James Hay Email & Phone Number

Program manage support for several workstreams as part of an overall migration of a $52 bn client (assets under mgmt) to a BPO model on FIS's retirement services platform. Program is 3 years into a 4 year time line, with my last workstream set to go live on schedule in March 2025.

standardized operations across the delivery & customer support spectrum of functions.

Managing major systems implementations for FIS Global customers, including CUNA Mutual & new customer program planning & preparation. For CUNA, program was behind schedule when brought in to assist. Instituted process changes, educated FIS team on Agile methods and retrofitting to their internal methodology. Within 2 program increments with the Client have made material progress, and able to reallocate some staff.

Program manager / Scrum Master for advanced analytics team within the Finance division of this $9 Bn health insurer. In addition to providing training & coaching in agile, set up initial portfolio mgmt. practices to help set priorities across multiple internal customers / Product Owners, resulting in improved throughput of requests.

Defined and now driving IT strategies related to expanding capabilities across the County, via a two-pronged strategy of shared services development and shifting to a platform-based approach for new systems:- Working with senior management team on their strategic plans and ensuring application investments align to their departmental strategies. o Instituted a portfolio management approach, established metrics for managing each Chief’s portfolio of IT projects.- Projects in the portfolio overseen include ERP (Infor), CRM (Infor), CMS (Sitefinity). ERP focus is on business transformation across every facet of the County Executive branch, & independent boards/commissions & regional partners.- Establishing architectural functions in IT, required to enable shared services growth beyond County government to local governments, as well as integration across major platforms. - Within these major projects instituted formal OCM programs to help ensure adoption & use.

Brought in by CEO to fill void in IT leadership. - Worked across all functional areas to establish an IT portfolio management approach, providing a framework for stabilizing the current environment’s production issues, while laying out a path for defining a future state- Facilitated the identification of 3 qualified technology partners with whom Patient Point could partner for “future state” execution (recommendation letter available from CEO)

Lean consultant on a major initiative to reduce cycle time in the Product Development & Rollout process for this Fortune 200 Insurer. - In first 2 weeks moved the program into the improvement phase; planned & conducted several cross functional Kaizen events to implement new processes designed for increased quality & reduced cycle time. Established central forum for managing dependencies and conflicts across kaizen teams- Program included defining the new “future state” processes, and managing organizational change in order to effect behavioral changes needed to implement the future state. o Managed all issues and risks, escalating to exec steering committee where options and recommendations were presented for decision / resolution- Drafted OCM methodology for GAI’s Business Technology Group (BTG) to include methodology, technique and tools; drafted introduction to Theory of Constraints for project managementEngagement completed successfully (reference letter available from client)

Brought in to drive final implementation of major new system for Retirement Planning Services. Program was over a year behind schedule. - Made recommendations to senior management in week 1, and launched the system within 3 months of revised schedule. - Instituted an agile approach, started & ran daily scrum of scrums across 6 work streams and 12 active projects.- Coordinated across over a dozen stakeholder departments, program managed eight work streams with multiple projects & PM’s. o Identified key project metrics, and monitored/reported to ensure we stayed on schedule- OCM plans were recommended to / accepted by CIO, to help overcome organizational & individual resistance to change and still maintain schedule- Provided ongoing feedback / coaching to PMs in agile methods and project mgmt. techniquesEngagement completed successfully (reference letter available from client)

West Carrollton, Oh, Us

Led global team of 120 professionals in US, India, UK, Philippines and China. Led client engagements and oversaw project delivery for clients. Successfully delivered on over 100 client projects at a 38% net margin. Managed all aspects of client relationships. Clients in portfolio included Fortune 100s, projects in portfolio included consumer registration/login for a Fortune 50 CPG company's brands, and website dev for major industrial company in China.

Cleveland, Ohio, Us

Non-profit organization with mission to drive economic development & transformation in northeast Ohio through technology implementations & adoption. Managing two federally funded programs total $85 million, including a $60 million, 1000-mile fiber network in 24 northeast Ohio counties. Managing all facets of program, including staff planning/acquisition, budget, compliance & reporting, and vendor RFP/contracting. Program completed on time and under budget at the end of 2013, exceeding all key program metrics, and providing a sustainable income source to the non-profit. Reference from former CEO available.

Us

Enterprise-wide Customer Information Management initiative, where corporate strategy is to differentiate themselves based on a superior customer experience. Developed methodologies to help them track progress of the maturation of the new & improved customer facing processes, over multiple releases. Rolled process maturation out to project team. Provided coaching to teams defining “future state” processes, to include new methodology for defining process performance monitoring requirements. Engagement successfully completed in October, 2010, with the rollouts of the new methods.

Cleveland, Ohio, Us

Joined team to help achieve the mission of building “connected communities” in the Knight Center program:• Facilitated / coached cross-community coalitions involving local governments, for profit & non-profit organizations, for the improvement of quality of life through broadband-related initiatives. Facilitated these cross community teams to define technology strategies for their regions, and developed business models/financial models for sustainability. • Drove key portions of proposal filings for ARRA funding for these several communities which included Miami Dade County, Philadelphia, PA, and Aberdeen, SD.• Developed the business case / financial models to achieve sustainability. Other IP included detailed design/deployment methodologies and supporting templates & tools.Program terminated in 2009 by foundation funding it due to changing priorities at the foundation. Reference from former CEO available (attached to LinkedIn profile).

High tech start up, wireless technology telecommunication network provider serving municipalities. Recruited by the CEO to help mature MeshLinx into a viable business:• Repositioned MeshLinx as a solutions provider vs solely a product provider, and prepared business capability to engage customers for the range from simple product sales to full outsourcing of network design / deployment / operation. • Created the capability to launch systems in multiple cities simultaneously; developed core business processes for delivering & operating networks, scalable by integrating external contracted / outsourced capabilities with internal business processes, at lower cost / risk to company. • Worked directly with City Management /city IT leadership in the contract fulfillment and planning for the wireless network. Engaged cross-functional teams including all city stakeholders in successful pilots.Company acquired June 2008; funding round scheduled for August 2008 did not close due to global financial crises; company closed May 2009.

Boston, Ma, Us

Design of new processes enabling more proactive portfolio management of all the projects in the TSG division of GE Infrastructure – a process that monitored over 400 active projects at any point in time. These processes included a new project engagement workflow, a new uniform and ubiquitous project status dashboard, a new project financial management subsystem and a time reporting subsystem. Taught project management to over 400 internal staff and contractors in the Technology Services Group. Introduced to IT Finance broader standard costing models for infrastructure products/services & shared services before leaving (recruited to high tech start up).

Us

External consultant given significant latitude to work across IT divisions, and build cross-subsidiary team consensus. Implemented a cutting-edge IT management methodology by applying standard costing to develop a Standard Cost for IT Labor under a shared services model. Developed approach & materials to win “buy in” by Senior IT Managers and business units. Developed processes for defining the Standard Cost “internal billing,” auditing the process, identifying continuous improvement opportunities. Coached IT mgrs in the new processes, and how to sell the process to their customers. Educated IT staff in concepts of Standard Costing. Engagement successfully completed in October, 2005.

Cincinnati, Ohio, Us

SOX testing work and remediation work. Support of SOX audits by Ernst & Young. Completed initial planning & preparations for major Enterprise Resource Planning (ERP) upgrade; including developing test strategy and plan development. Gaining a perspective of the businesses quickly by following SOX assessment procedures.Engagement successfully completed; SOX audit passed, ERP upgrade initiated.

Us

High tech start-up, wireless network solutions provider for public safety customers in municipalities and counties desiring secure communications for public safety.Full operational and P&L responsibility. Ramp up operations from 6 to over 60 people in 5 months in order to deliver network on time and in budget. Designed and deployed a city-wide network (54 square miles). Operated the network on a Managed Service Provider (MSP) basis. Managed HR, finance, and internal IT support. Direct reports included 2 Vice Presidents and 3 Directors over staff of 60+ people in 9 operations departments. • Ran successful pilot, leading a city-wide cross functional team to demonstrate technology’s capabilities.• Provided input into the city’s RFP preparation process; worked with City management and IT leadership to build the business case / ROI models for the city.• Won the $4 million contract for Lockheed Martin with NexGen City as a sub, for a 54 sq mile wireless mesh network (the largest of its kind in the world at that time).• Ramped up all facets of operations – product development, assembly-test-ship units, software engineering, RF engineering, NOC center, QA – to ensure network delivered on time and budget.• Served as interim CFO; defined financial management policies & procedures to protect investor funds. Funding pulled by backers due to changes in their core business (oil).

Warren, New Jersey, Us

Managed 12 internal projects and the 25 internal staff assigned to them to integrate commercial lines product definition and administration. Mitsui merged with Sumitomo Insurance, becoming the 3rd largest insurance company at the time. Cultural change management was key, as one group was more conservative while the other was more aggressive in their approaches to product development.

Recruited to IT consulting and Business Process Outsourcing (BPO) firm providing on-site, off-shore model serving US companies to execute on CEO's core growth strategies of growth through external (non-affiliate) business.• Increased revenue from $100,000, to over $1million, with a back log between $3-4 million, successfully executing CEO’s core business strategy to diversify customer base & grow external revenues. • Defined new products & services for external customers; & improved delivery capabilities, positioning ADSI to deliver new products and services while expanding into new (non-affiliate) markets.• Sample projects for customers included – complete rewrite of custom legacy application; development of new long term care insurance policy administration, claims, and commissions systems; specialty lines policy admin systems including home builders and crop/hail. Had full P&L responsibility. Directed 10-12 on-site project managers managing up to 75 developers overseas. New business development of non-affiliated companies. Develop sales and marketing functions, including staffing and processes. Refined & defined product and service lines, including offering mix. Recruiting, team building, and hire/fire. Training & development. Cultural sensitivity training. Parent company restructuring recast role of firm in the business; position was eliminated. Reference from former CEO available (attached to LinkedIn profile).

For an e-commerce start-up, defined requirements and designed next generation of web site architecture and functionality, and launched the site using an offshore development team. Contributed key sections to business plan, and supported VC fund raising efforts. Built website using a global development team.Funding did not materialize, left start up. Afterwards, web site was identified as one of the premier on-line presences in the funeral services industry.

Death care / funeral services for consumers; consolidating smaller operationsJoined mgmt team via acquisition and assumed full operational responsibility for IT function, to execute on CEO’s core business strategy of developing the next generation earnings growth engines for the parent, SCI. • Defined the IT Strategic plan to achieve the business plan, built IT organizations, and executed on programs & projects. • Projects included Business Process Re-engineering (BPR) & innovation (BPI) through technology implementations. Created a significant cost savings by identifying duplicate payments and overpayments totaling $12 million annually over at least 2 years and correcting the payments and the process. • Created payback on a newly acquired insurance company in one year by implementing a new system that provided more product flexibility and improved cycle times for policy issue and administration processes. • . Responsibilities: Staffing: hire/fire, retooling of existing staff. Managed 4 managers and 34 people in 3 departments including applications development & operations. Parent company restructuring at end of 1999 consolidated operations. Position was eliminated. Letter of recommendation available from CEO (attached to LinkedIn Profile).

Promoted internally to assume full operational responsibility for IT & Admin functions, to execute on CEO’s core strategies to expand market share and diversify customer base. • Defined the IT Strategic Plan to support divisional business plan. Won approval and funding of the plan.• Staffing: Led 25 employees in 2 departments; hire/fire, retooling. • Business Process Re-engineering (BPR) through technology implementations: Redesign of internal processes to improve cycle times and reduced costs through implementation of new imaging and work flow systemCompany acquired by our largest customer; IT strategic plan was a key factor in their decision.

Cincinnati, Oh, Us

Directed a project team based project management office (PMO); 3 employees in the PMO BE group. Coached project teams; provided project management training for all IT Groups and methodology training (Navigator Ernst & Young). Led new technology & system implementations. Established project management office and related services (best practices, software development process improvements, and new tools). Project portfolio management for American Annuity Group/Information Services (AAGIS) management team. Trained in methodology, coaching teams, process improvements, and running Quality Improvement Teams (QIT).

Program Mgmt of largest customer account - Affiliate Cincinnati Bell Telephone.

Cincinnati, Ohio, Us

Washington, Dc, Us

MOS 2621/2622 Manual Morse Intercept, High Frequency Direction finding. MOS's required a Top Secret Security clearance with a full BI conducted by Dept of Defense.

Bachelor'S Degree, Information Systems

Associates, Computer Programming Technology