Kellie Garrison Email and Phone Number

Consulting Management provided for nationally recognized automotive maintenance corporation• Ran the delivery and support of point-of-sale and back office systems transition. • Successfully managed and implemented system reviews documentation, key insights and recommendations, plans, budget and reviews in a demanding environment with firm deadlines and high expectations.Consulting Management provided for private, Theme-Entertainment Company conducting analysis and documentation of new core system • Held process work sessions with owners, users and vendors for each of the 30 business areas to discuss old system, new system, various processes for each area, areas of improvement, and open items to be addressed prior to go live in June 2019 o Conducted work sessions with executive leadership & stakeholders to analyze current state of core system and use among various business areas, 30 in total.o Additional sessions analyzing and documenting 3rd party connections, as well as current state needs that will need to be available in future state. • Identified and documented differences between old and new system and limitations for each, major changes, impact of those changes, and open items to be addressed prior to Go-Live.• Final documents to client included:o Consolidated Visio process maps representing each of the 30 different business areas depicting the processes of each area with corresponding business rules. o Captured items within the business rules document consisted of open items, areas of concern, mitigation suggestions, major changes of note, and 3rd party changes going forward. Consulting management provided for Global Insurance Company• Analyzed and documented process flows at an Enterprise level for an ITSM/ITIL transformation providing findings analysis, gap analysis, and mitigation based on results for an end to end solution for a Global insurance • Developed RACI highlighting ownership of areas, gap analysis and resourcing needs

6 Month Consulting ContractSharePoint On-Prem to SharePoint Online application migrationChapter Servers to SharePoint Online migration• Migrated approx 5,000 Red Cross SharePoint 2010 sites to SPO• Migrated all 2010 servers and older to SPO within Chapter regions• Created and maintained plan, budget and resource allocation across Business units. • Worked with business units across the Red Cross organization to analyze existing sites and assess customizations previously provided through older version of SharePoint needed for SPOo Worked with technical teams to re-work customizations to address critical areas; biomedical, blood bank, disaster relief, etc. while maintaining minimum scheduled downtime. • Worked with Microsoft engineers to assist with building customizations that the current SPO doesn’t offer • Coordinated with Clinical Data Management Staff, Client, and Study Team to identify needs/issues.• Worked with various Data Management and other functional area colleagues, including, but not limited to Biomedical, Blood Bank, Disaster, Emergency Mgmt, Chapters, Clinical, Safety, Site personnel.• Coordinated and collaborated with Biomedical & Disaster Data management staff to ensure capture of all data prior to cut over• Provided risk mitigation for project changes ( resource allocation, date shifts, down time, etc) due to unpredictable circumstances (Disasters, etc) • Provided weekly/monthly status updates to executive C-level mgmt and providing current status, budget (forecast & actuals), risks/issues as well as mitigation through the use of visual aids; ie .ppt, graphs/charts

Ran the Browser & Application remediation effort for Home Depot applications & implementation of new applications, end to end. Project focus: analysis of company wide applications, assessing security risks, and updating /implementing for retail, B2B and B2C platforms as well as remediating Java, Tomcat, and IE/Chrome. • Managed $3.5m beginning budget for effort with an approx. number of 45 resources, both on and offshore (at various effort levels) charging to project. o Budget decrease of 800k left $2.7m to finish remediation efforts already underway Mid project regroup was conducted and new plan for completion was established to accommodate new budget allocation • Managed the implementation and support of Home depot B2B ecommerce apps as well as their B2C partner Interline, supporting websites such as Supply Works, Wilmar, e-musa, e-hardware Express and e-Barnett to name a few• Service Now used for IT Service Mgmt• SAP ERP • Managed multiple projects simultaneously; total of 589 applications needing remediation from across multiple portfolio areas o Utilized both SDLC waterfall and agile approaches, per portfolio area preferences • Managed overall vendor development work, for both onshore and offshore resources & various tech teams across matrix env.• Supported business & vendor needs for individual portfolio work (Analysis, Requirements, Use cases, Test cases, SVN paths, QA efforts, and other deployment efforts that coincide) • Supported business activities while remediation work is in progress, and ensured seamless remediation via weekly meetings, updates, and daily standups with various team members including portfolio and remediation team • Worked directly with Portfolio owners to manage expectations, resources, timelines and cost• Managed delivery dates/schedule; including freezes, coinciding application deployments, and resources

Program Manager for the IT Infrastructure and Operations team for VZT International. This included the operational functions; design and engineering, capacity planning, service provisioning, and vendor management for B2C and B2E global portals in the Telematics industry for the EU and China markets.• B2C B2E implementation and support • Budget responsibility ranging from $500k to $12m for various projects (Domestic & International) • Development of infrastructure strategy, service delivery standards and procedures for the Enterprise through collaboration with IT Operations. • Proactively researched and collaborated with SME’s, in an effort to recommend a course of action to mitigate risks and to maintain high infrastructure and development service levels for the user community.• Assisted in establishing metrics, key performance indicators, and SLA’s for driving the performance of IT service delivery. • Worked with Network Operations and Global IT vendors to assist in evaluation and recommendations of infrastructure solutions to best meet the business needs for customer and company.• Worked with various groups to develop innovative processes without being stifling and restrictive.• Developed and maintained relationships with client organizations to ensure infrastructure and development expectations are met and priorities are set at appropriate levels throughout project lifecycle. • Responsible for working with the various IT organizations in supporting and managing databases, servers, networks, storage, email directory, and other technology platforms shared across the enterprise.• Collaborated with executive leadership, application teams and Business Unit Product Development teams to provide high availability, scalable business solutions.

• Ran highly visible executive management projectso Ran multiple cost saving initiative projects- included but not limited to:  Moving all Level 1 CC customers to Level 3 this resulted in a cost savings of approx. 800k a year for the company  Implementing one- off ACH transaction ability (vs. recurring) Breakout/Split of DFP’s once bill run completes for ACH transactions vs. CC transactionso Ran portions of the MetraTech Billing software implementation for NA, EMEA and APAC, primary focus was on development for the Staging and Reporting areas. • Hand-picked by client’s leadership team to assume a lead PM role for a project track that was identified as a risk to the overall billing system implementation program with aggressive due dates and continuous change/increase in scope.• Developed a resource management plan to account for limited resource allocation (most resources were <50% allocated) and included resources located in various international geographic locations.• Devised a mitigation plan that included the use of simulated data to avoid a delay in start date of development/test efforts when upstream vendor development deliverables were missed.o As a mitigation plan, identified key client resources to receive training on vendor process to reduce the dependency on vendor resources resulting in cost savings.• Played a key role in defining and applying project management processes for a large system implementation project containing over nine project tracks (largest this client has supported).