Ken Lopez Email & Phone Number

New Jersey, United States

Managing IT initiatives for the Anthem client project portfolio; currently managing the development for up to 30 initiatives, including directing virtual teams, writing user stories, managing business and system analysis, directing QA and UAT testing, managing client expectations, and directing the workflow thru the Agile process. Adept at building business partnerships and relationships throughout the organization, and skilled at building trust in the client relationship.

Led the development for the transition of PBM back to United Health Care, including managing the SDLC as well as and directing on-shore and off-shore teams.Managed the design, development and installation of a new Sub Client Billing system, used to track the spread between United’s customer revenue system and ESI’s PBM billing system.Led the installation of Sierra Health's pharmacy business; directed requirements gathering, business analysis, functional and systems requirements, software development, QA and deployment activities.

Directed the planning, design, development, cross application testing and deployment for UHC’s Eligibility and Consumer Database systems. This included verifying SOX compliance with SOX PMO, internal and external auditors, managing the on shore/off shore vendor relationship, managing releases through the SDLC, and managing virtual teams both onshore and offshore, including business analysis, technical development, QA, UAT, and the deployment and post-deployment teams. Typical releases consisted of approximately 9 to 10 projects. Average project budgets ranged from $500,000 to $3,000.000+. Technologies: IBM Mainframe, DB2, SharePoint, Windows.- Developed a new feed for OPTUM Health using new matching algorithms; cut processing time by 45%.- Deployed a Browser to update/query new data warehouse. Developed and tested off shore.- Led the deployment of a $980,000 Field Expansion project; grew the company's Primary Care Physician network as company continued to expand.

Directed an outsourcing initiative with two partners, Cognizant Technologies and Wipro Infotech, for a savings of $9 million from a technology budget of $113 million. Drove the process used to engage D&B and vendor development teams, and developed the financial tracking tools for the offshore development program. This program transitioned over 110 systems off shore. This was an interesting challenge, as this initiative involved managing 8 direct reports that had dotted line responsibility to the program; an excellent opportunity to enhance team building skills.Developed Service Level Agreements; managed, collected and disseminated metrics on application transitions, as well as vendor performance. Published an Off Shore Guidebook outlining practices and procedures for undertaking offshore development.

Assumed additional responsibility for a $115 million Global Monitoring system; extended its scope from domestic to global cases, and moved customer access from a proprietary interface to the browser. Its customer base consists of over 65,000 businesses.Acted in a sales capacity as reps would forward difficult prospects for resolution; gained expertise in technical sales working with organizations such as IBM, GE, and Hoovers, who demanded customized credit solutions as they renegotiated contracts.Web-enabled D&B’s $45 million DecisionMaker product, used to predict paying patterns for B2B applications. Redesigned D&B’s Industry Norms system, and successfully remediated more than 80 systems for Y2K compliance, completing acceptance testing in March 1999.

Promoted to lead Dun & Bradstreet’s $750 million line of credit products. Organized the department around four managers through promotions, reassignments, and the hiring of top level talent, aligning project teams with the company’s major product lines to improve flexibility.Launched the One Score product working in a strategic alliance with CMSI, a third party provider of consumer credit information, bringing in $35 million its first year.Re-launched the Commercial Credit Score, a $60 million product that predicts late payment and provides a company's relative ranking among like businesses in the D&B database. Developed new HTML versions of D&B’s four largest core products.

Managed systems responsible for Sales Rep Compensation, General Sales, Sales Accounting, and Customer Usage Reporting, all detailing aspects of D&B’s $2.5 Billion global business.Successfully directed an outsourcing initiative moving several legacy system components to Cognizant Technologies, an offshore vendor.Launched an order tracking system with 12 developers, using DB2, CICS, and Microfocus COBOL, managing the entire project life cycle; Cross trained developers in DB2, leveraging existing business knowledge and saving $350,000 in consultant costs. Successfully integrated the use Microfocus COBOL increasing productivity by compiling modules off the mainframe.

Promoted through a series of assignments from Programmer Trainee to Project Supervisor with responsibility for accounting and general sales systems.

Responsible for maintaining the receivable files for member accounts in the Los Angeles region.Acted in a sales capacity, as field coordinators would forward difficult prospects to headquarters