Carl A. Edwards Email & Phone Number

United States

Providing Senior Level Technical Program/Project Manager and Enterprise Architecture expertise to large Fortune 100 companies. Currently delivering highly sought after expertise as a Business Architect for a leading Fortune 100 Health Care company on large multi-million dollar digital transformation projects. Roles require significant IT, Cloud, Enterprise Architecture, Agile and Business experience / acumen. Roles also require significant Leadership experience and abilities. Please reach out for further details.

United States

Technical Program/Project Manager for large Fortune 100 companies (in the telecommunications and health-care industries). Delivered significant value and ROI on several large multi-million dollar digital transformation projects. Projects required significant IT, Cloud, Enterprise Architecture, Agile and Business experience / acumen. Roles also required significant Leadership experience and abilities. Please reach out for further details.

Sr. Project Manager, Strong-Bridge Consulting • Project Manager for major components of an extensive Digital Transformation effort at a leading network management provider. This was a mission critical $100 Million+ effort to position this company for survival in the rapidly transforming space of network and application security and performance in order to maintain its dominant position. The platform leveraged Salesforce Communities.• Led team responsible for development of a new customer-facing portal designed to be the ‘face’ of this transformation. The new portal would provide access to a new subscription model, new products, self-help and account management.• Coordinated sprint planning and testing, along with team velocity management, staffing, and budgeting. Initiated effort leading to cross-functional UAT.• Results: o Successful release of this brand-new portal (first of its kind for this company). Release is estimated to improve net incremental revenue by $60 million annually. o Coming into the project mid-way, I led the successful turn-around of the project, delivering on time and on budget. Our team was the highest performing of all the other component systems. o Led team to new Continuous Integration/Continuous Development approach.

United States

Sr. Project Manager, Strong-Bridge Consulting • Led large cross functional CPQ (Configure, Price, Quote) digital transformation at one of the leading Telecoms. This effort was designated as one of the Top 10 company initiatives (50 million-dollar project). Platform was Salesforce (Sales Cloud) along with a vertical CPQ COTS solution.• Led approx. 10 cross-functional teams in discovery and documentation of Epics, Use Cases, Personas and User Stories.• Results: o Successful launch, resulting in $100 Million improvement in top-line revenue. o Led the team to an 80% first pass acceptance of scope and effort by Stakeholders, with remaining 20% resolved during Program Increment sessions. This also, improved alignment, cross-organizational team work, and morale. o Leveraged business outcome data and analytics to drive prioritization of Epics and Stories. This prioritization approach was first of its kind. Senior leaders praised the approach which led to faster and deeper cross Enterprise alignment. This in turn enabled the on-boarding of the Dev. vendor in order to begin the development phase. o The above points allowed the Telecom client to avoid significant losses in investment for the COTS software and avoidance of repeating the discovery phase if Dev. onboarding was delayed.

Starbucks, Manager, Global Portfolio & Strategy • Led a team of 6 PM’s responsible for day-to-day and strategic management of Starbucks new product pipeline (representing $4 Billion in investments annually).• Led the NPI (New Product Introduction) phase-gate process, including all the related decision processes.• Developed and proposed a unique New Product Continuous Innovation process• Results: o Innovative use of BI to deliver insights used for prioritization of resources and products resulting in an incremental $300 Million added to the new product pipeline with $50 million improvement to the bottom-line. o Leveraged Big Data and Big Analytics to predict product performance. o Developed proposal for significant business growth that was reviewed and pushed forward by the CEO.

Greater Boston Area

Working with the State of MA, through Accelare to move the licensing division from main-frame to modern IT architecture. This was a very large Digital Transformation effort. One of the drivers for this effort this was the need to comply with the REAL ID law. I played several major roles:One was as Portfolio Manager for all projects at the state related to licensing. I delivered a Portfolio Optimization system that allowed the integration of the projects required for the transformation with projects the state already had in-flight and with new non-Real-ID related projects.Another role was as Change Management lead. The major focus of this effort was to move the State from a 'functional' project definition and prioritization approach to a 'value-stream' approach for definition and prioritization.

Redmond, Wa

+ One of several key architects involved in moving Microsoft Online Operations from a document centric process management framework to a BPMN model framework – complete with a process repository and process automation. Very first deliverable resulted in an annual savings of $13M+ Responsible for specifying the major standards (technical and functional) for the BPM platform+ Responsible for implementing the platform both technically and from a change management perspective + Key player in developing the vision (IP) , maturity model and operating model for the BPM program.+ Responsible to ensure linkage and integration of process data with traditional BI.+ Developed the capability model and process taxonomy that was adopted (Further details available upon request)

Redmond, Wa

Summary:Part of the architecture team leading the Enterprise-wide transformation of Microsoft to a Process, Service and Capability centric Enterprise. Very large, at scale, cross Enterprise undertaking, involving all dimensions of Architecture.+ I was a key player in the Application space – managing Microsoft’s entire application portfolio. My projects delivered dramatic increases in agility (speed of development), reuse, and optimized CAPEX and OPEX.+ Drove significant reduction (50%) in applications over 2 year period resulting in ongoing savings in the tens of millions.+ The APM initiative was a major enabler for Microsoft's M&A activity. My program regularly contributed to the success of some of the major acquisitions in the news.+ The APM program was a cross Enterprise initiative and was one of key focus metrics on the scorecard of both the COO and CIO. In the three years that I ran the program we never missed a yearly target or a monthly report-out to the CIO and COO scorecards.(Further details available upon request)

Greater Seattle Area

"The Executive Network of Seattle (TENS) is a vibrant community of business leaders...."

Senior Product Manager / Automotive Business UnitAs a result of the success of this Business Unit with the ‘Ford Sync’ product – this was exciting role. Required E2E Product Management including; Product & Strategic planning, Roadmap & Value Proposition development, Requirements Engineering, translation of requirements to design and specifications, market research/intelligence and Market Opportunity Analysis.Examples of key successes in this role:• Product Innovation: Defined and delivered a Front-End Requirements Capture and Management system that was Market and Data driven. Developed MRD for the Motegi (code name) release.• Software Engineering: Fined tuned the product delivery framework. Process was integrated with software engineering SDLC (AGILE/SCRUM). Served as crucial point of coordination between engineering and business to define specifications and product evaluation criteria. • Systems Engineering: Combined systems engineering, QFD and DFSS to develop a product development framework, process, language and accountability structure that could be ‘owned’ and ‘understood’ by both Business and Engineering.• Market Research: Identified total addressable market and worked with channel partners to identify and implement new business opportunities resulting in potential incremental revenue of $10 million/year.(Further details available upon request)

Quality Program Manager / Online Advertising Business Master Black Belt background sought by Microsoft to develop End-to-End processes and methodologies to enable scaling of massive operations required to support its new Online Advertising business (i.e. compete with Google).As part of the team launching a new business at Microsoft (Online Advertising), my role was to ensure that the delivery component of those services were optimally designed and executed while simultaneously achieving quality metrics for customer satisfaction, availability, reliability and performance.+ Required creative combination of Six Sigma and best practices from a combination of IT, call center (services), transactional and traditional Quality best practices.+ My teams deliverable supported 50% growth ($2 Billion to $3 Billion) of advertising business with only 15% growth in costs.+ Led a cross-functional, multi-disciplinary team in the development of a Business Intelligence system for the complex Display Ad business. Delivered ahead of schedule, the system was widely acclaimed as a breakthrough for data driven business decision making. + The above BI System resulted in the identification of several revenue opportunities and opportunities for process improvement that were not easily identifiable previously.+ Key player in the design and implementation of critical launch and Go-To-Market processes for Ad Expert (Microsoft’s Display Advertising platform). Achieved distinction of near flawless launch (on-time & 42 markets world-wide).(Further details available upon request)

• Lean Six Sigma: 2004 - 2006 Quest made commitment to implement Lean throughout the entire company and created a new Lean organization (within Six Sigma). I was mentored directly by Sensei level Lean Six Sigma Master and was appointed lead for the Enterprise wide pilot project. Examples of successful deliverables:+ Training of business unit employees in Lean, 5S, etc. + Ran Kaizen events+ Lean analysis of operations (including Value Stream Mapping)+ Redesign of the laboratory operations based on Lean+ Redesign addressed, physical layout as well as movement of people and materials+ Use of process simulation tools+ Collaboration and direct interaction with senior management across the Enterprise+ Drove the development of new Rhythm-of-the-Business (ROB) and governance processes and success metrics required to support an on-going Lean operation. + Developed ROI analysis for this multi-million dollar initiative. The design had a proven payback of 3X in approx. 2 years.+ Participated in the design of Kan-Ban and ‘Supermarket’ systems.• Black Belt: 2003 - 2004Examples of successful deliverables+ Completely redesigned the outbound IT pre-sales and post-sales support operations.+ Turn-around was so successful that company halted plans to outsource operation resulting in $5 million annual savings.+ Company did not want to out-source this operation since it was a central to the companies core competencies and value proposition.+ Several previous attempts to address this critical process were unsuccessful.(Further details available upon request)

Completed Ford's unique Six Sigma training and certification program.• Product / Process Improvement: Used Six Sigma tools and process to identify quality and customer satisfaction improvements amounting to a reduction of 14 Things Gone Wrong (TGW’s) within Ford Motor, translating to an annual savings of over $1,500,000 (over several sub-projects). • Product Innovation: Designed a first-of-a-kind, break-through process to identify and prioritize new technologies that could be used for future vehicle programs (Ford Product Development). (Further details available upon request)

Performed Product Planning (Program Management / Product Management) functions for several major vehicle programs, (part of PMO team responsible for delivering the entire program).Responsibilities included:+ Management of the entire vehicle product life cycle (i.e. PDLC)+ Strategic pricing and market placement+ Attribute target setting along with cascading of targets, specification, verification, validation+ Assembly and service (warranty)+ Vendor quality+ Supply chain management.(Further details available upon request)

B.S., Engineering, Mechanical

Masters Of Public Policy, Decision Science

Similar to MBA. Emphasize on Decision Science, i.e. Operations Research, Statistics, Macro and Micro Economics, Economic Modeling, etc.)