Proud to Build out a PMO for this well-established WMBE company. I’m always Interested in talking to Workday-certified consultants! Or, if you're an organization using Workday and need some additional support fine-tuning your Workday implementation, let me know since I also manage our AMS practice, too.

I teach Business Communications, Org. Behavior, Conflict Resolution & Contract Negotiations to both undergraduate and MBA students.

Tarrant County College is one of the 20 largest colleges in the United States based upon its annual enrollment of nearly 100,000 students comprising of five physical campuses and one virtual campus with over 6,000 employees and staff.Recruited for successful project history to direct 15 staff members in the Enterprise PMO department consisting of analysts and project managers, along with contract personnel to execute all institutional strategic and tactical initiatives. Also created the IT PMO to support all technology initiatives and personally manage the ERP evaluation and conversion efforts.Leadership in Action: Built the department from scratch using employees consolidated from other departments within the college.● Trained staff and ensured that every new team member achieved PMP certifications, resulting in tangible improvements in project centricity while migrating from Waterfall to Agile project methodology, providing an estimated productivity gain of 40% and cutting costs by $240K YOY due to streamlined workforce planning● Led five team members to receive Scrum certifications while migrating the college from waterfall to Agile● Served as Program Manager for the IT department’s COVID-19 Response Planning and Execution Program.● Within five months of joining the organization, the CIO left the organization. Was asked to serve as Interim Head of IT, ensuring business continuity with keeping key technical projects on track and maintaining the department for six months until the hiring of the new Chief Technology Officer.● Implemented comprehensive resource allocation tracking used to define when new projects could be assigned based upon resource needs and priority. This helped reduce Work-in-Progress (WIP) and bring lingering projects to fruition.

Mr. Cooper, formerly known as Nationstar Mortgage, is the country’s largest non-bank servicer of mortgage loans. The parent company includes several subsidiary organizations, including Xome and Champion Mortgage, the nation’s largest Reverse Mortgage Servicer, overseeing over 40% of the country’s reverse mortgage portfolio. Promoted from the previous role due to exceptional work on the CHIP project into the marketing organization to implement a project-centric approach to building out the new customer acquisition marketing efforts of Mr. Cooper. Essentially served as an Operations Officer of the department to move the organization from a traditional, siloed structure into one focused on delivering results across all advertising mediums based upon a single marketing campaign focus.Process Improvement: Brought into an existing department to drive efficiencies.● Project managed the initiative to develop 28 different TV commercial and digital media assets at an extremely accelerated rate (nearly ½ of the time usually taken to produce that many pieces) and also finding process efficiency to come in 20% under the original budget of $1.2M.● Reduced audit findings by 15% by utilizing a tracking platform tied to legal documents, implementing a peer review process to catch errors before submission, resulting in more transparency and visibility by executive management.

Promoted from contract position into Program Manager to execute the aging system of record replacement with our internally developed SaaS application called CHIP (Champion HECM Information Portal) for the wholy-owned Champion Mortgage Division. Oversaw 12 projects, running the Scrum of Scrums and directly managed 16 onshore developers and 15 offshore developers, over 70 IT professionals and dozens of SMEs from the business units to optimize procedures and system integrations including ODS development and integration of over 50 vendor systems. Business Transformation: Making a good organization, great ● Guided conversion of Champion IT PMO from waterfall-based project management to Agile Project Methodology, cutting development time for products by 15%● Due to the new system of record efficiencies, reduced the Cost Per Loan by 25% and provided oversight for the development and modifications to custom specifications● An initial project as a contractor to complete a Reverse Mortgage Servicing Rights transfer that expanded the Reverse Loan portfolio by nearly 20% with a $10M revenue impact served as the impetus to move into a full-time Program Manager for CHIP program● To alleviate substantial waste in the appraisal ordering process, implemented a company-wide centralized appraisal ordering environment, resulting in reducing redundant or frivolous orders for an estimated annual savings of $120K+

● Implemented new marketing efforts to blend press releases, e-mail marketing, social media contacts, and other web-based efforts into one system, resulting inpress releases being picked up by over 100+outlets● Led effort to integrate Realty Pilot’s systems into large MLS provider, increasing exposure to 160K+ agents in 100+ MLS’s● Implemented company-wide CRM to organize lead contact, allowing full access from any connected device to see all company contacts and track sales force efforts, resulting in a 10% efficiency increase

VRM is the largest independent REO Asset Management company in the US, selling well over 600,000 REO’s since the 2008 Real Estate crises. The company recently won a ten-year renewal of the original five-year VA contract ensuring the company’s future viability.Recruited by a former manager to bring business and IT acumen to VRM. Used organizational skills to pull together resources for RFP responses and standardize the process. Conducted VRM University Courses throughout the country to schedule and facilitate process training for 5K+ brokers to become VRM certified, increasing productivity and efficiency of brokers while reducing costs and turn time in their offices and the VRM back offices.Competitor Displacement: Standardized RFP response and business development support processes to increase success and expand the business by 30%.● Authored an RFP response that won a $1B, Five-year VA Portfolio Loan Servicing and REO Disposition Contract and served as the onboarding program manager; the subsequent award led to a 10-year contract extension solidifying the company’s growth post-recession. VRM’s proposal was superior to more than 50 other big-name bidders, including several large national banks.● Created an REO management system to review all of the applications from the business versus technology perspective, streamlining the ability to work seamlessly with the VA. The software application was a requirement of the VA Contract to develop a new platform to maintain their properties and subsequently became the system of record that VRM used for all of its REO dispositions.

Portions of the First American Company were spun off to form CoreLogic.● Referred for former employee when her current manager resigned● Managed a team of 14 REO Asset Managers selling bank-owned properties through the country● Drafted RFP Documents and participated in executive presentations for all new clients of the REO Servicing Division including key clients such as Bank of America, JP Morgan Chase, and Citi Mortgage, Inc● Developed internal compliance function and continuous process improvement through developing KPI dashboards as a model for client reporting endeavors, resulting in streamlining the business process, transparency, and increased efficiency by 30% ● Created a module for VendorScape and served as REO Business Lead, resulting in increased potential revenue opportunities while streamlining and automating the REO process.

Origen Financial was a boutique mortgage servicer that managed a book of $1B in assets focused on the Manufactured Home market. The company fell in the recession of 2008 and never resurfaced as a mortgage originator/servicer.● Hired as the first person to fill this job due to experience building and creating departments in the past. Led all non-collections departments that supported the collections and customer service departments, managing 50+ team members across three departments, including setting up the PMO for the entire organization.● Solid Business Process Improvement: Initiated the Operations Department and executed the project to centralize servicing from multiple regional offices into 1 location, cutting overhead costs by 25% and enhancing “command and control” for all levels of management. Managed program and projects to develop a web-based SOX compliant policy and procedure management for the entire company to be implemented corporate-wide, resulting in streamlining and standardizing processes ● Planned, managed, and conducted variance analysis of the entire division’s budget monthly, allowing for positive impact changes on overall expense budget that ran nearly 10% under budget for 4+ years ● Achieved a Primary Servicer Quality Rating of SQ2-, two rankings higher than the target, within two years of becoming publicly traded ● Posted 14 of the top monthly performances in company history by implementing a new way to sell and reduce costs, saving $3.5M annually on average

Comdisco declared bankruptcy and was purchased by competitor SunGard Data Systems.● Customer-recognized (as a “SunGard Star”) for successfully managing large-scale, multi-million-dollar, multiple-location projects. Benefit: Proved that even “difficult customer’s” projects could be turned into successful examples of quality project management● Specialized in Business Impact Analysis and Risk Management Projects that included redefining the Comdisco / SunGard BIA methodology. Benefit: Ultimately provided a more effective and powerful data collection and validation tool kit that reduced the time required from extremely valuable Executive / C-level personnel by a minimum of 10%● Extremely proficient in helping IS understand business functional requirements and business departments understand the abilities and limitations of IS. Benefit: Increased cross-functional communication

NationsCredit merged with Bank of America and within a year shut down the Fort Worth Service Center and moved all operations to Florida and California.● Developed and project managed an Activity Based Management initiative for the Fort Worth Collections Center that identified opportunities to reduce waste. Benefit: This ABM project was designed to be portable to other facilities and it identified opportunities to improve productivity by at least 15% across multiple platforms.● Designed variable staffing models used to drive the budgeting process which increased management’s understanding of personnel budgeting requirements. Benefit: Allowed for a 10% reduction in force with no loss in productivity or drop in quality measurements.

HDIS for Medical Arts Hospital and Forest Park Surgery Pavilion.● First person to serve as HDIS for the two hospitals which required building a staff from the ground up while maintaining a high level of employee satisfaction. Benefit: Experience in building new departments and enhancing existing relationships.● Responsible for installing LAN/WAN equipment hardware and all PC connectivity for new Paperless CBO and doing so in 50% of the time originally scheduled.● Consolidated Data Processing from various departments throughout the hospitals into one cohesive department and establishing Standard Operating Procedures for all data entry operations.● Coordinate and serve as Project Manager for all Corporate initiated systems installations.

● First person to fill this newly created position to serve as Novell 3.11 NetWare Local Area Network Administrator/Supervisor. Benefit: Modernized small business environment.● Responsible for all PC systems maintenance and new purchases. Benefit: Saved company money by purchasing locally at a discount.● Worked closely with end users to program critical software applications to handle cattle deliveries. Benefit: New program decreased time required to invoice by a minimum of 50%.● Provided all in-house desktop publishing documents for catalog productions and advertising. Benefit: Significantly reduced advertising expenses.

Started a computer education company before graduating college with a fellow graduate.● Taught computer software and hardware classes at the Center for Computer Education at the University of Texas at Arlington, Continuing Education Department as well as at our own training facility.