Mary Ann Sheldon Email & Phone Number

Greater Seattle Area

Overseeing and providing project management for mitigation and restoration activities for 17 units within condominium complex that were damaged by water intrusion after frozen pipes burst during January 2024 unusual frigid temperatures. Coordinating activities across multiple repair technicians, construction crews, owners and residents, while monitoring costs, timelines and repair work. Also collaborating with the condominium association's insurance adjustor to ensure all necessary insurance claim documentation in place.

Greater Seattle Area

As the Board President of my condominium’s homeowner association, I preside over the Board of Directors and together we act on behalf of the owners and for the benefit of the condominium to ensure order and financial well-being. The board’s responsibilities include creating annual budgets and monitoring expenses, ensuring owner and resident relations and communications, maintenance and preservation of the common areas, adherence to governing documents, oversight of the community's property management and contracted vendors. In addition to running monthly board meetings and annual owners meetings, I monitor all action items, requests and issues to make sure they are appropriately addressed and completed. For any major improvement work or projects, I assume the role of project manager to oversee the plans, coordinate and supervise the work, and monitor the spend.

Bellevue, Washington

As a Program Manager at Intellectual Ventures, I acted as a leader and collaborator to encourage open communication, alignment and sharing of data while overseeing program management of licensing policies and procedures to ensure operational efficiency between the Invention Investment Fund (IIF), Legal, and Finance. I would identify opportunities for improvement or address areas of concerns, and implement improvements or solutions to avoid breakdowns in the sales engagements process.I was promoted to a Program Manager for in Revenue Program Management group in 2015, where performed program management across multiple business funds and corporate functions to support revenue generation activities, such as developing customer sales engagement materials. In 2016 following company re-organization where the business development and sales operations teams were eliminated, I effectively of my own doing backfilled large amounts of responsibilities previously handled by these groups to address the lack of info sharing and record keeping no longer being done. My role was absorbed into IIF fund, where I continued to perform program management as well as single handedly managed and ran all business operations activities. IIF's business partners in Legal and Finance benefited from my efforts in improving coordination between teams and increased transparency, and well as system and reporting enhancements or improvements.

As an Executive Assistant for Global Licensing team, I performed administrative duties along with project and business operations. My role at Intellectual Ventures started as a temporary contractor to provide administrative support to the expanding licensing team. At the end of the temp assignment, I was offered a full-time position as an Executive Assistant to one of the newly hired executives. Even though it meant a step back in my career and salary, I saw an opportunity where I could apply my skills and expand my role as the business and team continued to grow. Over the next 6 years, I supported numerous VPs, Licensing Executives, Directors, Senior Managers and team members. In addition to administrative duties, I also generated regular reporting for management and executives, collected and compiled data and materials for customer and investor meetings, acted as liaison with business partners and corporate functions to provide critical data and updates, and developed various tools for tracking and monitoring licensing activities, including initial launch of Salesforce.com within company. Even though each of my managers insisted I retain the Executive Assistant title, I was performing duties above and beyond, from sales support, operations, business development, system implementation, and reporting and analysis.

Greater Seattle Area

A 15-year journey across various business lines in the largest US thirft bank with progressive career growth in administrative, business strategy and project management. My last role with the bank was program management of the closure and consolidation of 300+ branches as part of integration activities following JPMorgan Chase’s acquisition of WaMu in fall 2008. Prior to the acquisition, as a Senior Business Strategy Analyst for Retail Bank Network Optimization team (2006 - 2008), I facilitated lease administration for 2,200+ branches and administered a committee with senior management to govern strategy and decisions surrounding real estate for branch locations. During these years I became proficient at multi-tasking, business strategy, analyzing financials, and engaging with and influencing senior management. In my role as Project/Quality Analyst (2003 - 2006), I teamed with an SVP where we were inserted in various business teams by senior management to oversee system integrations/rollouts, office relocations and staff reductions, and streamline and improve process, which allowed me to sharpened my project management skills.My administrative skills were mastered and project management skills developed while an Executive Assistant to the SVP and Project Consultant for Lending Administration (1996 - 2003). In this combo role, I performed tasks similar to a Chief of Staff, where I oversaw management of office, assisted on human resource activities, oversaw budget planning, coordinated facility needs, and managed various projects including office space relocations and Y2K preparations. I started my career with WaMu in Loan Servicing (1993 - 1996), where I processed mortgage loan documentation. During these early years, I found repetitive work unsatisfying so took initiative to research and document unknown procedures to keep busy and challenged. My additional work efforts lead to increased productivity and turn times for the loan servicing department.