Engagement management responsibility for a 6.4 million dollar contract consisting of Strategic Planning, Independent Verification and Validation as well as performing activities to meet the clients requirements of becoming a Center of Excellent and CMMI Level 3. Additionally, I am responsible for business development at MISO, all resource management and all financial management. In my capacity as the Project Manager, I am responsible for building relationships with the client to ensure that we are able to address all of their requirements. My team consists of 7 technical and business resources, whose primary responsibilities include the oversight of all projects that fall under the strategic initiatives, as well as, assessments of any gaps within the processes or applications within those projects.• Resource hire responsibility, team mentoring and assessment. Increased the resurces from 3 to 8 to meet the cient’s requirements• Worked with the MISO leadership to determine what gaps needed to be addressed in this Fiscal Year. I facilitated the priority of those iniatives and worked with the FTE Leads to dertermine the budget needed to execute the initiatives• Facilitated the kick-off of the initiatives by providing the FTE Leads with the projects under those initiatives and the requirements for each of the projects• I provided oversight of all strategic initiatives, which included Master Data Management, Enterprise architecture, CMMI assessments and IV&V for FY18 • Provided the leadership with a framework to make workflow more efficient• Provide leadership with weekly and monthly status reports, including the project burn rate and budget• Facilitated all strategic meetings and Sprint Reviews of th strategic initiatives• Assisted ICF with business development efforts

Portfolio management of a 8 million dollar divestiture of the Integrated Printing Service to a new buyer. I am responsible for all financial management of the portfolio as well as the completion of the systematic dismount of IPS from the NCR networks and applications including Oracle ERP. My responsibilities include 1) financial and strategic management to ensure that all finances are met according to the Technical Services Agreement, 2) ensuring that the data and Oracle ERP applications being used by the new company are dismounted within a timeline outlined in the contract, 3) work with legal to ensure that we are meeting the legal compliance of a publicly traded company and 4) transferring all HR and personnel requirements and data for the assumed employees.Managed both the IT and the business Dismount for 22 countries and ERP dismounts for GL, AP, AR, Inventoy and Fixed Assets• Vendor management of Accenture (Bangalore)• Creation and implementation of both IT and business processes to ensure that all divestitures are managed the same way in the PMO• Oversight of Oracle ERP data and application management for the divestiture• Organized the dismount of all applications and data from NCR to new buyer• Budgetary accountability• Resource management in a matrix global environment of 10+ resources• Developed an overall dismount strategy and plan for the last phases of the project

Responsible for the full lifecycle project management and portfolio management of several 5 million dollar initiatives in the Compliance portfolio to respond to SOX deficiencies found during a PwC assessment, which not only corrected the deficiencies but provide an infrastructure for future SOX compliance. Budgetary responsibility for all facets of the portfolioKey Contributions and Results:• Utilized Scrum and Rally to deliver solution• Organized the execution of multiple SOX compliance projects• Collision management of all compliance issues within SAP GRC and Oracle Identification Governance • Oversight of Oracle ERP upgrades• Developed an overall testing plan for multiple SOX compliance initiatives• Vendor managed Ernst & Young• Budgetary accountability

Responsible for the development of a Technical Services (TAC) strategy, which enabled better collaboration and communication between TAC and the business units / customers that they support; No budgetary or resource responsibility. Took over the processes of the Services PMO and streamlined them to efficiently implement support project and programsKey Contributions and Results:• Customer Experience Review – a collaboration mechanism, which allows the TAC leadership team to communicate with the Business development teams in an effort to provide more quality products and better technical services support. The TAC team had never collaborated with the business development teams prior to this project being completed• Developed and implemented a modified Agile project management structure to allow the TAC teams to be more responsive to supporting products going live using the Agile methodology• Created and implemented consistent PMO processes to ensure that the services project to and programs were managed the same way. This allowed the Services PMO to coincide with the IT PMO• Developed a data management process to ensure that all performance data reported by the TAC teams were accurate and available

Hands-on full lifecycle project management of a one year project to do a global migration of the Windows XP to Windows 7, Office 2010 / 2013 and IE9 platforms in North America, Europe, Australia and Asia; Detail project planning, including project plans, issues and risks resolution or remediation; management responsibility for 8 Dell Engineers and one Dell PM, and 12-16 total Axis global technical support resources; budgetary management of $4.3 million dollars, which included h/w purchase, s/w re-engineering and Dell ConsultingKey Contributions and Results:• Successfully implemented Agile into the environment• Vendor management of Dell Consulting resources• Streamlined PMO processes to fit the global infrastructure models• Successfully migrated 12 locations in the US and Canada, 3 locations in London, 1 location in Dublin, 3 locations in Zurich, 2 locations in Sydney and 1 location Singapore, for a total of 2300 devices.• Increased productivity of users being migrated by 30%

Project management responsibility of a 1 year project implementing the Motorola Dream Gallery product onto IOS, Android, Windows and the MAC platforms using Scrum / Agile; managed 30 off-shore developers and testers (New Delphi) with competing priorities and six local developers and testers; ensured that the Agile methodology was followed effectively so that the project was delivered on time and within the $5.2mm dollar budgetKey Contributions and Results:• Completed the largest project in the company’s history ($5.2 million)• Management responsibility for 15 dedicated global resources (India)• All application components resided in the cloud• Worked with the founders and Executives to prioritize projects based on portfolios and priority• Created and implemented consistent processes to ensure that all projects were managed in a consistent way• Upgraded the Motorola software so that it would run on the following operating systems on MAC, IOS, Android and Windows devices; IOS 3 /4 to IOS 5 for the IPhone, the IPAD IOS 6.0 to 7.0, the Android platforms including Samsung, Nexus, Motorola Droids, and a host of other Android devices from Android OS 3.0 to 4.0, MAC OS 6 to MAC OS 7 and Windows XP to Windows 7

Challenged with creating an initiative portfolio / investment management Organization (PMO) with the expressed responsibility of providing an organization that would support ATC’ s ability to better align initiative investments with business objective and company goals; created the Initiative Portfolio Management (PMO) group, which was comprised of Project, Program and Portfolio managers, along with both an agile and waterfall framework, working in the capacity of investment initiative management; effectively managed a $650 mm dollar Capital budget, with over 240 projects in the pipeline. Any project costing in excess of $500k, needed to get approval from the PPM management team and the Executive Steering Committee, made up of VPs, CEO, COO and CFO.Senior Program / Product Manager, PMO (6/2006 – 4/2008)Responsible for the product development and the portfolio management of the Dealer Site product from ideology to market; Worked extensively with the senior management to determine the objectives of a Dealer site, then set strategic goals with a growth factor for number of hits over s 3 year period; managed a market research initiative to survey and interview over 18000 US dealers (over a one year period) of various types of dealers to determine the market value of the product. Performed competitive analysis to determine true competitors in the market space; Managed the development team to build the product; Worked closely with Marketing to determine the most effective way to launch the new product, then hosted the product launch at a National Car Show in San Francisco; Detailed product management of the Dealer Site program, including strategy, budget management and team leadership. Senior Project Manager, IT Support and Infrastructure (12/2004 –6/ 2006)