Plan, manage and deliver high profile projects consisting of large number of deliverables, complex dependencies, and significant resource needs. Work closely with key stakeholders, including senior level executive sponsors, controllers, partners, and vendors to define project scope, track expenses and ensure timely delivery of all project components. Manage multiple project teams often spanning multiple functional or organizational areas. Designated lead project manager for number of large, complex and visible projects including: The Enterprise Mobile Application Development Initiative; the Risk Engineering Consolidation Operating Network (RECON); Quality Management Project; PPM Enhancement Project; Enterprise Search Replacement Project; and the Expense Management Project.· Delivered standard process, tools and training for project cost estimation, as well as estimation website, redesigning cost benefit analysis template, and delivering new process improving efficiencies of funding decisions across enterprise. · Built and enhanced tools, templates, job-aids, best practices, archive, project website and working structure, supporting company standard project management methodology, supporting activities and change management for Agile, Waterfall, Waterfall-Lite, Agile-Hybrid, as well as Benefit Tracking and Quality Management.· Recognized as subject matter expert and champion for project management methodologies, led and mentored Hartford Project Management Conference for last 8 years, resulting in popular and successful opportunities for training, growth, communication and networking for Project Management Community of Practice. · Involved in large number of process improvement projects, LEAN, and special initiatives, eliminating redundancy and low-value tasks, while improving efficiencies, reducing cost, minimizing timelines and increasing return on investment (ROI).

Responsibilities include: project initiation documentation and presentation, development of project plans, scheduling and managing of resources, managing vendors, tracking of tasks and deliverables, managing of scope, documentation of deliverables and change orders, reporting to Steering Committee, presentations and demonstrations, tracking of status, and all project related accounting and reporting.Accomplishments:· Successfully managed more then 16 large and highly visible projects -- all of them completed within schedule and budget, and with a high degree of customer satisfaction. Among these were projects involving eBusiness development, various application implementations, Disaster Recovery and Business Continuity, Office and Datacenter build-outs and relocations, Field Office Automation, WAN reconfigurations, Desktop Rollouts, Service Desk Automation, Call Center automation, ZEN distribution, and a variety of Infrastructure projects. · Reconfiguration of all the Life Offices. This included a rollout of new hardware and a standard software image including Microsoft XP, Office XP, and a Central File Sharing Solution. Removal of the Frame Relay and implementation of DSL connectivity to enable the offices to be mobile. Project reduced costs to the Life Department by more then $760,000 a year.

Successfully managed more then 41 large and highly visible projects -- all of them completed within schedule and budget, and with a high degree of customer satisfaction. Key contributor to the process improvement and enhancement of the Corporate PMO. · CA Suite Evaluation Project --an in depth study of the capabilities of the CA Suite of products, and the benefits they could bring in the areas of Problem Management, Change Control, Asset Management, Software Distribution, and Metrics Reporting, as well as upgrading and interfacing with the UniCenter.· Project Sunrise -- an active member of this elite team that created new workflows, procedures and guideline recommendations for senior management in the areas of Demand Management, Release Management, Change Management, and Service Level Agreements. · Key member of the team that developed the methodologies, project lifecycles, workflows, templates, and artifacts for the Project Office. Evaluation of tools and processes, and the presentation to other areas of IT. This would become The Golden Thread of Project Management and Lifecycle Deliverables.· Created the guidebook for “Selecting and Managing the Vendor”. Worked closely with Corporate Procurement to develop and promote the effort to improve vendor management across the enterprise. At the request of HR, developed and taught the training class on “Vendor Management at the Phoenix”.· Documented and presented a number of methodologies including “Managing Web Development Projects”.· Led the effort to create a standard “Operational Readiness -- Provisioning Document and Procedures”.· Mentoring, training and auditing of less experienced Project Managers.

As a member of senior management, reported directly to the Company President. Primary responsibility was to re-create and then manage the new IT Department.· Additional responsibilities: accounting, purchasing, reporting, staffing, performance appraisals, budgeting, training, distribution and monitoring of all work assignments, procedures and standards development and implementation, status reporting, and interfacing with other department heads. · Responsible for all IT Department functions including Network Administration, Database Administration, Application Services, Telecommunications, PC Support, report generation, check printing, company web site, administration of the phone/voice-mail systems, call center, IT inventory, security, and HIPAA compliancy. · Directly responsible for managing all contractors, interfacing with vendors, and managing all projects.· Director of Facilities – responsible for all telephones, fax, business machines, furniture, building space and security, relocations, and all dealings with the building management company.

Primary responsibility: to manage all Fixed Price Projects for the Connecticut Region, and bring all projects to completion within contracted time frames and under budget, while meeting all tasks and deliverables with a high degree of quality and customer satisfaction. · Responsibilities included: proposal generation and presentation, development of project plans, scheduling of resources, interfacing with third party vendors, supervising of engineering resources, primary contact for customers, tracking of tasks and deliverables, managing of scope, documentation of deliverables and change orders, presentations and demonstrations, and tracking of profitability. · Additional responsibilities included: all project related accounting and reporting, such as Profitability Report, Engineer Revenue Distribution, Customer Billing, weekly Project Pipeline Report, CT FPP Status Report, and approval of all Engineering Service Reports.