Reporting to Company President/Owner. Consulting focused on operations and project management disciplines.

IT Project Management Office (PMO) manager, global project management team with leading information technology and oil / energy companies

• As the Global PMO manager, delivered the day to day management and delivery of the PMO service catalogue for deployed activity across the Global Enterprise Systems organization covering application maintenance and application development (full lifecycle) and achieved on time project delivery. • Managed deployment of 8-10 simultaneous SAP projects annually across 6 countries with size ranging from$400k to $60M. Led a staff of 12 direct and 15 indirect reports. • Delivered deployed PMO services across the Enterprise Systems (ES) organization leveraging the PMO operating model i.e. front and back-office services delivered by BP resources and ADAM Sis (on-shore and off-shore) delivered 30% cost reduction and 25% improvement of on time delivery. • Recruited, on-boarded and trained 20 plus deployed PMO resources (planning, monitoring, control & QA compliance). Built a highly capable team that was instrumental in delivering the SAP projects undertaken.• Developed and instituted project methodologies, processes and tools including performance reporting needed to deliver the level of quality required.• Process ownership for specific PMO processes e.g. IT&S ES PCP/PMLC / Delivery Excellence while managing the ES Microsoft Project Server instance

Reporting to the Enterprise Systems Global Deployed PMO Manager• On a regional level, delivered the day to day management and delivery of the PMO service catalogue for deployed activity across the US Region covering application maintenance and application development (full lifecycle) for projects ranging in size from $200K to $18M. • Delivered deployed PMO services across the US Region leveraging the PMO operating model i.e. front and back-office services delivered by BP resources and ADAM Sis (on-shore and off-shore). Services cover: planning, monitoring, control, reporting and QA compliance.• Recruited, on-boarded and trained 18 deployed PMO resources (planning, monitoring, control & QA compliance). Built a highly capable team necessary to deliver the projects assigned. • Delivered PMO processes and direction across diverse projects providing the planning and accurate scheduling activities for small and large scale systems implementation projects including the SAP Upgrade and Finance Business Warehouse Program.

Reporting to the PMO Integration and Standards Lead• Group Financial Infrastructure (GFI) Americas projects included 5 SAP financial module upgrades, plus Alaska’s SAP financial Deployment.• Ensured that project plans were updated on a regular basis based on information from project stream leads and project manager and presented findings at regular PLT meetings.• Produced regular status reports, lead the projects through schedule inspections and risk management workshops.

Reporting to the Enterprise Systems PMO Talent and Delivery Manager• Standardized the planning and accurate scheduling activities for small and large scale systems implementation projects. The standardization was a key element in the tracking and reporting metrics to the project stakeholders and governance bodies as part of the $100M Enterprise Systems portfolio.• Successfully delivered PMO processes and direction across diverse projects ranging in size from $ 400K – Remediation Management and the China Holding Company, $4M - PR4 Archiving, $7M – PR5 Upgrade, and $15M Alaska PR5 Deployment. • Provided independent analysis of risks and issues to ensure that the project is delivered on time within budget. • Facilitated and managed the Go-Live readiness scoring process including the updating of the basic template used across Enterprise Systems to minimize the risk profile associated with each project.

Reporting to Company President/Owner• Provided standard process to a General/Electrical Contractor specializing in cellular tower construction in Illinois and Ohio – annual sales $5 to $8 million.• Challenged to lead operational turnaround and improve P&L performance as part of initiative to replace revenue losses from an economic slow down and investments in on-going local build-out projects. This resulted in new commercial opportunities delivering the replacement revenue to the company.• Redesigned business processes, formulating strategic direction for new products and services, and guiding the development of new offerings.

General Manager Operations – Construction & Engineering• Led a complete organizational restructure and change under severe financial constraint during a period when the company was being acquired. Held P&L accountability and managed budgets of $25-$50 million.• Earned SBC Annual Supplier Diversity Programs Achievement award for involving minority, women and disabled veteran business enterprises in the construction of ANM’s cable television system. Credited by the Chicago’s Cable Commission as paving the way for cable companies to provide opportunities to minorities.• Honored with the JD Power Customer Satisfaction Award and ranked #1 in customer satisfaction among Cable/Satellite TV subscribers, 2002. Drove urgency and individual ownership for addressing customer concerns. Director of Engineering• Delivered the planning and management of a 100-person engineering and field support organization charged with the regional design and securing of right of way / easements for the construction of a hybrid fiber coax system for the region. Managed an annual engineering budget of $6-8 million. • Recommended and implemented cost effective process improvements in construction and engineering procedures that reduced the construction interval from 39 to 13 weeks. The result of the procedural changes minimized the embedded competitors advantage and ability to upgrade their network prior to the completion of ANM’s new network.Director Project Management• Spearheaded market entry and positioned Ameritech New Media as a viable competitor in the cable television market by formulating a project management structure linking marketing, sales, construction, installation, IT, engineering, and HR and finance disciplines. Through weekly / bi-weekly status meetings and a collaborative effort to resolve problems and concerns achieved targeted market entry date ahead of schedule.