Joe Balitewicz, Pmp, Csm Email & Phone Number

Chicago, Illinois, United States

I have joined Centric Consulting's rapidly expanding National Enterprise Portfolio and Program Management Practice as the national delivery lead.I am responsible for delivery and oversight of national EPPM engagements as well as collaborating with Centric business units and service lines on large scale engagements Additionally, I collaborate with the National EPM Practice lead on practice management, methodology and standards, thought leadership, and team development

Greater Chicago Area

• Spearheaded agile program delivery and project deployment strategies to support digital transformational initiatives by stakeholder value creation, realizing benefits of an optimal resource cost, mitigating risks, and ensuring portfolio and project management oversight.• Served as a Program and Project Management (PPM) evangelist to Advisory, Tax and Audit groups focusing on educating, developing, and implementing KPMG's project management methodology to our clients. • Responsible for the end-to-end project/initiative management and delivery model transformation, including road mapping, budgeting/funding, resource management, vendor management, stakeholder management, scope management, feature/release/Go-Live management, risk/issue/dependency management, communication management, and steering committee reporting.• Developed and managed program operating costs, including budget allocation/reallocations, tracking/reporting OpEx/CapEx, proactively identifying/managing Risks/Issues, while measuring and communicating program/portfolio performance.• Improved program management capabilities, implement solution delivery to business clients, leverage program management knowledge across the IT organization incorporating industry best practices, and establish internal/external benchmarking, key measures, and metrics.• Accountable for increasing our market presence through internal and external networking and business development opportunities.• Responsible for $2.5mm in sales revenue• Mentored team members, conduct performance reviews, participate in extensive interviews, and thought leadership within the practice.• Collaborated with experts in navigating the 'Future of IT' to accelerate KPMG digital solutions' engineering and support strategies to transform our clients' organizations.• Served as Operations Lead within KPMG's Global Technology Center of Excellence

Client: Top 5 Financial Company ○ Timeframe: 2019-20 ○ Team Size – 12 ○ Platforms/Tools: Full Stack Modernization / Jira / SAFe / Kanban / RAID• Served as the execution lead for a cloud-based implementation for a national retail expansion initiative using agile methodologies. Interacted directly with client c-suite leadership daily. • Worked with 30+ technology and business and teams, including architects, product owners, customer and client experience teams, and systems implementation vendor, PMO, risk/compliance and testing. • Interfaced directly with the national retail expansion named CEO, CIO, and COO on progress, challenges, issues, budget, staffing, resources, and 3 technology vendors.• Partnered directly with the vendor who was implementing the modern core platform, a $250mm initiative that would place the bank in a position to increase its offerings to 20M+ new customers. • Provided daily reporting to C-suite on progress; organized and led Program Increment Planning Sessions; led Scrum of Scrums across 20 product owners; led functional and business requirements workshopsClient: Private Company ○ Timeframe: 2018 ○ Team Size – 7 ○ Platforms/Tools: MS Project• Provided program delivery for the separation of private companies into their operating entity. • Developed a suite of project artifacts to steer the program, track its progress, and mitigate the risks. • Worked directly with key c-suite stakeholders in managing the program and directed a team to assist in the separation. • Assisted 3rd party vendors in standing up a new HR/Benefits solution and IT/security protocols for a staff of 100 employees. o Metrics - Successfully separated private company into its operating entity within 6 months

Client: $600M SaaS Company ○ Timeframe: 2017 ○ Team Size – 10 ○ Platforms/Tools: SAP / Revenue Recognition Module• Provided project leadership for adopting and implementing ASC606 revenue recognition project on behalf of a $600mm SaaS company, which provides solutions to the healthcare industry. • Organized the team into multiple workstreams, created an effective schedule, held team members accountable, got them back on the path, guided them from assessment through implementation, and assisted in bringing the module live by SEC mandated due date. o Metrics - Company recognized $8mm in the new revenue, and the module implemented has helped recognize $5mm in recurring revenue since 2017. Client: Global Pharmaceutical Company ○ Timeframe: 2015-2016 ○ Team Size – 10 ○ Platforms/Tools: MS Dynamics / Great Plains• Provided program leadership to a global Pharma company engaged in rapid growth through acquisitions valued at >$50mm. • Developed and implemented a robust PM structure across finance and operations divisions and worked directly with C-Suite officers in executing the various workstreams and associated projects to integrate the targeted company. • Created a PMO that was scalable and identified their resources to join and then run the PMO at conclusion of project. • Set up a structure that allowed the company to identify projects, resources, timelines, budgets, and reporting processes.• Created initial RAID logs, prepared Steering Committee (SC) Reports, and led all executive SC meetings • Met a tight deadline as the US Dept of Treasury was in the process of changing the tax rules for "inversion" transactions. o Metrics - The inversion allowed the company to save $20mm in taxable revenue by moving its HQ offshore in the first year.

Chicago, Il

• Served as an integral member of the executive team for a successful, innovative start-up organization that provided software technology (SaaS) for organizations seeking in-depth market research and analysis, providing vision and direction of this newly established company.• Managed cross-functional teams, including 6 project managers on managing a portfolio of CPG and Retail clients to design, support, and deliver unique virtual solutions addressing operational and insights-based initiatives enabling customers to make informed business decisions.• Guided clients through seamless execution of projects using Agile Scrum and Kanban, including managing timelines, questionnaire and analysis plan development, and reviewing stimuli to ensure alignment with research objectives, field management, and analysis and reporting.• Trained employees on project execution and best practices and provide actionable plans to guide professional development by coaching and providing the right learning opportunities.• Tasked with identifying a multi-tier-offerings and creating the pricing model, ultimately expanding available products to be more flexible and accommodating client objectives, timing, and budgets to boost profitability, cost savings, and productivity for both the organization projects. • Personally, managed client engagements; completed 95+ client-centered projects during tenure.• Streamlined processes, reducing project cycle times by 30% and cut project expenses by 50%+• Created the Infrastructure to support steady growth growing employees from 7 to 60 and increasing sales from $90K to $8.25M over 3 years

• Championed and managed all aspects of multifaceted projects with tight budgets and numerous deadlines with full accountability for fraud and money laundering investigations, risk management, compliance, and information management.• Responsible for the analysis of costs on the entire project; including performing audit procedures, forensic review of large datasets, and developing analytical procedures to explain trends discovered during the review process.• Pioneered and directed national clients' projects from needs assessment through planning, team management (50+ direct reports), and efficient, systematic, results-driven project execution. • Analyzed large volume of costs recorded on multiple accounting systems, combining key aspects of each system into a comprehensive database while utilizing the new data to determine areas where costs overruns occurred.• Conducted interviews of project personnel, including key executives and engineering staff, to determine how costs were originally estimated, segregated, and reported.• Interfaced with the client to provide daily, weekly, and project to date metrics, status reports, and project plans, and collaborated with the IT team and business managers to resolve production support issues.

Client: Accounting Firm ○ Role: Project Director ○ Timeframe: 2003-2006 ○ Team Size – 9 • Championed all aspects of a five-year project that involved full-scale production and legal review of 1M+ pages of financial documents in response to IRS-issued summonses. • Defined and executed strategies and policies for data collection, analysis, and management for a massive project directly impacting 400+ former investors. • Set up a workflow process to review all documents identified; scheduled attorneys from USA and UK to review the files.o Metrics - IRS collected $10mm in revenue that had not been previously taxed and shut down 25 tax shelter products. Client: Private Bank ○ Role: Project Manager, Look-Back Initiative ○ Timeframe: 2005-2006 ○ Team Size – 7 ○ Platforms/Tools: Check 21 / • Spearheaded major projects for a private banking institution in response to one of the largest enforcement actions in the U.S. • Reviewed and analyzed high-risk, historical accounts and transactions for non-compliance. • Recommended processes for future transaction monitoring and compliance management.Client: Midwestern Bank ○ Role: Project Director ○ Timeframe: 2008 ○ Team Size – 3 • Executed project scope, planning, and implementation for an internal investigation of alleged employee fraud that identified and reported losses up to $4.5M in fraudulently issued Certificates of Deposits. • The bank was a public company and had selected a new outside auditor who refused to sign the audit until the defalcation was cleared.• Worked under a tight timeline of 2 months to identify the entire amount of the Ponzi scheme, which was then provided to the bank's insurance company for payment; report was provided to the Chief Compliance Officer and the FBI as evidence.

Project Example Client: Health Maintenance Organization ○ Role: Interim Chief Information Officer ○ Timeframe: 2002 ○ Team Size – 6 • Hand-selected for the senior leadership role to revitalize operations for California-based HMO placed in conservation. • Improved by introducing standardized processes for all projects. • Streamlined IT project management and implemented new processes, systems, and tools to dramatically improve the software development life cycle (SDLC) and help desk and administrative department operations. • Initiated outsourcing of the IT department and 24-hour data center.