Larry Basham Email & Phone Number

Fairfax | Washington Dc | Baltimore | Wilmington, Us

Manage an offshore IT QA test team of 4 to 16 depending on active projects. Visionary of the Feedback Loop to Improvement (FLI) strategy and its ongoing maturity (areas of focus include QA resource/tester management, QA project scorecard and QA STLC standardization).

Glen Allen, Va, Us

Laurel, Maryland, Us

CARMAX, INC • 2011 – 2016CarMax Inc. is a retailer and financer of used vehicles in the United States having 160 stores across 37 states. Quality Assurance and Configuration ManagerImplemented project performance measurements, which resulted in efficient and effective improvements year over year. Champion QA testing methodology with full process integration across System Development Life Cycle (SDLC). Responsible for the Configuration Management team and the secured movement of source code across test and production environments.• Planned and executed augmentation of 18 offshore resources with 16 domestic team members.• Altered QA staffing model to initiate the creation of a dedicated automation team and of a load test team.• Designed and partnered with facilities to establish a QA test lab.

New York, Ny, Us

• 03/06-Present: Chase Education Finance IT – Software Quality Assurance ManagerConsultant assignment perm to hire with JP Morgan Chase, a leading global financial services firm with assets of $1.1 trillion and operations in more than 50 countries. Exhibited leadership establishing a geographically dispersed first class Software Quality Assurance testing team, grown from three to twenty-one team members modeling 20% onshore and 80% offshore, to support Chase Student Loans line of business, implemented QA testing methodology and process integration across the System Development Life Cycle (SDLC) based on SEI CMM levels, and deployed fully functioning automated testing tools (i.e. HP QTP and Quality Center) and configuration management tools (i.e. InfoPath and Visual Source). Responsible for mitigating risks (i.e. 1,266 urgent/high severity defects) associated with the introduction of critical distributed and mainframe applications into production to deliver over $104.2 million in resource savings (i.e. avoided 104,340 minutes down time) through June 2009. Handled 53 lessons learned via feedback loop to process improvement, realized 6,242 man-hour savings from QTP Automation, and in 2007 increased productivity by 354% sustaining that volume throughout 2008 and 2009 to-date. In June 2009, completed negotiations on single vendor fixed price contract for 20% onshore 80% offshore model improving resource skill levels while savings JPMC 35% off the current T&A contract rates. This success increased my Vendor Management responsibility beyond testing to other IT groups.

Charlotte, Nc, Us

• 02/02-03/06: Performance ManagementCreated and led the enterprise Performance Management Team for the 7th largest bank in the country, with over 216 billion dollars in assets under advisement. Responsible for mitigating risks associated with the introduction of critical distributed (i.e. WEB and client server) and mainframe applications into production and identifying operating efficiencies for new and existing applications. Drafted approach for establishing a team to utilize Compuware’s STROBE tool to tune mainframe applications. Managed, an average of seventeen, concurrent application test projects, totaling approximately eighty-five per release. Employed industry standard automated test tools (i.e. Compuware QA-Load, Mercury Load Runner and Test Director), and best of breed practices and a staff of five to fourteen technical in-house and contract resources to deliver over $2 million per year in hard dollar cost savings and achieve an unblemished record of stable implementations.

Charlotte, Nc, Us

• 05/01-02/02: Developed application software release methodology by leading a team of 15 geographically dispersed internal and Accenture consultants. Efficiencies realized from the migration to the release concept resulted in substantial gains in quality and reductions in post implementation problem resolution costs. • 06/01-10/01: Development Services’ representative, which developed SunTrust’s Information Technology Disaster Recovery plan, and led the initial efficacy testing of that plan. Matrix managed a dozen mission critical applications to their first ever successful compliance with federal regulations and internal audit requirements. The same process was performed for Crestar Bank (pre-merger) in 1999.• 09/99-06/00: SunTrust / Crestar MergerDeveloped and executed a merger Information Technology conversion plan, transitioning over 100 Crestar application systems across multiple platforms. Created and implemented a project management structure to track and report the progress of merger related activities against budget, human resource and scheduling objectives. The merger was accomplished on schedule, within budget, and without significant incident.• 06/99-08/99: I provided leadership in the development of the initial enterprise technology architecture framework. The cost and productivity benefits derived from the efficiencies and standardizations developed by that team are still being realized across the company bridging gaps between the lines of business and information technology.• 12/97-05/99: Year 2000 Designed, implemented and managed simulated and live Y2K test environments for application systems across all platforms. Created strategies for baseline and time machine testing, authored processes to ensure business continuity, compliance with federal regulations, and a transparent customer experience. The results were so successful that the new millennium was declared by our employees, and customers alike, to be a “non-event”.