Adam Parker Email & Phone Number

Stamford, Ct, Us

Arlington, Va, Us

The purpose of the Data & Insights team is to make effective use of the data that we have available to us that will enable senior leaders and service owners to make both strategic and tactical data-driven decisions. This has varied from enabling the DataCenter team to manage migrations out of the old data centers, to driving the inventory collection for digital assets, providing good IT hygiene and the foundation for the enterprise asset management program.My role in this is leading the team and enabling our customers.

Arlington, Va, Us

Goals as the Director of the PMO:- continue to develop my team as leaders within Raytheon Technologies- continue to develop the culture of the PMO - continue to deliver on the projects we drive for our customers: the in-flight projects, the upcoming projects and the projects in backlog- continue to develop the processes through which the PMO operates, to enable accurate and quality delivery in all that we doWith the additional responsibility of driving the metrics for each of the Infrastructure Services in our Operating Model

Arlington, Va, Us

After the merger of United Technologies with Raytheon, I started leading the Infrastructure PMO team; my three goals were:- keep in-flight projects going so we could continue to deliver for our business customers...in 2021 the PMO delivered on projects with over $250MM of investment- merge people from different cultures into one unified team, both my leaders within the PMO and the Program and Project Managers driving the Infrastructure projects. Change is not always easy, and changes were made to build the right team with the right culture and the right attitude to move forwards- create a Vision for how the new, unified PMO should function, and then execute on that Vision. Starting with the basics of Project Management, we defined what a project means within RTX Infrastructure, implemented status reporting, a PPM tool to manage the projects, a risk and issue management process, reporting dashboards, and a framework for the different methodologies - waterfall, hybrid, agile

Farmington, Ct, Us

Running all data metrics on the Cyber Security department. My role as the Cyber Metrics lead had several aspects: - team lead - responsible for hiring and building a high-functioning team- business analyst - understanding the needs of 25 cyber teams, what they did, and how their data could and should be displayed, to enable them to perform reporting on the work- data analyst - identify trends in the data and inform my customers, from Executive leaders to operational teams, on decisions and actions that they should take- project manager - keeping everything on track, from dashboard development to reviews to communication with my customersMy customers in this role ranged from the Corporate CISO and Business CISO's, to incident management and vulnerability management, DLP, IDM, cyber architecture, cyber PMO, forensics, risk management, awareness, perimeter defense and endpoint management. It allowed me to understand the breadth of the Cyber program.

Farmington, Ct, Us

One of the founding members of the Cyber Security Project Management Office (PMO), helping to establish the processes through which the department runs all projects. Program Manager on several projects, including a PKI Certificate expansion project which enabled WLAN and SSL certificates to be installed across the enterprise, and IoT certificates within the Business Units, and building the Security Operations Center in which Incident Response and Management operate.

Paris, Issy-Les-Moulineaux, Fr

Program Management: initially a Senior Project Manager with the Customer Service and Sales project team, within 3 months was moved in to the program manager role. Skill sets used on the $55MM Ready Refresh Transformation Program were organization, process efficiency and communication: Separate sub-teams within the program were performing their own work in their own way – I established the set of tasks, timelines, and order to the process. With process improvement and the plan came visibility in to progress, how the tasks and the program were tracking, and with the tracking came the ability to communication with Senior Leadership and the Executive Sponsors on the status of the Program, through the weekly Program Review meeting that I lead, and the Weekly Status Report that I created. Within the program I interacted with all the teams, understanding their progress and any difficulties that were being encountered, with a view to resolving issues and escalating where appropriate. Specific teams that I worked more closely with were Performance Testing, Security, Business Change Management, Infrastructure and Testing.PMO: as one of the leaders in the PMO I was critical in optimizing many of the processes that the Program employed when I started, enabling a more streamlined approach to the development. This optimization included: the introduction of bi-weekly plan reviews, firstly for the task owners and then for the senior leaders; the weekly status report; the process through which task and plan updates were obtained from the teams; the escalation process, and the parameters to be used to label / flag an escalated item. Security: involved in several areas of Security, including Roles (definition, testing) and Access Management, Automated Scans and Vulnerability Remediation.

Stamford, Ct, Us

Program Management: drove the Contract Management Initiative, a multi-million dollar program that revitalized the process through which the Daymon Field Teams engaged clients, and obtained signed contracts with business partners. In the first 6 months, the program secured over $16MM in business for Daymon. The Initiative optimized and automated processes, significantly decreased the time required for a contract to be active whilst also increasing the percentage of clients with whom an active contract was held, and allowed greater visibility in to reporting of all metrics associated with the clients. Engaged with the executive sponsor and business stakeholders to identify issues in current processes, and instigated process enhancements prior to implementing an automated Contract Management solution. Defined responsibilities for all team members, including the executive sponsor, and held all team members accountable. Managed timeline and budget, and communications with the senior management and project team. Negotiated contracts / Statements of Work with the vendor to implement their commercially available product, and worked with the development teams to integrate the vendor product with internal systems. Created the Business Requirements documents, and the Test Plan / Test Cases. Developed training materials and ran several training sessions for diversely located teams allowing them to use and understand the new tool.PMO: Senior leader in the Project Management Office (PMO) team, evolving the process through which IT development is performed. Created templates for IT department to use and created Reporting Dashboards for Executive Management. Security: worked with the new Security Director to define the Greenfield projects required, prioritize and initiate them. Ran several security initiatives including Access Management and website hosting security.

Boston, Ma, Us

Senior Project Manager / Business Analyst: led the Risk Reporting team through several high-profile enhancements that added more than 150 additional data fields that were sent to the Federal Government, ensuring EFS was compliant with the Regulatory Reporting requirements that GE Capital completes as a SIFI (Systemically Important Financial Institution). I worked with the business team to elicit requirements, created both business and technical requirements documents, designing technical solutions for how to meet requirements. I developed the project plan and managed the project to complete within the given timelines. I identified risks and created mitigaion plans for the issues. Ran technical support for the Finance Department at EFS, in several areas, including: wire payment approvals and processing, where I created a Support Central workflow that increased process efficiency and decreased the time taken for payment approvals by over 60%.  managing lease deals through the Infolease application, which was upgraded using remote resources from vendor and contractor teams, bringing the application up to date and in compliance with the SOX regulations that system versions are current. Also responsible for approving vendor payments for this projectApplication Owner: responsible for the Asset Management Payment System (AMPS) through which all business deals were managed from deal closing to termination. Work on this application included a slim-down of obsolete functionality that increased efficiency for business users, as well as adding functionality to streamline the processes bringing multiple time-saving benefits to the business users. Process Improvement: established an SDLC process for IT development, including project plans, requirements template, design phase, unit testing and UAT. Initiated regular project status meetings and communications with stakeholders and senior management. Managed multiple competing projects and multiple teams.

Purchase, New York, Us

Program Management: ran a $10MM Program that assimilated the applications and software used by the Pepsi Bottling Group Integration Program, PBG in to the larger PepsiCo Group. Managed several Business Analysts / Project Managers. Reported weekly to the Business Stakeholders and CIO on Program timeline and budget, and risks/issues.Vendor Management: wrote and agreed Statements of Work (SOWs) with multiple vendors. Negotiated fees and the payment plan for the projects and approved vendor invoices. Managed multiple vendors teams, was the escalation point for all Program issues, and was the main negotiator with vendors to achieve the best solutions for PepsiCo and the stakeholders.Project Documentation and Business Analysis: worked with the Business Process Owners to elicit and define requirements specific to local needs as well as the global project. Wrote the Project Charter, Business Requirements document and the test plans for the QA team. Ensured projects complied with PepsiCo’s PMO processes and all Security-related requirements. Project Management: managed all stakeholder communications and expectations. Managed multiple project teams simultaneously, communicating dependency impacts to diverse teams to foster a working partnership that enabled the projects to complete on time. Created and managed project timelines and budgets, and tracked all issues and risks. Major Projects: Quantum Upgrade: worked with the vendor and the internal team to implement an upgrade of old software and out of lease hardware. Quantum is used to for wire transfers, cash and currency management, and GL accounting for all PepsiCo entities.  ProLaw Guarantee System: managed the Project Manager/Business Analyst who ran this project, which retired a legacy system and replaced it with a vendor-customized Commercial Off-The-Shelf (COTS) document tracking system to manage Bank Guarantees and Credit Letters.

Stamford, Ct, Us

Team Manager: managed a team of direct reports and offshore contractors. Responsible for hiring my team, mentoring and coaching them, their performance reviews and career development. SDLC: Chairman of the SDLC committee, responsible for developing and documenting the SDLC process and creating all of the documentation templates that were to be used. Project Management: built project teams including business, analysis, development, QA and operations areas. Created projected project costs and schedule to help guide business decisions; developing alternative solutions as needed to gain approval from both business and IT stakeholders. Managed full project life cycle in both Waterfall and Agile methodologies. Created project plans, managed budgets, and deadlines. Managed risks and issues, task and resource allocation. Prepared and presented status reports. Drove change and scope management negotiations. Initiated post-implementation lessons learned processes. Major Projects: E-Commerce - Increased sales revenue through interstitial advertisements and lead generation: Managed team members from 4 different companies (Synapse, Sapient, Mindtree and Birlasoft), and a $5MM budget for American Family. Used Agile methodology to create www.americanfamily.com, a website that allows customers to play games, read recipes and other activities.  Online Business – Synapse Web Application Toolkit (SWAT): Owned and managed the application which increased sales revenue of up to $500K per annum by enabling the business team to create and host micro-sites for clients, such as Perfumania and United Airlines.

Stamford, Ct, Us

Team Lead: lead the Analyst team, mentoring in how to complete requirements documentation and how to create appropriate analysis models (e.g. use case diagrams, process flows, object models, etc.).Senior System Analyst: gathered requirements through workshops and interviews, created use cases and functional specifications incorporating analysis models. Drove change and scope management negotiations. Wrote test plans and performed system testing. Maintained traceability between requirements and test cases.Major Projects: Online Business – Synapse Web Application Toolkit (SWAT): Owned and managed the application which increased sales revenue of up to $500K per annum by enabling the business team to create and host micro-sites for clients, such as Perfumania and United Airlines. Merchant Processing – Estimated Expiration Date: Identified savings of $1MM per annum by enabling an estimated expiration date to be added to transaction records if one wasn’t provided  Merchant Processing – Account Verification: Realized savings of $785K per annum in lost transactions and fees by updating Synapse’s Merchant Processing application to perform real-time verification with Visa and MasterCard that an account existed and that it had available credit.

Stamford, Ct, Us

Mentoring and Evangelizing: mentored Analysis team members in requirements gathering and the use of analysis models. Discipline Lead for Analysis and Requirements Management and championed the Rational Unified Process (RUP) and modeling techniques within projects and at the Enterprise level, teaching business and development teams how to understand and best utilize the Analysis discipline. Responsible for the first interview in the Hiring Process for new Analysts coming in to the team. Business Systems Analysis: wrote and maintained various documents, e.g. Vision and use cases, creating models such as activity diagrams and logical object models. Maintained requirements and traceability throughout all phases of the project. Created and executed test cases. Major Projects: Call Centers: worked with the business team to gather requirements and created use cases for a 2-year, $5MM web-based call center desktop reservation system which replaced an antiquated legacy application. The project delivered a smooth and seamless interface to the back-end systems and to the call center agents.  Hotel Reservations – Customer Service: worked with the business team to gather requirements and created use cases for a 2-year, $60MM development project which created replaced numerous legacy systems with a web-based enterprise-wide reservation system used worldwide for all Starwood brands/hotels

London, Gb

Business Analysis: performed requirements gathering workshops with business stakeholders; wrote use cases and enhanced documents with UML diagrams. Successfully obtained business buy-in to the project through the creation of HTML prototypes. Testing: self-taught Rational Robot, and developed Robot from a "record and playback" tool to a "fully data drived" automated testing tool. Wrote and executed the automated test scripts that were used to test all new systems and enhancements. Taught and mentored the HSBC Testing Team in the best techniques for automated testing using both Rational Robot and Quick test Professional. Achieved buy-in for automated testing tools from senior management.Major Projects: Loan Quotes System: wrote the use cases and created the HTML prototype for the Loan Quotes System, a personal loan system available through the web, which was the first application HSBC built using java and object-oriented technologies. This application replaced an outdated legacy system in all of the branches, resulting in branch staff more easily and efficiently selling loans and mortgages to customers.

Bachelors, Chemistry

Masters, Biological Chemistry

Phd, Chemistry

Post-Doctoral Research, Organic Chemistry