• Manage and mentor the software testing personnel, continuously evolving associates into a high-performance team• Optimize INVIA’s SDLC procedures• Conduct risk analyses• Develop test plans• Review test cases and ensure traceability to requirements• Execute and document results from the verification test cycles• Documentation of all results and cycles • Identify key metrics; provide monthly management reports• Continue introducing automated testing when practical• Support Quality System and Regulatory efforts

QA Consultant in the Guidewire practices built and led quality assurance initiatives for external clients.Client is replaced their Claims and Policy application with the Guidewire ClaimCenter and PolicyCenter product. An Agile methodology was followed utilizing TargetProcess for project tracking which included story cards, test cases, and defects tracking.Test Management: Management of the Program Testing efforts. Defined the Master Test Strategy for the project that included scope, phases, entry and exit criteria, tools, environments, configuration management, resources, governance model, data management, defect management, automation, testing workflows, and schedule. Estimated the backlog identified during inception. Built the team of testers which included client and EY resources. Defined processes and metrics in TargetProcess.

QA consultant operating cross functionally with partners, directors, and managers ensuring clients’ needs are exceeded.Business Growth: Collaborated on responses to client proposal requests. Expanded business opportunities by selling tools internally housed by PwC. Recruited resources by performing pre-screening and formal interviews. Assisted with building out of Software Development Center on shore.Business Investment: Built a repository of templates, processes, procedures and tool for use across the Quality Management Team (QMT).Coaching: Mentored, guided, and trained multiple resources to promote professional development, problem solving, and efficiency improvements.

QA consultant building and leading quality assurance teams for insurance clients. Implemented Guidewire® application and Integrations with an Agile Methodology.Testing: Defined the strategy for Development, Regression, End-To-End, and UAT testing which included a schedule of all phases, resources, and entry and exit criteria. Identified environments, release schedules and data needs.Management: Managed/Coordinate client and PwC onshore and offshore resources in testing related activities. Build trust and provided critical feedback in order to further develop the resources. Instructed and reviewed test case creation, execution, and defect entry in MTM, TFS and HP ALM.Quality: Ensured quality by defining processes, tools, and reviewing for coverage and completeness.Framework: Built testing structure that included testing processes and templates for test strategies, plans, tool guidelines, defect management, and test management metrics for current and future projects. Enhanced testing metric capabilities, and implemented automated testing. Reporting: Define metrics using multiple tools which included creation of queries for tracking and reporting testing progress, defect status and requirement coverage.

Responsible for building a global testing center which included process creation, planning, resourcing, and managing all testing activities.Testing: Built and improved standard testing processes, procedures and tools to meet industry standards and FFIEC regulation. Ensured global standards, compliance, consistency, and quality of test deliverables.Strategy: Initiated and led partnerships with Requirements CoE to build high quality requirements which resulted in a higher quality product.Centralization: Centralized testing for all business units across the globe by evaluating existing testing practices in each area, standardizing the process, resource planning and rolling out company standards. Built and collected metrics to show test execution progress and defect remediation including detection and closure rates.Budgeting: Authored a budget over 10 million dollars including staffing, licensing and maintenance of tools. Established a Testing Center of Expertise team comprised of eight direct reports with a total staff of 50 distributed globally. Developed performance management and improvement plans for direct reports.

Managed a team of business analysts and test managers for the insurance business unit. Worked with warranty services to define System Testing versus UAT testing. Initiated UAT processes, outline roles and responsibilities, rolled out tools and defined timelines. Management: Trained the business unit on Quality Center for test case creation, test case execution and defect management. Built business cases and hired experienced business analysts to deliver quality requirements. Aligned BA’s throughout the business unit and showed an improvement within the first six months by a significant reduction in change requests and defects.Timeline Compression: Identified and outlined business processes, reports and form generation, and rating schedules. Defined requirement gathering process for changes. Resulted in a reduction of project timeline by 20%.

Managed and ensured documents and processes met the needs and expectations of ABN AMRO.Requirements Management: Improved and implemented rigorous requirements management processes by assessing the needs of all areas of the Software Development Life Cycle (SDLC). + Resulted in a 95% decrease in the number of defects found due to unclear requirements.+ Authored a $250,000 business case, identified requirement inefficiencies, created and enhanced processes which eliminated 90% of the inefficiencies. Created a status template to gather the following metrics to track success; error ratio, estimating accuracy, requirement volatility, total effort, productivity and root cause analysis. Contribution: Served as a key member of a global RA Forum with ABN AMRO business units from Brazil, Amsterdam, London and North America. Led multiple sessions to share the North American processes and best practices including identifying stakeholders early on, software requirement specification template, change control process and requirements plan. Recognized in the Quarterly Status Report as a large contributor to the Forum.

Expanded responsibilities across the other North American business units. Standardized testing practices and tools.Reorganization: Implemented a reorganization plan, increasing team to 20 employees and 30 consultants with a $3M budget. Expanded support from a single business unit to multiple business units spread regionally. Created and implemented cross training program increasing project capacity. Expansion: Assessed and unified manual, automation, load and performance test protocols to accommodate all business units across North America. The unified process created consistencies and reusability while decreasing test timelines and increasing cost efficiencies.

•Established the first QA team. Recruited, hired, mentored and coached 15 Test Engineers and consultants on manual, automated, load and performance testing.•Designed and implemented testing practices for the QA team. Reduced production defects by 30% over a 12 month period which improved overall customer satisfaction and time to market. •Expanded responsibilities to include SCM. Directed a team of four to build a directory structure in PVCS Version Manager to organize code and promotions through the SDLC. •Spear-headed the design and implementation effort of a process for code contention due to parallel development and eliminated 99.9% of defects.•Moved defect tracking standards from PVCS Tracker to Test Director. Added a change control tracking standard.•Identified as a key leader in a process improvement initiative to align all IT areas within North America. Lead the testing initiative and participated in the SCM and SDLC (MAP) process outline initiative.