Diverse business and technical background with the ability to drive global, cross-functional technical teams thru a product development or software development lifecycle process within an established budget and timeframe.

• Responsible for data migration of Baxter site files, onto their corporate Product Life-Cycle Management (PLM) tool, Teamcenter Unified (TcU). Lead cross-functional, matrixed teams in working with sites to identify gaps, site nuances and managed their file migration/cutover to the Corporate PLM system; identified training needs, site v. global process harmonization and site / team communications. • Worked with Baxter sites and cross-functional teams to conduct gap-analysis between site’s current state of PLM management processes and tools when compared to corporate PLM processes and tools. Developed file/process migration plans to bridge from current to future state. Managed weekly and ad-hoc meetings, responsible for communications to Sr. Management regarding progress and timelines. Managed (12) site migrations on-time and within budget while addressing daily risks, issues and follow-up.• Responsible for Vendor Management regarding scope, schedule and budget in supporting Baxter site migrations. Developed SOWs thru approvals, and provided measurable milestones and success criteria from which payments were made. • Worked with R&D/Product Design Owners (PDOs), Quality and Manufacturing to ensure that Baxter’s product lifecycle files and documents were aligned with Baxter’s quality standards. Ensure product files were structured in a defined format within Baxter’s PLM system to facilitate Product Planning, Development and Manufacturing decision making, providing a global view of information. Provided CE mark product information to the EU-MDR team to support their workstream efforts. • Conducted weekly meetings with Product teams focusing on gaps with Design History files (DHFs), Device Master Records (DMRs) and Bill of Materials (BOMs) when compared with corporate standards. Post data-migration and structuring, worked with PDOs to ensure proper training, understanding of quality processes, and alignment with newly established PLM best-practices.

• Responsible for managing core-team of business and technology professionals thru the development, customization and integration of Red Hat’s Enterprise Rules Engine Product (jBRMS/jBOSS) into CVSs’ front-end / back-end enterprise applications designed to optimize Prescription Ordering, fulfillment, packaging, shipping and distribution. • Managed commercial launch of a multi-tiered mobile, client-server, messaging and mainframe solution allowing CVS customers to self-manage their proprietary information, reducing customer-care interactions, while allowing target marketing campaigns for revenue growth.• Successfully launched (2) projects with budgets in excess of $3MM. Directed efforts of geographically dispersed project teams of 30 FTEs and successfully navigated complex organizational structure to deploy projects on-time.

Managed the Risk Management workstream, to establish, track and trend fielded product quality throughout the product's lifecycle. Lead Cross-Functional team defining risk thresholds, based on: product xFMEAs, manufacturing process capability and in-field reliability; concluding with complaint trending measured against newly established risk thresholds. Leveraged ISO 14971.Responsible for developing enterprise-wide business / IT implementation plan, integrating the solution into a multi-application architecture (SAS, SQL*Server) including system validation activities along with regular updates to Senior Management.

Consultant Role as a Member of Hospira’s Quality Project Management Organization (PMO) responsible for driving FDA compliance by analyzing, root-causing and correcting Hospira’s systemic business process, technology and organizational issues as related to Global Supplier Quality for their Medical Device and Pharmaceutical businesses. Leveraged 21 CFR 820.Consultant role leveraged FDA findings and observations targeted at Hospira’s Supplier Management System. Thru cross-functional workshops developed a future state Supplier Quality System. Built migration plan for newly developed Supplier Scorecard, Audit schedules, and Auditor qualification program. Consulted with Hospira's IT organization for integration of future state business process changes into their SAP workflow system. Additionally, developed internal training plan and worked within Training organization for roll-out.

Consultant role required development and management of plan for global roll-out of client’s inventory/repair system. Conducted cross-functional meetings with business and IT teams to highlight inter-dependencies and implemented risk mitigation to minimize business impact.

Direct efforts of global, cross functional teams consisting of software, hardware, release management and manufacturing personnel to build, integrate, test and globally launch mobile phones. Lead teams thru Motorola’s product development life cycle. Responsible for plan development, plan execution, management of change, issues, risks and achieving quality deliverables within proposed budget.•Managed the commercialization of a modem solution based on Long-Term Evolution (LTE) network standard. Managed internal hardware and software teams and 3rd party vendors to develop and ensure the LTE modem interoperates on Verizon networks. Able to bring feature to market on Motorola phones cheaper than competitive products.•Brought to market two mobile phones by managing the integration of Motorola’s software onto 3rd party vendor (OEM) hardware platforms. Managed the joint schedule between the two companies, working thru contractual, integration and cultural challenges. •Drove the change management analysis and resolution process when software defects were encountered during Field Testing, User Trials and Customer Lab testing. Responsible for defect prioritization, collection and dissemination of data to facilitate root-cause analysis and resolution by the software teams. •Directed efforts of mobile phone software development thru Motorola’s product development lifecycle. Responsible for schedule and work plan development, issue and risk management and mitigation; launched all phones one to three months ahead of schedule.•Worked with four vendors to align and integrate their software products, with Motorola Professional Services system integration services, to provide an end-to-end solution for telecommunication customers. Proposed these products as fully integrated solutions to customers within the United States and Asia Pacific.

Managed the software development life cycle process. Directed team of 15 programmer/analysts, testers, QA and release personnel responsible for: requirements, design, development/test, acceptance testing and production installation. Provided level-4 problem/user support, conducted performance appraisals, evaluated new technologies, lead cross-functional requirements/design workgroups, selected and managed vendors.• Prepayment System: Project managed a $3 million engagement designed for advance phone bill payment for credit challenged subscribers. Managed team of six developers responsible for building and integrating a C++ / SQL server based application into a customer billing system in Oracle. System achieved payback four months ahead of schedule. • Computer Telephony: Managed three vendors contracted to design, develop, and implement a telephony-based system to automate the account query/update process. This system integrated Rockwell’s automatic call distribution (ACD), and a Voice Response application, with T-Mobile’s Oracle-based customer billing system. Developed and managed vendor contracts, service level agreements. Reduced call volumes to service representatives by 60%.• WEB Strategy: Created RFPs, evaluated vendor responses, negotiated contracts and selected vendors. Managed Web strategy engagement: identified business opportunities in support of corporate e-commerce and Intranet strategies. Developed technical infrastructure roadmap to achieve e-commerce benefits and internal process improvements.

Managed all aspects of the SW integration project life cycle. Defined and managed scope, scope change, project risk, risk mitigation planning, task/resource planning and system transition and turnover. Ensured adherence to schedules; monitored and controlled cost and quality of deliverables.• Managed a $900K reverse engineering engagement for GE-Capital, Auto Financial Services. Directed efforts of 10 employees, third party consultants, and business unit participants. Involved data sourcing (IDMS/CICS), data extraction, filtering and transfer to a HP/UX Oracle environment. Performed data modeling, database design and implementation.

Planned, managed and delivered effective technology solutions for customers. Engagements required: scoping, defining objectives, developing detailed project plans, performing cost benefit analysis and generating deliverables and cost projections.• Dow Chemical: Subject Matter Expert interfacing with Dow’s IT organization to review Dow’s hardware capacity plans and business projections to manage the integration and installation of Front-End Processors, CPU/Memory, DASD and Tape into Dow’s Data Center. • Chase Manhattan Bank: Facilitated business process reengineering efforts using Lean methodology to integrate Comdisco’s Asset Management software across Chase’s “lifecycle” management of technology assets. Reduced manual intervention by 15% while streamlining procurement and lifecycle tracking to redefine and control Chase’s Total Cost of Ownership.• Boatmen’s Bancshare: Created Data Center relocation strategy with Boatmen’s IT organization and 3rd party vendors. Developed detailed plan and managed consolidation of three data centers. Responsible for plan deliverables and senior level communication.

Provided technical support to 50 application development professionals across four U.S. locations.

Responsible for release planning, communication and upgrades of the U.S. based mainframe computers as scheduled between mainframe vendors and the IRS.