Jeffrey Richards Email & Phone Number

Texas, United States

Plano, Texas, Us

Managed the Global Transition and Transformation PMO team responsible for effectively integrating new Cloud, Applications, BPO, and infrastructure clients into NTT’s digital operations, cloud and consulting services. Collaborated with solution architecture, sales and service delivery to architect solutions and present to clients. Responsible for program management of the transformation program once new deal was signed. Led a team of >100 technical project managers from 7 different geographies. • Created and enforced a new series of project management guidelines which improved client satisfaction scores (4.8 out of 5) year over year while bringing project budget overruns down to below 3% and increasing on time delivery of project milestones to 99%.• Cut the PMO's operating costs by 45% through strategic staffing.• Reported monthly program portfolio status to the CEO and all business unit Presidents.

London, London, Gb

Responsible for leading the infrastructure and digital transformation programs critical to attainment of the new Tag ownership strategic objectives for growth. • Led the global program that transitioned and modernized the complete information technology infrastructure of Tag from a shared service model under the previous ownership to new cloud-based infrastructure model.• Leading the development and implementation of the Tag mission critical digital experience platform that is the go-to market channel used by all Tag clients.

Dublin 2, Ie

Global leader within the Infrastructure Outsourcing division that managed transition/transformation of all new infrastructure outsourcing clients into Accenture managed services; ~$350 million in revenue. 320 transition team resources globally.• Evolved the regional transition teams into a single global mobilization group that successfully delivered a portfolio of projects that included transition management, transformation management, quality assurance, ERP implementations, cloud implementations, new company acquisition integrations and internal programs.• Implemented standard Project Management best practices for use throughout the Infrastructure Outsourcing organization that reduced program overruns by 50% and improved customer satisfaction scores by 25%.• Implemented operational delivery improvements based on ITIL standard best practices IO wide

ACS account executive responsible for managing the delivery of services for a multi-million a year outsourcing customer engagement. Responsibilities include: • Client relationship management• Profit & Loss statements• Service Level Attainment• Contract Management• Base business growth

Responsible for overseeing and setting the strategic direction for all aspects of the Service Transition and Transformation Office for the ITO division; with a portfolio of projects that include transition management, project management, quality assurance, ERP implementations, new company acquisition integrations and internal programs utilizing a staff of 125 resources spanning 7 countries with an annual operating budget of $8 million and a project portfolio valued over $250 million. • Evolved the Transition Management Office into a global Portfolio Management Office responsible for project delivery within the ITO division• Consolidated project management into one center of excellence to enhance the consistency and quality of delivery• Implemented standard Project Management best practices for use ITO wide• Developed and implemented a blended on shore/off shore portfolio management structure that reduced the cost to the business by 25% while maintaining delivery quality. Staffed teams in seven countries (Mexico, Poland, India, UK, Ireland, Malaysia) that supported global project delivery 24/7.

• Responsible for managing the Project and Transition Management Offices for the ASC Information Technology Outsourcing organization. • Lead an organization of 60 resources with an annual operating budget of $6 million.• Created and maintained the project management center of excellence and best practices.• Typical Program Portfolio of projects consists of 10 -15 transitions with total contract values between $10-$80 million.

• Led a staff of 13 project managers dedicated to managing transition projects for new IT outsourcing clients located in the Eastern US and International.• Personally managed, within a span of 10 months, the successful transition of what was then the largest IT outsourcing engagement ACS had signed. Project Included: 4,000 MIPS across 2 mainframes with 15TB of storage, ~650 midrange servers with 252TB of storage, 85,000 physical tapes, 1,200 applications, 4 IT helpdesks with and average of 5,500 calls per month, support for 15,000 end user PC’s and ~150 employees.

• Program manager responsible for managing the transition of new IT outsourcing clients into ACS.• Developed and implemented best practice project management methodology specific to transition programs.• Successfully managed several large complex transition programs.

Multiple positions including: Program Office Manager, DIAMOND Software Development Team Leader; Account Manager and Technical Advisor, Office of the CEO/President

Responsible for all aspects of the implementation, training and support of hotel systems (front office, point of sale, telecommunications) at newly acquired or constructed hotels.