Currently working with our partners in People & Finance and Technology Platforms & Common Services to accomplish Portfolio initiatives. Operating as the initial point of contact for any Infrastructure requests, I work with our partners to understand, map out, and deliver their Infrastructure needs. From migrating to the latest versions of OS Software to firewall needs, I ensure that Infrastructure delivers in a timely manner.

Managed projects related to Supply Chain Management, which supported Supply Chain, Finance, Financial Planning and Analysis, Quality Management, and Staffing.

Managed releases of new and up to date MRO system. Worked with Subject Matter Experts, Users, Quality Assurance, Development and DevOps on ensuring Release goals, requirements and user needs were met.

Managed implementations of MRO systems in Maintenance for Southwest Airlines. Worked with the business and technology teams to ensure priorities and needs were met on a daily basis. Also managed and led Infrastructure and Technology, Integration and Performance Testing streams of an MRO implementation project.

Scrum Master responsible for managing and enforcing Agile\Scrum framework among three teams in the Dallas office. Teams dealt with advanced analytics, platform development and user interface components, which were either used in products or other teams in the company. Products and teams worked on developing software for clinical operating systems and provided patient information to hospitals. Teams were Agile based and composed of 5-10 members with a combination of Developers, Quality Control, Architects, Development Directors and Product Owners. Technologies included Java and Oracle. Tools used include Polarion and Confluence. Agile framework was Scrum.

Principal Consultant responsible for planning and managing projects in the Customer Hub group that worked in conjunction with different groups at American Airlines, such as Merchandising, Tickets and Reservations. Projects dealt with providing data at various levels to different groups and were accessed by a combination of web services, data feeds and message queues. Teams were Agile based and composed of 5-7 members with a combination of Developers, Quality Assurance, Architects and Business Users. Technologies included Java 1.6, JAXB Web Services, Oracle 11g, Tivoli, and Apache Tomcat Server. Tools used were Rally and SharePoint. Agile framework used was Scrum.• Planned and implemented a Multi-Point Pricing system which allows customer to pick a higher value or lower value seat in the economy cabin of any plane in the fleet. Allows American to generate an addition $15 million in revenue as the budget was $1.5 million. Managed Development and Architect resources locally and Quality Assurance resources in Brazil. Release contained five iterations (3 weeks each iteration) with working software delivered at the end of each sprint.• Led upgrade of an internal ePNR system from Cognos 8 to 10. System was a passenger name and record application which allows agents and support staff to view customer travel information to help in setting up and confirming itineraries, as well research customer flight history, in the case of an audit. Business intelligence tool used was Cognos, which turns data into information to help the company make better business decisions. Managed testing resources locally and offshore, as resources were testing different scenarios to ensure transition would be smooth and operational use was uninterrupted. Upgrade allowed system to be in line with current standards of Cognos, as version 8 was being depreciated. Technologies used were Cognos 8, 10, and HTML; backend database used was Oracle 11g.

Responsibilities included planning, managing and administering CM policies, procedures and deployments related to Penson’s portfolio of applications (Web, Client and Databases), with 2 direct reports. Technologies included .NET 1.0 to 4.0, C#, SQL Server 2005 and 2008, SharePoint, Visual Source Safe, CruiseControl.NET and Team Foundation 2008 and 2010. Tools used included AtTask and Visio. PM methodologies and frameworks used were Waterfall SDLC and Agile methods. • Managed communication and coordination of releases resulted in Business and MIS departments to be prepared for production changes with minimal to no interruption in company activities. This allowed the Business and Support Personnel to carry out their planned activities and either reduce or eliminate the number of post-mortem meetings by at least 30%.• Planned, scoped and implemented a project for an internal system to be automatically deployed, versus manual deployment. Internal system contained application code, windows services and web code that was deployed to various servers. Reduced deployment time from 1 hour to 30 minutes and freed up Configuration Managers to concentrate on other important tasks while code was being deployed.• Worked and coordinated with offshore teams in India to develop and deploy source code for internal projects. Planned implementations for our various environments and teams to ensure projects reached appropriate milestones. Worked with offshore developers to ensure deployment packages were correct and resolved issues whenever necessary to ensure projects were still on track.• Planned and coordinated implementation of Microsoft’s Team Foundation product. This allows users to either enter time tracking or defect tracking information, or enter tickets to keep track of various projects that occur at Penson. This allows Penson to save at least $10,000.00 by not purchasing three different systems as all the information can be entered into one system.

Interviewed, documented and analyzed business processes and IT controls related to ITGI™ standards.• Documented current and future IT processes in relation to IT Control Objectives for Sarbanes-Oxley. IT Control Objectives that were documented, but not limited to, included acquiring and maintaining application software, managing third-party services and ensuring systems security. Processes were documented to ensure external audit could perform walkthroughs and testing in compliance with SOX requirements.• Developed SAS-70 review policy for data centers within the IT department. Review policy included procedures to obtain, examine and review independent service auditor’s report. Procedures also included addressing any deficiencies/exceptions found within the report and reviewing company’s own control considerations. Policy was necessary to ensure company’s IT assets located in the data centers were secure and that controls would not have a negative impact on financial controls or reporting.• Performed walkthroughs and testing of various divisions within the company. Developed and used test scripts that dealt with Computer Operations and Change Management in relation to IT Control Objectives for Sarbanes-Oxley. Documented test results and offered solutions to the client where control failures were discovered. This resulted in improved business processes for the client so that they could pass external audits in the future.

Analyzed business processes within the departments of UWA to improve their services within the flight services industry, using Oracle/AIM methodologies and Visio.• Interviewed and documented current state of processes within various departments ranging from Operations to Distribution. Offered suggestions and improvements to help improve current state of the business and keep up with future expansion.

Managed issues for an enterprise system that was used to manage volumes and financial data for different assets across the company. Led initiatives to improve other systems that included contract management and distribution systems. Technologies included .NET 2.0, VB.NET, SQL Server 2000 and Visual Source Safe. Project Management methodology used was the Waterfall SDLC method.• Implemented and administered change management procedures on an enterprise system which resulted in preliminary IT SOX satisfaction, improved process on pushing changes to production for scheduled releases, and improved customer satisfaction by 25%.• Led change to overhaul and enhance a contract management system which strengthened system to be used with daily operations and reduced users’ workload by 50%. • Designed and implemented an on-demand storage data retrieval system for the distribution department which eliminated the need for traders to manually enter data so that traders could concentrate on other tasks, such as entering market volumes.

Responsibilities included supporting and managing code for a storage and marketing system used by Diamond-Koch. Worked with users on getting issues resolved in the system and included enhancements to improve use of the system. Also, worked on a financial portal for use with traders to carry out financial transactions from a single area. Technologies included PowerBuilder 5.0 and 6.0, SQL Server 7.0 and PVCS.• Led initiative to improve storage and marketing system. Added functionality to accommodate expansion needs due to the changing nature of the business. This resulted in improving the system by 45%, based on recorded issues and needs.• Organized documentation procedures for storage and marketing system which increased team and management awareness of system specifics and reduced repeated inquiries on system information.• Helped create components for financial traders to use in a portal financial application. Designed components to be available for other applications for future needs or projects within the company. Reduced the need for third party communication when advice was needed in a deal and allowed communication to be done with other traders through the portal.

Responsibilities included managing testing processes, documentation procedures and developing code for a gas accounting/measurement system. Technologies included PowerBuilder 5.0 and SQL Server 6.5.• Supervised testing process for gas management system and managed a testing group of 14 developers in this process. The process revealed new conditions that had not been tested or explored before; this allowed at least 90% of the errors to be corrected in the application before any new release was pushed to production.• Migrated gas measurement system to new application technology. Application took advantage of new technologies to enhance future development as well as allow for future migrations when needed.• Managed documentation group of three individuals in organizing and constructing on-line documentation for gas measurement system. Gathered system information, business practices, expected functionality, and delegated documentation tasks to group. Documentation resulted in better user understanding of the system without disturbing the development group on user support questions. On-line documentation compiled all documents in one location for ease of access.

Responsibilities included upgrading financial reports using Actuate.• Upgraded existing financial reports using web technologies which allowed financial traders to make financial deals and decisions over the internet in real-time.