My role at Tinubu has been almost entirely dedicated to the on-boarding of surety carrier clients of Tinubu's SAAS software offering.

As one of the initial hires for a new PMO, I drove multiple and quite varied projects from basic web development to accounting implementations to mobile app development. That it was a new PMO also meant a lot of process oriented work and the opportunity to influence the way that business is done. Being in a new industry and with such a fast growing company (pre-Covid19) is truly was invigorating.

As a Senior Project manager, I led multiple large projects from conception through delivery. Managed project teams in multiple countries across different time zones from diverse functional teams. Made vital decisions and drove decision-making throughout the project lifecycle.In a recent project I BUDGETED FOR AND REPLACED over $1.5 million of Microsoft SQL licenses impacting 350 plus databases across the enterprise. And this was accomplished significantly ahead of schedule. What made succeeding with this project rewarding to me personally was that when we started, we had no information beyond an incomplete list of servers that had MS SQL packages installed and less than 60 days to submit the budget request.Sometimes SAVING $150,000 OUT OF $650,000 corporate wide hardware upgrade projects is just a matter of staying in communication with teams you work with on a regular basis. As I worked through the list of various hardware servers managed by the Windows team, I kept noting the overlap with two other teams I worked with on a regular basis. By bringing those teams together and using a little imagination to combine the hardware requirements of each group, we were able to find significant savings.Also recently, I DIRECTED END OF SERVICE LIFE UPGRADES/RETIREMENTS on over 2400 Windows 2008 servers. Anyone who has worked on one of these EOSL projects understands that they are the proverbial cat herding task. With more than 100 managers responsible for the applications on these servers, the actual replacement takes back seat to the ongoing communication to and guidance of an exceptionally large number stakeholders. Multi-version upgrades of applications are especially difficult when they need to be COMPLETED WITH ZERO INTERRUPTION TO SERVICE. This was the task my project team faced when upgrading our corporate-wide monitoring tools, CA Spectrum and eHealth. Not only did we succeed, but I DEVELOPED and IMPLEMENTED a regular audit process along the way.

I was promoted to PROJECT MANAGER, which meant my portfolio would now include large projects as well multiple medium to small projects. But having worked on one of the largest corporate projects while in my earlier position, this change was mostly cosmetic. I would become increasingly responsible for and adept at Communicating with stakeholders, management and the project team through all phases of the projects.More than once I was asked to LEAD TEAMS IN THE CONSOLIDATION OF MAJOR DATA CENTERS without unscheduled outages. In one of these projects we reduced the hardware footprint by over 50%. This involved the physical relocation of hundreds of servers and network devices, the procurement and installation of new nwtwork equipment and a large storage device. These projects inevitably impact multiple teams across the enterprise. So beyond being an exercise in hardware shuffling, much of my time was spent working with software application teams to schedule and direct their piece of the move.I was also selected to attend a unique week long training that gave me the tools to GUIDE PROCESS IMPROVEMENT TEAMS USING LEAN METHODOLOGIES. I lead Kaizen events for updates to the IT change management process and the server decommission process.I worked with our Networking team on a wider variety of small and medium sized projects and found the same problem over and over, poor, inconsistent and out of date documentation. I encouraged the team's Director to have me lead a project to address this deficiency. With the team managers and a select group of technicians, I lead them through the DEVELOPMENT OF NEW DOCUMENTATION STANDARDS that included specific tools for specific types of information. The result was the more timely completion of the ENTERPRISE WIDE NETWORK SWITCH EOSL REPLACEMENT that had precipitated the effort, as well as succeeding projects.

As a new Associate Project manager, I was expected to lead multiple medium and small projects. Using project management tools and methodologies, I built Project Plans, developed status reports, cost estimates and resource plans. My responsibilities expanded rather significantly four years into the position as a result of senior staff leaving or being given other responsibilities.As a representative of the hardware teams, I worked with other Senior PMs from the Project Management Office, Corporate Security, Network Security Application Support in the CREATION OF CORPORATE-WIDE PROCESSES FOR FIRST PCI COMPLIANCE AUDITS. During this effort, our team worked with the Security Standards Council to clarify and interpret the requirements to allow an audit of specific units or applications within the corporation. Previously the expectation had been that the audit would apply to the entire enterprise. Once those processes were in place I COMPLETED SUCCESSFUL PCI AUDITS as lead of functional and application teams numerous times over the next few years until the function was moved entirely into corporate security.My "bread and butter" projects were DELIVERING NEW CLIENT AND APPLICATION TEAM ENVIRONMENT BUILD OUTS. I managed these projects from procurement through delivery of the built environment to the requesting team. For two of these years, I COMPOSED DISASTER RECOVERY PLANS, leading the responsible teams through the exercise. I would then lead them through full DISASTER RECOVERY EXERCISES.