Celebrating 10 years of growth in my career, I took one year to travel the world, volunteer, and study.

• Built the infrastructure, processes, documentation, and then staffed the newly created Business Analysis Division.• Worked directly with the CIO and Sr. Director to utilize technology, LEAN principles, and process design/reengineering to unite the corporation’s splintered and segmented business units. • Directed the agency-wide Microsoft Sharepoint Migration that unified and organized the company’s documents, processes, workflows, and inter-office communication.• Authored and rolled out the new project ingestion model for 2016, whereby all projects, staffing/resource allocations, and timelines would be published and integrated with all other ongoing IT projects. • Transitioned the company towards a centralized PMO, which would unite multiple business units with shared projects and interests towards a cohesive whole. • Authored and directed the agency-wide business and technology overhaul project: Integrating data, systems, and processes in preparation for introducing Big Data to the agency.

• Created process and documentation standards to establish the PgMO.• Managed multiple cross-functional projects in a completely virtual environment to ensure the on time and successful delivery of the NY State Educational data portal (www.nysed.gov).• Acted as sole PM for the ServiceNow implementation project and served as point of contact for ServiceNow, 5 outside vendors, internal data architects, and internal QA teams.• Completed the build, test, and execution of the difficult project in a virtual environment.• Gained strong hands-on IT Service Management experience while also receiving ITIL V3 Foundations training.

• Prepared the campus for a complete VDI solution with the goal of total campus virtualization by Fall 2013.• Raised the helpdesk response rate and user satisfaction scores from failing to exemplary in 5 weeks by designing and directing the overhaul of the Texas College help desk group.• Created and led the “Restore IT Initiative” which included mapping campus network copper and fiber infrastructure, restoring industry-standard management and uptime of all network equipment, renewing backdated equipment maintenance, and creating and maintaining inventory logs.• Developed the Information Technology team with career progress goals, training and improvement plans, and appropriate job roles and responsibilities to ensure job satisfaction and address high staff turnover.• Chartered and launched the Technology Internship Program, exposing students to both A+ and Network+ CompTIA certification training.

• Directed five company divisions while driving the company transformation and reorganization efforts. • Decreased staff turnover by 38% within one year. • Used market surveys and statistical analysis to standardize the company pricing and business processes, resulting in an immediate growth in profit of 27%.• Exceeded aggressive company financial goals of break-even before end of Q3 2012 as well as new consumer acquisition before end of Q4 2012. • Planned the short and long-term growth, debt-management, cash management, and talent-acquisition strategy, leading the company from a net operating loss to operational profitability within a year of employment.• Oversaw all functions and departments under Operations and Management including IT, Business Services, Human Resources, Accounting and Finance, as well as Marketing.

• Initiated, designed, and oversaw the company business process re-engineering initiative by eliminating nearly all paper-based processes and installing Microsoft SharePoint - building core business strategies to decrease workload and improve company efficiency. • Planned and coordinated the company systems integration of Microsoft CRM and Microsoft SharePoint 2007 for streamlined company business workflow. Oversaw the DBA and Technical lead during this project.• Using CRM, Visio, and MS Office, created and presented matrices and documentation to allow the company owners and executives to track various team performances and understand and analyze the company cash pipeline.• Directly managed a team of 12 engineers to provide network security, data integrity, and large-scale campus IT improvements to schools and Universities.

• Led major corporations such as Burger King, Landry’s, and others through large-scale software transitions.• Created and led teams through custom company upgrades transition strategies and • Led clients and internal teams through the SLDC using established PMI standards.• Extensively traveled to various client sites to perform system installs and software training to corporate IT teams, and site management, host, and kitchen personnel.

• Utilized Enterprise Project Methodology, SCRUMs, and knowledge of the SDLC to coordinate joint projects in the $330 MM integration-merger projects between Wells Fargo & Co. and Wachovia Bank. • Responsible for gathering requirements from stakeholders, refining and documenting requirements using MS Visio, led SCRUMs and communicated project deliverables and status to all levels of management and the PMO. • Successfully met project cost, time, and quality goals, collected and verified complex project requirements, and performing UAT, which resulted in new process creation and cost savings for the project team.• Attained Project Management Professional (PMP) Certification training and learned SQL, VB.net, and C#.net.