Philip Messina


Results oriented decisive manager with a proven record of accomplishment in project management, business analysis, and systems support. Delivering projects on time and with in budget.I possess effective communication skills with the ability to speak to technical and corporate staff as well as the senior management team.I provide strong decisive personnel management empowering staff to perform at peak performance. I make use of extensive process and systems analysis abilities, which include strategic, tactical, long-range planning, and creative problem solving. Utilizing these talents, I successfully review current and proposed projects and define the correct course of action.Extensive experience in Information Technology management and systems development, using this knowledge I am able to deliver technical projects as required.

Work History

Work History
2007 - Present

SR. Project Manager

TSYS Loyalty

Responsible for the matrix management of all project activities across all participating functional areas.Responsible for development of project assignments that are as a result of client requests.The projects are broad in nature requiring conceptualization and initiative.Responsible for the planning and supervise activities for multiple, large-scale projects. Set and manage project expectations ensuring all applicable functional areas in TSYS Loyalty are engaged on the project.Initiate and lead project planning activities such as Scope Definition andManagement (WBS, Project Change Control, Scope Document), Stakeholder Identification and matrixed Human Resource Management, Risk & Issues Management, Communication Management, etc.Responsible for all communication with my clients including project status reports and I am responsible for escalating issues and resource needs to management team.Responsible for collaborating with the clients on project and developing solutions which fit the clients needs.

Key Accomplishments:

§Responsible for insuring that all client daily transactions posted correctly for all 18 million cardmember accounts as well for the production of accurate monthly statement files.

§Implemented controls to insure all daily transactions received processed correctly and in a timely fashion.

§Responsible for insuring all that all organizational controls, application development and maintenance controls, logical security and access controls, application controls, system maintenance controls, data processing controls and business continuity controls are in place as required.

§Implemented significant process improvement efforts in the daily processing which reduced the run-time by 25%.

§I manage all projects for TSYS Loyalty’s largest client. Projects developed and developed in web based environment using Java and J2EE, Oracle, ETL utilizing Web service Calls to communicate with the clients and their partners.

§Responsible for managing and scheduling over 30 projects which involved total effort of over 13,000 hrs.

§I manage multiple projects simultaneously.

§Schedule 8 production releases in 2008

2006 - 2007

Corporate Project Manager II


Direct the development and implementation of projects that involve working with cross-functional teams. These teams are comprised of sponsors, corporate staff, developers, web developers, process engineers, and technical writers.Responsible for planning and estimating project duration and defining project completion date. Coordinate the development of detailed project plans, motivate project team members, and eliminate risk by early issue identification and implementing risk mitigation plans. Assign and make effective use of resources and to generate confidence and credibility with the project team and sponsors.

Key Accomplishments:

§Coordinate communication between CompuCredit and it’s partners

§I am responsible for the management of projects that enhanced the customer’s on-line experience.These projects enable the customer the ability to enroll in several enhanced features which generated additional revenue for the company.

 §I acted as leader of project team for all phases of project life cycle from project scoping, development, testing, implementation, client support, training, and systems integration.

2003 - 2006

Director, Sr. Project Manager

Nova Information Systems

Responsible for managing the full project lifecycle of technical projects.This includes leading the planning, development, testing and implementation of all project deliverables. Responsible for managing the budget, project plan and all the project management procedures including, scope management, issues management, risk management, resource allocation and management. Managed the development of the re-write of the Nova client boarding applications, worked with a cross functional team with representation from the Operations Support, Fulfillment, Systems Development, Quality Assurance, Network, Shipping departments

Key Accomplishments:

§Actively managed and implemented a wide variety of software and infrastructure projects from the program- to support-level (Domestic and International).These software development projects utilized Java, HTML, .Net, MircoFocus, Oracle, DB2, SQL, Stratus (hardware and application), and COBOL (mainframe).

§I managed the implementation of new clients. These implementations involved the processing and settlement of all daily transactions associated with the clients as well as the development and delivery of monthly statement files.

§Contributed to the creation of the Project Playbook, the playbook is a comprehensive document describing technical/business project management and SDLC for the PMO and contains Visio process flows, RACI charts, and process descriptions.

§Responsible for implementing TIBCO solution for coordinating processes across applications and platforms.

§Interfaces with internal and external resources to ensure successful and timely completion in accordance with user needs

§Lead meetings and task force activities to identify project goals, gain consensus on project steps, schedule and implementation procedures and estimate project costs, foster cooperation and involvement from support team.

§I provide the executive team with dashboards (e.g. accomplishments, timelines, issues, metrics, and financials) on all initiatives (approximately 10 projects at a given time). I have established dashboard template using MS PowerPoint with imports from Excel (charts and graphs) and Visio timelines, MS Word and MS Project.

§Managed the bi-yearly Master Card and Visa regulatory releases, which involved evaluation of the current software and generating requirement documents for the modification of the effected systems.

§Prepare project status reports; provide alterations in project plan as needed.

§I was responsible for the development and implementation of the Dynamic Currency Conversion product for the North American Market. I was responsible for the development from inception to implementation of the software enhancements and modifications.

§Managed translations of business objectives into functional and design requirements, project feasibility studies, cost benefit analysis, user specifications and test criteria.Managed projects and scheduled insuring on time project delivery.

§Responsible for the upgrade of Nova’s inbound/outbound call center software, this involved the installation of a new IVR system as well as upgraded desktop software.

§I was responsible for the upgrade of the inbound modems utilized by all the U.S. merchants to communicate with Nova.

2003 - 2003

Project Manager (Consultant)

Manpower Professional (SunTrust Bank)

Responsible for development and tracking of the PMO project portfolio.Facilitate the weekly senior management PMO prioritization meeting and the weekly project status meeting.Track project deliverables, develop and report metrics on all projects in the program.

Key Accomplishments:

§Provide comprehensive program status for all projects within the program.Status included various project metrics which indicated the health of the project.

§Organize Program Management Group (PMG) meetings.These meetings were the vehicle used to review all projects in the program as well as prioritize all future projects.

§Provide guidelines, templates, mechanisms for status, deliverables, etc.

§Communicate Program information and status within the Program

§Provide direction, decision-making, issue resolution, etc.

§Provide executive sponsorship for involvement of all required SunTrust organizations

2001 - 2002

Project Manager (Consultant)

MDI (Federal Reserve Bank of Atlanta)

Responsible for the planning, coordination and controlling of projects from inception to completion, meeting the project's requirements and ensuring completion on time, within cost and to required quality standards.

Key Accomplishments:

§Directed the development of project requirements and documentation for the national check imaging system.

§Supervised the analysis, design, testing and implementation of billing software.

§Devised and implemented interface to Bank wide Billing System

§Served as user coordinator between management and development staff.

2000 - 2001

Director of Product Management

PaySys International

Responsible for the creation of web based products using proprietary software, including defining requirements, understanding market need, and determine the cost-benefit trade-off.

Key Accomplishments:

§Investigated current Financial Systems and evaluated feature functions that will be incorporated in to a new product.

§Develop Business Case for the development of new product.

§Develop project schedule for development and release.

§Created phased approach to new product development and release.

§Established Use Case scenarios for product development within an Object Oriented environment.

§Directed Reverse Engineering processes development.

§Supervised test case scenarios development.

1983 - 2000

Vice President

Citigroup / Citibank

Directed all development activities for the credit card processing group, including staff development, program management, MIS reporting. Recruited, hired, trained and evaluated personal.Managed the analysis, design, testing and implementation of the business policy system software enhancements and modifications

Key Accomplishments:

§Incorporated Best Practices method for requirements and testing department which allowed organization to achieve CMM level 2 certification

§Proven communication skills both verbal and written with my successful work with the Citibank senior management acted as primary contact between management and systems and technology. Responsible for project status presentations as well as documenting systems processes.

§Directed the developed of a new software product that increased revenue by over 50 million dollars per year by managing all phases of the development and implementation of this product.Ascertained and formulated user requirements.Managed the preparation of the system requirements and test plans.All the phases of the project were completed on time, within budget and as designed

§Responsible for setting objectives, delivering performance reviews, salary actions, and suggesting education or mentoring employees

§Manage the design, development, testing and implementation ofCollections and Recovery Systems.. Projects developed for Collections and Recovery Call Centers included Scoring, Database Realignment, Randomization, “Best Time To Call” determination, and “Collector Workstation”.Projects developed in Client / Server environment using Java and C++.

§Acted as the relationship manager for 11 Senior Regional Vice Presidents and the information technology staff. Classified all issues, tracked all problems, and documented system enhancements, created system requirements.

§Managed staff of 10 developers responsible for the development and maintenance of projects for financial reporting and tracking systems.

§Served as user coordinator between the Tax Exempt traders and executive management by managing all communication and system enhancements and provided problem resolution.

§Designed and implemented database re-architecture reducing collector wait time during peek periods by 50 %.




Pratt Institute