Bill Grady Email & Phone Number

Greater Philadelphia Area

Defined, implemented and currently lead the Global IT Vendor Management Office (VMO) for tier 1 and 2 providers that provide infrastructure, development and maintenance services via effective ratio of on-shore and off-shore resources.• Generated RFPs for global IT services, and negotiated multiple large ($), multi-year IT infrastructure and application services contracts that provided new capabilities for company while significantly reducing company sourcing costs.• Led a global initiative to evaluate corporate program/project management model across multiple businesses, assess capabilities and shortfalls, then implemented improvements to drive “faster/better/lower cost” delivery.• Developed concepts and implemented global processes, policies, SLAs, and standards for vendor management in alignment with contractual requirements and CIO direction. • Manage provider relationships for many resources (20% on shore, 80% off shore)• Communicate on a regular basis with C-level executives around the globe regarding vendor performance, governance and process improvements.• Architected, implemented, and manage the vendor governance and reporting process consisting of weekly, monthly, and quarterly development and service level reports as well as Executive Scorecards that are generated by the providers and reviewed by ACE project managers, portfolio managers, PMO, VMO, regional CIO’s, Chief Administrative Officer (CAO), and corporate CIO.• Developed/maintain business continuity process, in conjunction with disaster recovery efforts. • Designed and implemented the Contract Compliance process to partner with providers to ensure delivery of the expected value from the sourcing engagements.

Greater Philadelphia Area

Led the PMO (Program Management Office) of a $50M complex systems initiative for the modernization of Clinical Data Management operations through all major releases; including responsibility for requirements, schedule, risk and issue management, the change control board, all SLC documentation, and system deployments. • Implemented business process analysis, requirements elicitation, and documentation methods; in concert with stakeholders, to ensure full requirements trace through verification and deployment, including processes for configuration management and change control.• PMO consisted of four Program Managers, fifteen Project ManagersEstablished, then led a $15M IT group that optimized ITIL-based maintenance and operations (M&O) support for all clinical and regulatory systems, including $10M in outsourcing with multiple providers (on-shore and off-shore) and $3M in contracted support from corporate shared services.• Established contracts and negotiated contract change orders that doubled existing contract values.• Accenture, Cognizant, and HCL were primary service providers• Established requirements and priorities of corporate shared services groups for infrastructure: servers, storage, growth projections, and performance needs.• Managed a $50 million IT portfolio to near 0% variance (which was overrun by 15% in prior year under another executive).• Implemented formal process to monitor and control department funding changes which enabled the creation of a 5% management reserve in addition to the return of $3.5M to the corporation.Managed a multi-site software development group responsible for programming all of Merck’s Phase II and III clinical trial applications that were used to capture patient data and lab test results, consolidate trial data to Oracle views, then present for statistical analysis and FDA submission.

Compnay was initially GE Aerospace Division until merger with Lockheed.SYNOPSIS:Eleven years of diverse management level experience involving all phases of large systems development in a Top Secret/SCI environment, while working closely with government customers: project planning, proposal generation, ECP authoring, earned value reporting, business analysis, requirements definition, analysis, and management, design, code & debug, verification, staffing, budgeting, cost estimating/tracking, make/buy decisions, long range planning, performance appraisals, and functional management.ACCOMPLISHMENTS:• Personally provided an innovative technical solution resulting in $3 million in sales for a program that executives said “could not be done” due to unacceptable schedule constraints, developed the business case, then obtained approval from senior federal officials while saving significant costs.• Functional manager for system engineers and business analysts (staff of 45) while consistently meeting or exceeding customer expectations regarding system capabilities, performance, costs, and schedules.• As Chief Engineer for three programs and acting Program Manager (combined value ~$400M), provided complete technical design and implementation direction to Software Engineering staff for geographically distributed information systems (over 1 million lines of code). • Designed operational concepts and architectural requirements for several successfully fielded large ($20M to $100M) U.S. government systems.• Led re-engineering, development, and deployment of two successfully fielded systems for the government of the United Kingdom while performing as primary contact for high-level UK government officials.• Routinely communicated technical design options, recommended solutions, and program status to all levels of management as well as government program management executives.

B.S., Business Administration - Accounting

Activities and Societies: Division 1 varsity soccer - four years; NCAA tournament, East Coast Conference all-star teams.

Diploma