Melanie Fiore, Pmp, Brmp, Cpc, Gallup Strengths Coach Email and Phone Number

Supported team building, planning and strategic initiatives for GW Information Technology● Governed the Risk and Compliance, Office of General Counsel and IT Security strategic partner relationships matching business needs with technology solutions, building product roadmaps, and fostering trust.● Initiated and directed the digital accessibility program for GW Information Technology to ensure compliance● Created and led StrengthsFinder Training for managers and teams for units in the University for breaking of silos and team building. As a GW Culture Ambassador, evaluated onboarding and manager training modules. ● Successfully managed cross-functional team in the SharePoint Online implementation from IaaS including TeamSites, Intranet and workflows● Drove to phase the Customer Relationship Management (CRM) implementation project for Undergraduate Admissions to ensure that the most critical elements would be available for each decision cycle ● Managed the IT Security Assessments for eight schools including vulnerability scans and remediation● Led the 2016 GW PM symposium planning including speaker lineup, new agenda, budget and communications and co-founded and ran the PMI Local Community at GWU in Ashburn● Developed scorecard criteria for project prioritization and pipeline management; drove implementation

Drove new Voice over LTE Wireless projects through the Verizon Wireless Gate Process to Market launch• Successfully launched tablet calling. Led Voice over WiFi and Watch calling projects and lifting of feature incompatibilities with Voice over LTE.• Drove deliverables. Led effort to aggressively pull project dates in by 6 months to meet corporate strategic objectives.• Prepared and presented executive level presentations depicting project status, risks, and schedules.• Coordinated testing efforts in lab and production (User Acceptance (UAT) and Revenue Assurance)) tracking deficiencies to resolution

Managed a team of project managers to test defect resolution and functionality of Verizon Digital Media Services through the integration lab and planning and implementation of hardware and software upgrades to the Staging (Pre-Production lab) and Production systems using the Agile process for Sprints as well as waterfall approach for major releases.• Led a team of project managers to support the existing Production platform and implement the 2.5 major re-architecture of the VDMS platform through testing in the implementation labs to Implementation in Production.• Using both Agile approach for sprints and Waterfall for major releases, managed the loading and testing of new software components and software patches for defect resolution.• Developed a flowchart for the new Staging (Pre-Production) environment to ensure that roles and responsibilities among the teams were clearly defined.• Distributed critical information among the interdisciplinary teams to ensure statuses and priorities were understood.• Drove the identification and resolution of critical path items to ensure timely implementation of the major release components by leading daily conference calls and follow through on a detailed action register.

Lead PM for the 2.0 release on the Verizon Digital Media Services Platform. ● Managed the implementation software releases from integration lab to Production for bug fixes and increased functionality. ● Collected and prioritized over 100 lessons learned from the 2.0 project and worked with the appropriate teams to implement many of the suggestions. Over 20 of the items were incorporated in the Technical Management training.

Contractor to Verizon on their Digital Media Services (VDMS) Platform. Managed API gateway, Storage Management, and Quality of Experience functionality into VDMS.

•Life-cycle Managed E911 location projects including 3.2 Million new E911 deployment: developed and tracked schedules and budget to reach target due-dates and margins. •Led 600-800 unit swap projects minimizing any affects to E911 location capabilities: increased profit margins from 40% to 57% through risk management, post-project analyses and process improvements.•Developed creative pricing solutions to secure customer commitments to recurring revenue services.•Instituted market prerequisite checks and post data analysis response times with the Engineering groups to address scheduling and cost issues. Process changes resulted in increased profit margins and decreased project times across the organization as a whole.•Initiated weekly management meetings between PMs, Deployment and Engineering to use matrix organization resources more effectively and to set organizational project priorities across multiple Program Managers and customers. Met goals to use in-house resources 90% of the time across all projects and urgent deliverables were achieved within schedule.•Improved customer service department's support of product line by proactively educating service employees on product and customer issues. Reduced the number of calls that were escalated to the engineering department freeing those engineers to focus on deployment projects.•Mentored five program managers and engineers to promotion opportunities.

•Developed marketing program for a multimode (satellite/GSM/802.11) data communication, location based service GPS device: enacted Experience Kit program for customers’ 30-day trials and proposed pricing of products and services, promotional offers, marketing materials, and website content. •Proposed and prioritized new product features for both hardware and web-based back-office services based on marketing data and customer feedback.•Found and developed Value-added resellers (VARS)•Managed all partner accounts including legal contracts between EchoBurst and partners.

•Initiated and followed-up on business development for ORBCOMM, low earth orbit satellite data communication, fixed site applications and led potential resellers from non-disclosure stage to signing on as a reseller. •Managed existing and new value-added resellers and their accounts; tracked pilot tests to successful completion and continued sales; facilitated business relationships between customers and appropriate VARS or application developers.

•Initiated and drove effort to create a united company response to the government’s $440 million dollar RFP (Request for Proposal) for the Army’s Movement Tracking System. •Proposed unique solution on the MTS proposal and was the only ORBCOMM employee who presented any portion of the MTS bid to the Army. This team won the #1 place with an ORBCOMM solution. •Provided technical liaison support between Value Added Resellers and ORBCOMM Engineering Groups; resolved technical and business issues obstructing sales with Account Manager; analyzed user requirements and proposed technical solutions including recommending hardware and system architecture to best utilize the ORBCOMM satellite network and meet customer needs.

•Led the Electric & Magnetic Fields Committee responsible for all Northern Division electric and magnetic fields (EMF) inquiries; trained employees; developed and sent correspondence; performed field measurements and issued reports; held customer meetings and gave presentations to explain the issue. Refined the process to provide more timely customer feedback. Efforts resulted in excellent customer relations.•Published article in Northern Virginia Association of Realtors magazine and reviewed the Department of Energy publication “EMF in the Workplace”.

•Forecasted and prepared a five-year plan for all new and upgraded power distribution and substation facilities within my control; projected loads; evaluated service reliability problems; and ran economic analyses to determine best facility choices. Achieved the distinction of being the only planner to complete the 5-year plan on schedule.•Managed large projects budgeted at over $4 million; continuously monitored progress and costs and made appropriate adjustments to the work. Projects were completed within specified time and within budget.•Discovered and proposed project that eliminated the need for three separate power distribution and substation projects and saved $3 M while also improving service restoration time.•Provided seasonal contingency plans for substation transformer failure and technical support to the District offices including device coordination both on the Virginia Power circuits and on customer equipment.

•Prepared, monitored, and adjusted $30 million budget for four departments; created programs to calculate and forecast budgetary expenditures; converted to zero-based budget; prepared reports and graphs for presentations to management; and tracked departments’ goals.•Coordinated and monitored all building projects for the Northern Division offices. Ran economic analyses; and tracked construction progress.

•Served as primary contact to provide new and upgraded electrical service; engineered and managed projects to completion; performed asset determination, easement/permit preparation and site inspections. Scheduled work and tracked projects to completion.•Proposed new liaison position between Customer Engineering and Operations to address disconnects between the groups: position was implemented.