implementation plans that accounted for architectural strategy, technical roadmap, resource skill level and timing, and overall milestone targeting.  Co-wrote several chapters of Financial Application Best Practice Guide.  Project management of Oracle Financial Applications ERP implementation teams.

1998 - 2000

Practice Manager

Ernst & Young

Consulting project manager for Big 5 consulting firm specializing in training, system integration, software development and implementation for corporate clients. Worked with internal and external clients to improve sales and reduce operational expenses through business process re-engineering and TQM utilizing the Ernst & Young Navigator and Ernie methodologies.  Led engagements focusing on ERP packages including Lawson and SAP.

Education

Education
2006 - Present

Certificate

Villanova University

Six Sigma Greenbelt training with real world practicum

2007 - Present

Certificate

Villanova University

PMI Project Management Capstone

2004 - 2005

M.Ed.

AIU

Skills

Skills

Integration

Project Portfolio Management

SDLC

Agile

PMO

Project Management

Program Management

Certifications

Certifications
2006 - Present

Six Sigma Greenbelt

Villanova University
Jun 2014 - Present

Project Management Professional (PMP)

PMI
2014 - Present

Certified Scrum Master (CSM)

Scrum.org

References

References

Robert Alpert

Andrew Davidson

Jolie Horner

Steven Maltby

Raynell Bell

Bradley Young