I am responsible for the IT operations at all Energy Laboratories locations. Areas of responsibility include: personnel management, process improvement, software maintenance and development, desktop support operations, server and network management, vendor management.In my current role I strive to continuously improve processes and the delivery of IT services in order to improve the organizations operations. This has included the implementation of industry best practices such as imaging desktops, server virtualization, operation monitoring, and the integration of a dedicated testing environment into our software development process.

Zoot Enterprises, Bozeman, MT: Zoot is an industry leading company focused on providing decisioning and loan origination services to the largest banks and financial services companies in the nation.As a Client Care Manager I was the account owner for major client accounts. As part of my role I:Managed accounts receivables and overall account profitability. My achievements included no accounts receivable of more than $2500 aged more than 60 days for any accounts in a two year period.I was responsible for overall client satisfaction as well as issue resolution and escalation. My achievements included client satisfaction scores for all of my clients exceeding 4 on a 5 point scale for the two years measured. I was responsible for organic account growth including development and presentation of new proposals and solutions. This included working internally to develop the solution, the business case and pricing.I supported the project management team in holding scope to defined requirements and working though pricing issues with clients. On occasion this included working through the project schedule with clients on larger projects. Achievements included more than doubling the percentage of billable work for a major client on a year over year basis, resulting in a significant improvement in gross margin for the account.I coordinated with different Zoot groups to ensure projects were completed as expected from initial sales, through delivery and as a production system. I developed and delivered periodic scorecards measuring Zoot’s success for clients, including both project delivery and production execution.

Manager of the Project Management, Consulting and Solution Design Teams at Zoot. Responsibilities of this position included: Direct personal management of as many as 34 employees. Coordinated with other Zoot groups on overall process and project lifecycle improvements within the overall delivery organization. Identified, built and implemented best practices within the teams I managed. Developed multiple templates and processes to standardize Zoot delivery such as: Updated the formal bid review process to ensure buy-in of all parties for new projects and improve quality of project documentation. Created a project dashboard to proactively identify and address projects that were not meeting success criteria of timeline, quality, or scope. Implemented a process for preliminary tracking of actuals to estimates for budgetary use and improvement of future estimates.Acted as a point of client escalation for project related issues including ensuring that issues were satisfactorily resolved.

Responsible for delivering projects for multiple clients and industries. Primary responsibilities included: Delivered projects on time and budget with high client satisfaction. Only two of more than twenty projects were delivered outside of expected delivery dates over a eight year period. Achievements included correction of project delivery issues on three different accounts. Helped to bring these projects and associated accounts from a Red to a Green status with the client and on the EDS dashboard. Managed matrixed, geographically dispersed teams for delivery of software development projects in a broad range of industries and information technologies, including the use of outsourced development teams based in India. Achievements included management of projects as varied as testing for the year 2000, creation of an internet payment system including backend banking reconciliation, development of a content management system for the State of Oregon, and upgrades to legacy COBOL insurance code. Some of these projects also included an associated hardware infrastructure build out that was managed in conjunction with the software development.Used and developed project lifecycle processes and procedures on delivery projects. Achievements included management of a project audited for validation of CMM Level 2 compliance. The project audit was successful and the solution center was officially designated as being CCM Level 2.Used Microsoft Project to track and manage projects. This included resource balancing projects to match work to associated resources as efficiently as possible as well as tracking resource effort and task completion on a weekly basis to determine a rough earned value metric.