As the Director of Project Risk Management (PRM) organization at the State of IN, I provide strategic direction, planning and expertise to help State of Indiana agencies plan, execute, and deliver the largest and most complex Information Technology (IT) projects across the State. In addition, I directly deliver Independent Verification & Validation services for projects that are especially critical.

As a Sr. Project Management Specialist Consultant for the State of Indiana, responsible for managing, planning, organizing, and controlling all procurement, installation, integration, and configuration activities for large IT projects, specializing in large scale development projects involving multiple vendors.

As a Sr. Project Management Consultant at OneAmerica (a large financial services and insurance company), managed 13 business projects as part of a 3 month program to deliver required activities as part of the initial phase of a major acquisition. Responsible for the creation and management of an overarching, integrated set of project plans involving 19 business projects and 10+ IT projects. Partner with Sr. Business leadership teams to drive required activities and remove barriers to success. Manage risk, communication, scope, vendor relationships, and budget within a waterfall methodology. Provide status updates via Clarity as well as presentations to Sr. business and IT leadership stakeholders.

As a Sr. Project Management Consultant at KCI/Acelity (a global medical device company), managed all aspects of 6 high priority projects from inception to closure with a combined budget of >$1.5M. Responsible for managing the risk, communication, schedule, quality, scope, vendor relationships, and budget within a waterfall methodology. Provided status updates via presentations to Sr. business and IT leadership.

Responsible for managing multiple, high-priority, complex projects impacting global operations for Eli Lilly (a large pharmaceutical company) while leveraging Critical Chain methodology.Leverage experience and expertise to coach, mentor, and provide strategic direction to multiple clients to enhance project management maturity, operational efficiency, and overall value.

Responsible for partnering with WellPoint leadership, project teams, subject matter experts, and external training vendors to identify and document requirements and to manage the overall project to design, develop, and deliver the right training and certifications, to the right people, at the right time in support of the global rollout of Rational processes and tools using waterfall and agile (Iterative) methodologies throughout.Training and certification volume under my leadership included: • 50 active (75 total) instructor-led and computer-based training courses• 35 certification exams for 3 levels of internal certification• 4,000 associates assigned to 15 learning paths/groupings and courses assigned based on learning path (role)• 8,600 unique learners completing 70,000 courses for a total of 150,000 hours of training• 990 instructor-led training classes delivered to 10,000 attendees for a total of 81,000 hours• 1,400 unique learners completing 3,400 certification exams• 23,000 emails/calls answered by help deskResponsibility/Ownership for training and certification assets and processes included:• Requirements, design, development, and testing• standards and consistency• quality control and results• change management and maintenance rollout and logistics• reporting and communications• help desk and support

Project Leadership and Management Roles within the Project Management OrganizationResponsible for increasing operating efficiency, increasing overall project management expertise and maturity level, lowering operating costs, and transforming process and tools for multiple project management organizations. Responsibilities included:• designing, developing, implementing consistent risk management tool for entire project management organization • leading multiple project teams to project milestones using agile methodologies (SCRUM)• increasing overall project management expertise via training, mentoring, and coaching • enhancing project delivery and value while streamlining processes and reducing operating costs• enhancing the leadership awareness of the criticality of excellent project management on organizational success• strategizing, identifying and delivering consistent PM tools and processes• enhancing project visibility and decision-making capability for leadership via consistent, timely project reporting Resource Manager – Financial Systems Managed team of 10 IT professionals and 6 consultants to support 60 financial applications including critical financial systems that are part of the global monthly, quarterly, and yearly financial closing processes. Responsibilities included:• budgeting• hiring• personnel development• performance reviews• merit increases and bonuses• team building activities• strategic planning and delivery• account management and support to financial business partners including the Treasurer and the VP of Finance • managing multiple financial projects and mentored multiple project managers

Associate Partner and Sr. Project ManagerDual role as associate partner within corporate office and Sr. level project manager on Y2K project and multi-million dollar web development projects as part of E-business and E-commerce division. Sr. project manager on Y2K project manager• Promoted to testing manager after 6 weeks supervising 6 team leaders and 40 test resources in the US & India.• Included coding and testing for all US mainframe applications. • Implemented process improvements for code modifications and testing processes saving 8 man years of effort. • Created and maintained project timeline, resourcing, and budgeting. • Owned communication with business owners, analysts, and project groups. • Planned, documented, and coordinated all data conversions/archiving.

• Managed activities required to modify and test 20 million lines of mainframe code to ensure year 2000 readiness• Managed team of 11 working on date windowing, date expansion, and database modifications• Identified strategy for year 2000 program modifications and strategy for testing• Created and maintained all project documentation• Created project schedule, interviewed and hired project team, tracked activities, and reported status to management• Served as focal point for all communications between business owners and test teams

Project Manager / Systems Analyst III• Promoted through the ranks of Jr. Programmer, Programmer, System Analyst I, II and III, and Project Manager• Served as lead analyst on a number of large projects impacting multiple business areas of the company• Specialized in projects that simplified and streamlined end business processes through enhanced technology• Created tasks for Jr. level programmers and monitored/managed activities to ensure accurate and timely completion• Designed and developed over 400 screens to migrate mainframe applications to windows based applications to simplify end user activities and enhance end user performance • Designed software to provide a mechanism for enhanced electronic communication between company and agencies• Created and maintained all project documentation and provided status/progress reports to management• Served as focal point for all communications to and from the business teams