Lead various human resources UCPATH and procedures for all organization personnelParticipates in developing department goals, objectives and systems.Administers the compensation program; monitors the performance evaluation program and revises as necessary.Performs UCPATH PeopleSoft payroll administration, including claims resolution, change reporting, approving invoices for payment and benefits information to employees and students.Participates in administrative staff meetings and training on UCPATH and other systems

Project managed the successful deployment and implementation of Go Smart MobileWorked with Amdocs development team on shore and offshore to work out delivery time and scheduleWorked with Amdocs to develop any price plans or service code changes needed from the business ownersManaged and created materials that were used to track development change management processWorked with various downstream systems to ensure a successful deployments Created share point document site for the development team to standard and reporting used by management to track the progress of the projects and single point for all team to obtain documentsWorked with cross functional team to vet out new requirements (Engineering, Development and Product Development) Worked with the Hardware teams to increase hardware and software needed for T-Mobile

Drive program/project from project initiation through delivery.Interface with clients, as required, on technical matters and/or project subject matters. Drive the creation of the functional specification, requirements and/or scope.Provide technical and/or analytical information to Product Managers, as required. Organize cross functional activities ensuring that the program is completed on schedule and within budget constraints. Provide weekly status to executive team.

Project managed the successful deployment and implementation of Web ProjectsProject managed the successful delivery of Web SDLC artifacts Conducted development stand up meetings to keep projects on time and schedule

• Project Manager responsible for Comcast and TWC conversion of wholesale subscribers to Amdocs 7.5• Created conversion approach, project plans and short interval scheduled • Conducted partner data analysis so data would be clean once it was converted• 100% data converted without issues for all subscribers

Project Manager responsible for the implementation of wholesale and retail customer request to changes network elements in the cloud Matrix managed up to 50 global team members to create and deliver operation system changes for Hosted Service Create project time lines and conduct weekly status meetings with global operations teamProject managed the successful implementation of multiple cloud projects for MMS and Pre-Paid platformsTracked and Maintained the Change Management process for ATT and VerizonWorked with the off shore team to assess and changes to the core systemsStandard Reporting and documentation was used from the Ericsson inter documents servers to track progress and store documentsWorked with cross functional teams in Canada, Brazil, Sweden and the UK to resolve customer changes Worked the in internal operations team to resolve hardware requirements needed for the project teams

• Project managed the successful consolidation and replacement of Sprint and Nextel legacy provisioning, mediation and billing plat forms • Managed the successful implementation of AMDOCs Switch Control to the Sprint network elements. • Tracked conversion activity from Sprint's legacy systems to AMDOCs ensemble.• Matrix managed up to 65 team members to implement the project on time and within budget

• Project managed the successful deployment of Content Management Package and Promotions tool that was used for the T-Mobile site redesign • Project managed the successful deployment of Customer Profile project this provided Customers (via the web) and Customer Care(via CSM) the ability to opt in or opt out of marketing channels• Project Managed two Siebel 7.7 projects for customer save offers and provide customer profile data• Matrix managed up to 65 team members to create and deliver functional specifications test requirements and test plans Managed total a budgets of 5 million dollars for project implementation • Conducted weekly status meeting with team members to report and track progress

• Responsible for program managing the successful implementation value added products and services for Virgin Mobile USA.• Developed detailed time lines and work break down structure for projects.• Delivered projects on time and within budget.• Provide CTO level briefing on high profile projects.• Worked with vendors Telcordia (ISCP for billing) Siebel (for Customer Care, Nokia, UTSC, Kyocera ( for handsets)

• Conducted detailed analysis of current billing and mediation systems (PAG for prepaid and AMDOCS for post paid billing Enabler for data, SAMSON for Voice, Comptel for voice and Narus data mediations) used for wireless data services billing.• Created business and functional specifications to support the network roll out of wireless data services for T-Mobile that included EDGE, GPRS, 802.11, SMS and WLNP.• Developed requirements for hand set and pocket pc roll out Nokia, HTC, ERICSSON, Samsung, Danger and SONY using, WAP, Moviso, Multi Media Messaging, IM Messaging, Java, COGA, Pre-Paid Data, Ring2U, EDGE products.• Determined the requirements for new infrastructure for wireless data platforms and how they would be integrated with the mediations, and billing (Amdocs for billing and Enabler) systems.• Conducted vendor selection process and determined Narus data mediation platform would support future the growth wireless data business and successfully implemented a full solution for GPRS, MMS, WAP and Java within six months and a budget of 20M.• Conducted architecture reviews with Narus and T-Mobile to determine network connectivity and the implementation of mediation software to the Sun hardware.• Created test requirements for testing migration plan for moving traffic off current mediation platform.

• Gathered requirements implementing billing and mediations platform. Worked with AMDOCS and other vendors to determine what billing solution would support wireless billing resale.• Conducted interviews with key engineers from Ford and Qualcomm to gather billing and mediation requirements for infrastructure and worked with Verizon as the resale carrier. • Completed final documentation that would create next generation billing and mediation platforms and internal and external interfaces for new mobile commerce services using 3G technologies with CDMA, TDMA, GSM and GPRS networks.• Developed guidelines and architecture diagrams for implementation of 3G technologies for network deployment and determined billing and mediation elements for new call detail records for GPRS and CDMS products and services.

• Assessed the market potential of ADC web-based singl.eview product compared to other internet order and billing and mediation systems• Reviewed offerings of fifteen web-based CRM, billing, mediation companies• Conducted interviews with sales and marketing team to determine requirements for new releases • Created a case study database that would depict prospective tier one telecom customers• Presented key findings to senior executives from Marketing, IT, Billing Operations and Sales• Successfully implemented the ADC Singl.eView billing and customer relationship application within three months for CommSouth • Developed timelines using MS Project and ensured the launch of the platform within three months

• Worked with senior management within billing operations to improve current financial operations processes, developed business models and key performance indicators for the CFO for data billing. • Lead the development and implementation of a global performance score used by global business• Worked with key business owners to determine process and metrics for finance and humane resources • Developed a reporting tool to report health of the finance operations center across the UK, US and Japan

• Established a project team that built the billing and mediation platform that would support the unbundling of access charges and support the ability for web enabled billing and usage reports• Gathered business and functional requirements for the unbundled billing system and managed the vendor selection and implementation process. • Conducted a detailed analysis of billing vendors to determine what capabilities were available for off the shelf packages. • Worked with seven of the key billing and mediation vendors to determine product capabilities• Once the vendor was selected, a detail analysis was conducted to identify gaps and determine customizations needed• Worked with the final vendors to determine contract pricing and development schedule• Managed the full SDLC of unbundled billing platform from the system design to testing and implementation

• Established a Program Office for the Year 2000 project for US companies • Worked with the CIO to assemble a team from each functional area within the business unit • Managed the team progress and reported on a weekly basis, worked with the internal and external audit team to track the team progress on quarterly basis• Managed the implementation of core infrastructure or code replacement for customer care, billing and financial systems• Implemented People Soft and replaced billing platform and customer care applications

• Established a Program Office for the Year 2000 project for US companies • Worked with the CIO to assemble a team from each functional area within the business unit • Managed the team progress and reported on a weekly basis, worked with the internal and external audit team to track the team progress on quarterly basis• Managed the implementation of core infrastructure or code replacement for customer care, billing and financial systems• Implemented People Soft and replaced billing platform and customer care applications

Used Quality tools to lead a team of nine Senior Directors to manage the implementation of process improvements for Sprints operation support system data services disconnect process Identified and implemented various process improvements from the operation support system to customer care and external vendors Achieved a savings of 31 million in operation support system disconnect credits over 12 months period Reported status of team deliverables to President of Sprint Business and project sponsor on a weekly basis Developed process improvement tools that would be used during Sprint national quality