Accomplishment
Typically, hired to implement previously failed large and complex programs. Utilized communication skills, persistence, tenacity, and motivation to overcome complex barriers to successfully launch programs.
Career Objectives
Seeking an Executive management position to apply a wide range of skill sets towards improving company performance. Possess the ability to provide vision, motivate resources, apply concepts, strategies and cost reduction improvements to enable the company to be successful.
Professional Summary
• Implemented multi-million dollar production programs and projects.
• Revive failed large and complex programs and implement successfully.
• Experience managing onshore and offshore resources.
• Managed large capital and expense budgets.
• Possess strong communication skills including conflict mediation and negotiation.
• Improve company performance by developing and implementing process improvements, innovation and modernization in Information Technology, Business Operations, Engineering, Production and Manufacturing.
Professional Experience
Sr. Project Manager/Team Lead (Consultant)
May 2008 to April 2009
Wachovia, St. Louis, MO
Served as Sr. Project Manager for the RDC software migration and as a Requirements Team Lead to retire 440 software applications corporate wide due to mergers and acquisitions.
Implemented a previously failed large and complex software migration project made up of 687 branch offices. In addition, developed a new operational and support model to sustain the new system. The migration saved Wachovia $98,000 in licensing fees, $300,000 in check deposit services and approximately $75,000 in support costs. The total savings is $473,000 per year.
Sr. Program Manager PMO (Consultant)
February 2008 to May 2008
AT&T, St. Louis, MO
Served as Sr. Program Manager in PMO to lead the consolidation of duplicated systems due to mergers and acquisitions. In addition, responsible for driving new product development projects.
Directed an effort to consolidate systems with duplicated and/or similar business process flows. The system consolidation saved AT&T over $2.5 million by removing system support mechanisms, reduced infrastructure costs and improved overall business process efficiency.
Identified a solution approach to remove 83% of the development work by implementing changes to an existing table. This effort reduced the project cost by $23,530.
Program Manager/Project Manager PMO (Consultant) January 2007 to February 2008
MasterCard, O’Fallon, MO
Program managed the migration of 325 offshore (India, Italy, Belgium and France) manpower resources to a new secure Citrix environment. This effort significantly reduced the opportunity for theft by securing sensitive company data.
Implemented a program to significantly reduce the company’s liability for software licensing non-compliance. Identified software licensing issues enterprise wide, negotiated licensing agreements and reduced the potential legal liabilities from $35.1 million to $0.
Managed an Email Encryption project to enhance current email security functions. Responsible for benchmarking seven vendors' software suites based on desired security requirements. Selected two vendor products, negotiated terms and agreements, made final selection and issued an RFP. The selected software suite added additional protection for incoming and outgoing emails by utilizing enhanced filtering.
Process Improvement Project Manager August 2006 to December 2006
Express Scripts Inc., St. Louis, MO
Served as Project Manager to lead process improvement initiatives across the entity for software
application and network infrastructure. Utilized ITIL, RUP, CMM and Six Sigma.
System failures negatively impacted customer satisfaction and overall system performance. Directed a team to monitor system upgrades and new system implementations. Identified process failure points throughout the Software Development Life Cycle (SDLC). Implemented process improvements and a Failover and Resiliency process. The new processes significantly reduced system failures by 73% and customer satisfaction improved 29%.
Manager of Project Management Team and Process Team Lead
August 2001 to August 18, 2006
AT&T, St. Louis, MO
Managed and implemented the following projects successfully: iOMW, iOMR, ROM, WOW, iFM, Transaction Monitoring Tool projects, to name just a few. The cost per project ranged from $10 thousand dollars to over $5 million.
The iOMW application had experienced serious system defects for the first partial implementation. Directed the process team and project teams to implement defect monitoring and analysis throughout the entire Software Development Life Cycle. The cause of defects were poorly written requirements, incomplete test cases and test scripts. Directed the implementation of process improvements and successfully reduced defects by 73%. In addition, critical system defects dropped 100%. Customer satisfaction immediately increased by approximately 67%. The remaining defects were either cosmetic or minor and did not hamper the iOMW application functionality. Further process improvements dropped defects another 9%. Subsequent implementations were recognized as the cleanest deployments in the Customer Care entity.
Senior Analyst, Process Improvement Leader
October 2000 to August 2001
Southwestern Bell, St. Louis, MO
Served in a leadership role to provide CMM training, and process improvement to the local Customer Care organization. Participated in the implementation of CMM level 2 processes for the EASE application team (approximately 120 team members). The EASE application team was the first group to obtain CMM level 2 certification in the Customer Care Organization.
Production Engineer, (Technical Project Lead)
March 1998 to October 2000
Boeing, St. Louis, MO
Supported the Strategic Modernization program to modernize manufacturing production assembly lines, promote Lean Manufacturing, and apply Tool Ergonomics.
Responsible for generating a yearly cost savings of approximately $750,000 by improving the Wedgelock installation process. This effort greatly reduced the damages to the C17 skins and framing. In addition, the Wedgelock process improvements were implemented on the F18 fighter aircraft assembly lines producing a savings of approximately $150,000.
Supported the installation of an automated assembly line in the missiles division. Supported lean manufacturing concepts for example: visual factory concepts (Kanban - physical or visual signals that trigger replenishment), visual assembly guides, tool standardization, and ergonomics. Managed the communication gaps between engineering design and production assembly union personnel. Also, managed assembly installation issues concerning circuit card damaging.
Responsible for shutting down the F15 aircraft production line and managing tooling across all St. Louis production facilities. With slashed production budgets, developed a plan to reallocate tooling and support equipment from the closed F15 production line. Inventoried all tools and production support equipment. Identified tool and support equipment shortages. Refurbished and retrofitted F15 tools at a minimal cost. Redistributed the tools and support equipment as needed. Met 75% of all production line tooling needs with the surplus tools and support equipment. Managed to create a cost savings of 1.19 million dollars and the slashed budget was enough to support the remaining production line needs.
Expert Designer Engineer Support, (Tech. Project Lead, Rot. Manager)
July 1984 to February 1998
Boeing, St. Louis, MO
Design electro-mechanical testing equipment, avionics boxes and missile guidance systems. Supported Concurrent Engineering Design Methods, Engineering Standards, Best Practices, Automated Surface Mount Facilities and manufacturing.
Surface Mount Technology production assembly line was experiencing approximately 21% defects. Assembled a design and production engineering team to conduct a series of tests. Identified solutions to remedy design and production flaws. The solutions are as follows: modify surface mount land area patterns for resistors, diodes, capacitors and flat packs. This greatly improved circuit connectivity. In addition, documented the solution in the “Engineering and Design Best Practices.” The solution reduced defects by 19%. Produced a savings of $1,187,500 per year.
Process Tools
Lean Manufacturing
Six Sigma
Total Quality Management Systems
CMM
Rational Unified Process
ITIL
Express 1
Agile
Software Skills
Unix Administrator
XHTML, Java Script, Cascading Sheets
Microsoft Project
Microsoft Office Suite
Microsoft Word
Microsoft Excel
Microsoft PowerPoint
Microsoft Visio
Lotus Notes
Microsoft Outlook
Education
Master's in Business Administration (M.B.A.)
Emphasis in Marketing
Lindenwood University, August 1995; GPA: 3.810/4.000
Bachelor of Science in Business Management
Maryville University, August 1991; GPA: 3.495/4.000
Continuing Education Units
University of Missouri St. Louis,
C programming, HTML, Cascading Sheets, and Access |
