Common Facilities Program Manager, Program consists of 12 projects centered around migrating two of Boardwalk Pipeline Partners’ pipelines onto a common cots facility management application and PODS database.

Along with the Director of the IT Technology Advancement & PMO, selected to establish an Enterprise Delivery Center (EDC) through reorganization to correct a $30 million IT budget overrun in 2009, handled and under-led enterprise solutions and applications, and establish projects that were on track and budget.As Deputy Director supported ERP, BI/DW, Collaboration Software, Manufacturing Execution System, and legacy supporting applications, led 15 employees and 35 contractors directing $17 million operating budget. Reduced headcount from 66 down to 50 by re-staffing with broader talent to do more with less.Improved IT and business efficiency, control, and governance by co-developing various components of an IT Demand Management process for Business Development Life Cycle re-tooling project management, ticketing, reporting, and management using industry best practices and tools.Developed and maintained within enterprise and government sub-contracting procurement guidelines the Managed Services for Oracle Integration Manager, SAP, and other EDC pay-by-the-drink service needs. Managed vendor services and relationships pertaining to contractor support staff, budgeting, and on/off boarding.Assisted in the successful recovery and delivery of a $134 million ERP troubled project with cost overruns, missed deliverables, and missed go-live dates by correcting the talent pool and reducing staff from 128 to 82 saving $20 million, creating project restructuring, delivering decisive and fresh leadership, and strict project schedules. As a result, delivered $260K under budget and delivered three phases as a renewed project on time.Shortly after ULA’s formation as a separate company, assisted the Director in the building of the Technology Advancement & PMO Team which included IT establishing a Software Development Life Cycle, established governance, setting up budgeting and operations, and developing metrics/reporting to meet deliverables on time and under budget.

Realized a potential increase in revenues of $1.2 million a week through the integration of trading systems and improved efficiency, compliance, and governance for North American Gas and Power Division as the Program Manager and Senior Domain Integration Architect.Led Change Management Board overseeing all changes to test/production environments ensuring governance and compliance for trading systems including SOX compliance.Successfully passed three consecutive annual SOX audits where previous annual audits had seen serious deficiencies.Led off-shore development team with six direct reports and managed the middleware integration program of 28 legacy applications with a budget of $8 million.Improved trading efficiencies by decreasing booking times from six hours to less than three minutes.Improved operating expenses by 15% by improving off shoring development operations through standardized application templates and training.Created domain standards, guidelines, testing, and controls for integration to ensure quality and adherence to layered standards for domain integration activities.Trained on and off-shore resources in middleware methodologies and development best practices.

Dynergy, Reliant, and Arthur Anderson became a recognized and valued consultant by corporations in leading innovation and restructuring of integrated middleware solutions to add value and improve efficiencies. Primary skills utilized proven software development life cycle methodologies and the design of business process workflow solutions through Business Process Management and Enterprise Architecture Integration middleware. Created objects to enhance out-of-the-box applications, .html and .xml transformations, messaging technology (certified messaging, request-reply, and messaging transactions), and integrated device systems for Oracle, SAP, PeopleSoft, legacy applications, and diverse frameworks (EJB, JavaBeans, and other related Java solutions).

Improved processes, increased mission success, saved money through elimination of legacy systems, created better reliability, and established easier/ cutting edge web-based development via Windchill Software. Designed and directed the automation of the engineering drawing and document management system utilizing workflows, life cycles, document management solutions, bill of material modifications and change management, custom specific objects required for the business, modification of out-of-the-box standard objects, HTML and XML templates, new Java-based HTML and XML template processors, stated change listeners for object lifecycle changes, product structure loop detection, and transaction logs.