Managed a variety of highly visible projects at one of the industry leading learning science companies and one of the "big three" educational publishers. As IT Project Manager, managed a variety of projects centered around a large data migration effort. As the Project Manager have been responsible for managing the day-to-day operations of all phases of the project, team meetings, project documentation, and decommissions. Worked directly with the VP, TPM, and Senior Release Manager and her team. Managed project schedules by working with Solutions Engineers, Sr. Network Managers, Storage Managers, Data Base Managers, Info Sec Managers, and Migration Managers and their teams.• Managing many projects with the VP, Technical Project Manager, Release Manager, and her team, during the migrations out of the DC, the remaining Decommissioning work with the physical servers and the VM’s or virtual servers to be decommissioned were processed and completed by my project teams, updated the server’s status within the CMDB, and process documented in a Service Now ticket for the main system of records. We managed the servers with several OS systems and included Windows server 2012, 2016, 2019, Oracle Solaris, Linux RHEL OS systems to perform the decommissioning work and the final steps and of migration from DCs to the Azure and Oracle Cloud Infrastructure environments.• With many different Apps and servers required to have long term storage of records after migration of data and decommissioning, this included a build out of VZEN payment system requiring new network build out of this appliance in OCI, for a more secure ingress and egress of data for external purchases through Barnes and Noble for McGraw Hill solutions. As another example, the PPM (Project Management records) with storage and Data Base info. required this long-term storage. It was planned by myself and the Solutions Architect and executed by my project team.

Managing as Senior IT Project Manager to engage CPS.EDU Chicago Public Schools enterprise wide initiative of Managed Print Systems implementation of PaperCut software for managed print devices with infrastructure in cloud-based Data Center and Co-Location managed network. Accepted opportunity for a Red Health status project schedule, to facilitate daily stand-up meeting and all break out meetings for more in depth discussions of Roll Back and Data Recovery, Change Management, Network Diagram current and future states, IP Whitelisting’s, Data File Server size and location for project documentation meetings. Worked with external Data Center Infrastructure engineering team, internal enterprise network team and application team, DBA’s, Integration Engineers for foundational process documentation. Engaged in daily program meetings for updates and status in project documentation, working directly with Senior Management, Information Security Managers, Senior Network Managers, Organizational Change Management, PMO, and Program Manager for best practices and project alignments in daily program update meetings. Set all project teams meeting and cadence for optimum progress updates and documentation of project artifacts, program tasks completed, percent’s done, and remaining tasks future finish dates.• Worked directly with large stakeholder teams from Info. Security, Network Management, MAC device management, Network Engineering, Organizational Change Management, PMO, vendors senior project managers and technical support, internal technical support (ITS) senior managers, reviewed network change approvals, and participated in Change Approvals Board meetings.• Worked with Organizational Change Management and internal stakeholders for Program Pilot participation and coordination of scheduled dates and completion validation and tracking.• Worked directly with two external vendors, Ricoh and Active Office Solutions, for current devices incidents escalations, device refresh.

Managing as IT Program Manager to engage enterprise initiative of the migration of current On Prem Data Center located in Phoenix, AZ, for migration to Azure Cloud environment in On Prem Data Center in Las Vegas, Nevada. Accepted opportunity for a Red Health status project schedule , to facilitate daily stand-up meeting and all break out meetings for more in depth discussions of Roll Back and Data Recovery, Change Management, Network Diagram current and future states, IP Whitelisting’s, Data File Server size and location for project documentation meetings. Worked with external Data Center Infrastructure engineering team, internal enterprise network team and application team, DBA’s, Integration Engineers, and external consultancy team for foundational process documentation. Engaged with CTO and VP’s in weekly executive meetings for program status, working directly with Senior Information Security Director, working with Senior Program’s team Manager for best practices and project alignments to Program Manager teams standards in weekly program update meetings. Set all project teams meeting and cadence for optimum progress updates and documentation of the program progress tasks completed, percent’s done, and remaining tasks future finish dates.• Created Action Tasks Tracker, implemented, improved color coding, updated task owners, progress status, health status, and updated new tasks added, task work accomplished, related technical data for network information, and finish dates for reporting to senior management in weekly update meetings• Re-aligned project team to required Waterfall methodology for Data Center Migration project list of tasks, to remain in alignment with current critical path schedule of finish dates for Data Center Migration project• Created and documented all Daily Project Meetings Status Updates, PTO Tracker, Action Tracker Updates, and Jira tracking, saved break out meetings recording, and network latency testing information into One Note

Managing as Program Manager to engage enterprise initiative of the migration of 80 Applications and 5 Environment build outs, for migration from On-Prem in the enterprise data center to Azure Cloud environment. Accepted opportunity for a Red Health status project, to facilitate 8 to 9 meetings daily for offshore IBM migration team, internal enterprise network team, DBA’s, Integration Engineers, Network Engineers, Middleware engineers, Network Architects, Enterprise Architects, enterprise App. Teams, and internal offshore teams.Engaged with executive meetings for reporting program status, working in the Cloud Migration Office, working with PMO Technical Project Manager for best practices and project artifacts alignment to PMO standards. Managed project budget of 3.1 million dollars, PMO timesheet management for project hours worked and tracked in Microsoft Office Project 365, and created and submitted multiple Change Requests to PMO for project related needs.Tracked all project issues in Jira for migration team and infrastructure team, used Confluence documentation of project related information, reported in weekly Steering Committee meetings with Power Point deck, and onboarded new team members for increasing resources to reduce scheduled work time for critical path. Worked with CMO executives for Leadership Blockers tracked in Jira for multiple migration projects. Facilitated one off meetings for all related escalated migration mitigation meetings for process improvement and schedule mitigations with external and internal teams.• Managed two programs DataStage and Axway migrations from On Prem DC to Azure Cloud, managing an external App migration team from IBM for DataStage and for Axway I was managing a lift and shift team for migration from On Prem DC to Azure Cloud from Cognizant

Managing as Program Manager over seven projects within the Irvine Exit program, Voxtur Transition Service Agreement project, and Cyprexx Transition Service Agreement project for enterprise initiative of data migration from corporate based data center for data center closure to Cloud based business migrations. Working with internal teams of Data Architects, App Architects, Network Engineers, Data Base Analysts, and external data migration processing teams from Google Cloud Platform and Data Bricks Inc. Targeted state of data to be in GCP, Microsoft Azure, and Amazon Web Service for cloud based business migrations. Responsible for project Initiation, Planning, Execution, Monitoring and Controlling, and Closing of all projects. Tracking scheduled work, scheduling cadence and facilitation of multiple team meetings daily, updating work in progress and completed tasks on all current projects for multiple weekly facilitation of projects update meetings with enterprise VP’s and business leaders.Responsible for meeting and working with external project executives, business leaders, and data migration teams from Voxtur Inc. and Cyprexx Inc. for strategy collaboration with external Project Managers. Tracking of current projects work in progress and completions, of the Transition Service Agreements for contracted sales of online businesses of MLS home search and sales for properties. Documenting current project teams progress and durations updates within project schedules in Smartsheets, corporate Microsoft Teams, SharePoint, One Note, Confluence, and One Drive sites for internal review of projects status and current progress. Leveraging Microsoft Teams and Office 365 apps for all meetings, Instant Messaging, email, contacts, and activities. Report to two VP’s and work with multiple VPs for their specific projects and their team leads for projects strategies.

Managing Asset Management for ECO Print Management project in a two years contract. Managing enterprise wide corporate policies concerning Procurement Management within USA, Canada, Europe, and Australia, for printing requirements in Corporate Properties Group, multi-national business hub locations, production sites, legal sites, and all non-retail offices. Responsible for Printer Governance review, which ensures compliance to established standards and reviews requests for exceptions. Provided Printer Governance review and coordination of all printers within project scope for enterprise asset management requirements. Provided necessary quality and accuracy reviews to ensure continued achievement of Service Level Agreement (SLA’s) and to decrease procedural impacts to scheduling requirements.Required data gathering and documentation included all sites, end users, lines of business, assets IP, SN, Host name, make, model, and port ID, for WF (Remedy) Asset Management tracking records. This included lifecycle management governance for verifying current Technology Standards Center status of all assets as one of the categories of Mainstream, Deprecated, or Obsolete and due for retirement from service.• 2018 personally accrued fiscal cost savings through governance of WF policies and optimization of current LOB’s Assets, was $300,00.00• Providing tracking and reporting of the new/used equipment inventory to meet expense reduction and cost containment efforts to 90% efficiency• Ensured timely validation emails sent to lifecycle team members and management when escalation is needed to confirm location (sent from LCMS (Lifecycle Management System) Enterprise Printer Lifecycle workflow application • Project timeline documented currently completed at 56% of requirements list in project execution• Established and maintained governance of multi-national polices to align with WF Asset transparency and documentation requirements, as part of WF requirements

Managing IT project management team of project managers in Telecom projects including, CAT 6 Circuit Upgrades for 6 Meg., DS3 cabling, fiber cabling, decommission of WF sites, site relocations, AP Installs, Router and Switch replacements, and network build outs for client Wells Fargo. Managing projects across the USA in all states and coordinating with Wells Fargo MAC, TEC, CPG, TICS Network Engineers, System Analysts, and WF Network Project managers. Managing cost estimation, scope of projects, scheduling with WF and Technicians, process documentation, process improvement, change requests documentation, invoicing, and billing to manage team of Technician Partners, and coordinate with WF telecom coordinators.Managed team change of process documentation, for reducing time in documenting needed information and centralized location for all access. Provided process direction and documentation for team compliance. Completed over $500,000.00 in circuit upgrades in six months and well over $1,000,000.00 in all revenue in the last six months. Report documentation of daily status to Vice president and President with current teams projects status, completions, and current revenues.Work directly with accounting for all required costs estimations, invoicing and billing for projects meeting on time and under budget requirements.

Managing Asset Management for ECO Print Management project in a two years contract. Managing enterprise wide corporate policies concerning Procurement Management within USA, Canada, Europe, and Australia, for printing requirements in Corporate Properties Group, multi-national business hub locations, production sites, legal sites, and all non-retail offices. Responsible for Printer Governance review, which ensures compliance to established standards and reviews requests for exceptions. Provided Printer Governance review and coordination of all printers within project scope for enterprise asset management requirements. Provided necessary quality and accuracy reviews to ensure continued achievement of Service Level Agreement (SLA’s) and to decrease procedural impacts to scheduling requirements.Required data gathering and documentation included all sites, end users, lines of business, assets IP, SN, Host name, make, model, and port ID, for WF (Remedy) Asset Management tracking records. This included lifecycle management governance for verifying current Technology Standards Center status of all assets as one of the categories of Mainstream, Deprecated, or Obsolete and due for retirement from service.• 2018 personally accrued fiscal cost savings through governance of WF policies and optimization of current LOB’s Assets, was $300,00.00• Providing tracking and reporting of the new/used equipment inventory to meet expense reduction and cost containment efforts to 90% efficiency• Ensured timely validation emails sent to lifecycle team members and management when escalation is needed to confirm location (sent from LCMS (Lifecycle Management System) Enterprise Printer Lifecycle workflow application • Project timeline documented currently completed at 56% of requirements list in project execution• Established and maintained governance of multi-national polices to align with WF Asset transparency and documentation requirements, as part of WF requirements

Signature Technology Group Services – Phoenix, AZ IT Project ManagerProactively organized and managed technical project in the United States and Canada for Volvo of Sweden Automotive Mfg, and collaborated with Volvo engineering for final deliverables

• Directed a multi-cultural project with organized attention to detail, product knowledge, and oral communication skills, and issue management for initiative to upgrade all Volvo dealers LAN and WAN wireless networks installation

• Utilizing requirements checklists, analytical problem solving, and interpersonal skills, applied a new design of reviews and communications plan to retain $500,000.00 contract

• Utilized Visio to create diagrams of the Volvo dealers building sections for locating the data closet, business office, service drive, service department, and Wireless Access Point (WAP) locations

• Utilized advanced Excel functionality, using pivot tables for client updates of schedule of completed deliverables, current budget status and project completion schedule for project completion

• Created organizational project assets and utilized Sharepoint for central business access of project process documents, vendor contracts and lessons learned

• Negotiated with the client directly for risks and responses, managed resources with (Salesforce ERP and MS Project 2013 software) and closed the project with the Business Office Manager, for Data Center migration of the Veterans Administration servers, database and racks from Philadelphia to Houston

• Managed Project for client in multi-state infrastructure network for data center information security and vulnerabilities, server’s maintenance and replacements, expansions, network repairs, upgrades, and business offices terminals repairs and maintenance

Teletech – Phoenix, AZ IT Project Manager / Subject Matter Expert (SME)• Collaborated with the IT Infrastructure manager for network vulnerabilities, firewalls, database information security, encryption, server lifecycle functionality, and replacement, lean materials requirements• Coordinated new business team’s establishment, utilizing MS Project for schedule, team members, and projects budgets saving 30% in hardware and software costs to maintain below $80,000.00 budget for the customer• Created vendors accounts, installation of project materials warehousing, staff terminals, WAN and LAN networks establishments, VOIP phones, printers, servers and data management, inventories.• Through program management, proactively managed tracking spreadsheets, logistics FedEx® / USPS accounts, project budget, and updated internal management and clients with pivot tables presentations for budget, schedule to completion, tracked data for current completions • Managed contracts for technical and procurements requirements through (Siebel CRM/ERP software), updated Business Office Manager for costs, and project documentation within the scope of the projects to the Region (Legal), Goodwill, and Fulfillment projects• Created multiple unique advanced excel spreadsheets for tracking data and drove successful Fulfillment Project program maintaining 100% SLA and regulatory compliance for four plus years• Recaptured clients escalating legal costs by directing quality assurance processing of legal documents to client legal and Tier 3 teams

Toyota – Peoria, AZ 02/2004 – 01/2012Technical Team Lead / Quality Assurance• Managed technical projects for Toyota Automotive Mfg, utilized product knowledge and materials to proactively provide customer deliverables• Managed budget and cost control to cut up to 30% in costs per month by monitoring and controlling project costs • Executed production changes to retain a 40% increase by process improvements and core task streamlining of processes• Collaborated and communicated with Field Technical Engineering (FTE), Field Technical Specialists (FTS), and Product Engineering for project root-cause analysis, resolutions and lessons learned project documentation• Maintained budget costs to remain below annual budget of $20,000.00 for technical and procurements requirements, through cost tracking, resource management, and cost controls