Michael Rolfe Email and Phone Number

-Coordinated and managed all aspects of the annual Internal and External SOX Audit Compliance effort. -Main point of contact for external Auditors in coordinating and executing their testing program and evidence gathering process.-Acted as Primary Focal Point for external audit team (Deloitte & KPMG) in their annual performance of the Avis IT SOX audit effort. Coordinated all auditor requests and communication with internal Avis and external IBM resource teams. -Supported activities of a diverse team of external and internal auditors and managed the relationship with IBM resources performing SOX/PCI Audit and IT Operations functions, including Incident, Problem and Change Management procedures, CMDB development & deployment and related IT Services. -Negotiated and managed contracts with external vendors to supply independent SOX testing resources.-Significantly reduced the complexity and scale of internal SOX Control Objectives to focus on those items critical to securing sensitive financial applications and processes and meet auditor requirements.-Devised and implemented Management Reporting and Tracking tools to reduce the amount of time Management had to spend on reviewing and analyzing the audit test results.-Coordinated and managed the Avis-IBM Request for Service (RFS) and other key operational processes associated with the Datacenter Outsourcing agreement with IBM. Directed remote resources from both Avis and IBM in the successful and efficient execution of new work requests.-Served as primary Avis Point of Contact for IBM Contract questions and research related to IT Operations functions and procedures. Participated in key contract negotiation and refinement activities.-Provided IT and Business Management with key information and status updates on critical project activity.-Formed and led the RFS Executive Steering Committee to help drive joint understanding between IT, Business, and IBM in relation to project efforts and priorities.

-Reformed the existing Enterprise Information Services team by integrating new staff and expanding the team’s role to cover Project Management processes, tools, training, mentoring, oversight and reporting. The group was transformed from one with a mediocre performance rating into a group that was energized and performing above expectations and assuming responsibility for additional functional areas.-Responsible for the overall management and improvement of the existing Product Development Lifecycle. Streamlined and simplified processes and artifacts so that they supported and facilitated the project execution process and met all relevant SOX audit guidelines. Devised plans for integrating Infrastructure and Small Scale projects into the framework, so that all projects were managed, tracked and documented in a consistent fashion. These efforts resulted in an independent audit review that uncovered no material deficiencies in process or controls.-Initiated the first Travelport effort around formal Resource Demand Management and Capacity Planning. Was able to provide the division with their first real views of current resource demand by project and role, and helped to launch a formal team dedicated to this initiative. -Developed a revised approach for capturing project financial information within existing project plans, resulting in the elimination of several independent tracking tools that caused Project Managers to input data in multiple places, thereby improving data quality, accuracy and timeliness.-Collaborated with the Travelport International Markets PMO, resulting in the linking of the two teams and a consolidation of policies and procedures to more effectively drive projects through the Denver office. This successful effort initiated a wider integration of the International and Domestic branches of Travelport.

-Coordinated communication, planning and process compliance efforts between Cendant’s largest Business Unit (Travel Distribution Services-TDS), Cendant’s Datacenter outsourcing vendor (IBM) and the Cendant Corporate Technology Operations team. -Successfully improved a very antagonistic and negative relationship between TDS and IBM into a partnership that was much more collaborative and open. Greatly improved the number of projects that were successfully executed and brought financial performance on projects under control.-Responsible for identifying new business opportunities, project coordination between TDS and IBM, ensuring customer satisfaction, process improvements to address efficiency and accuracy of project execution, and distribution, review, and presentation of business unit consumption and performance reports.-Primary point of contact for TDS Executives and Project Managers regarding interpretations of Cendant contracts with IBM and new requests for IBM services.

-Managed QA Team through the closure of the Phoenix office and it’s relocation to Parsippany.-Designed and built a new QA Test Room and hired a completely new QA staff.-Redesigned the QA Test processes to leverage the existing efforts of our multiple software vendors and to implement a more structured UAT approach. -Selected by CIO to transition to position of leading Project Management office (PMO) group, which was underperforming at the time. -Directed the effort to transform a distributed Project Management model into a comprehensive Project Management Office approach. Significantly improved the effectiveness and consistency of the project process, resulting in improved project delivery results. Increased the number of on-time and on-budget projects.-Successfully implemented the use of an enterprise Program Management System, Niku, to support all project and program management efforts. Acted as lead member of the Cendant Corporate team to coordinate the deployment of the Niku application across all Cendant Business Units.-Devised and implemented Executive Dashboards for communicating current project status related to time, budget and scope.-Implemented structured Project Initiation and Funding Approval processes to provide Finance and Product Marketing improved visibility into the project pipeline and budget allocations.-Worked with Corporate Project Audit and SOX Audit teams to review and assess several major Hotel Group projects. Devised project processes and documents to help support future project audits and ensure that Hotels projects follow recommended guidelines.

-Key player in the core Management team guiding this web-based B2B e-Commerce startup through the IPO process and through the formation of an entirely new program/project management and support system framework and organization.-Implemented and staffed the initial Project Management Office, which was responsible for managing the implementation of all client and internal requests for enhancements to the application. Worked with clients to ensure business requirements were met and all contractual obligations were fulfilled-Coordinated the management of multiple projects to create B2B e-marketplaces for clients such as AOL, Sprint, Gateway, Office Depot and Hilton Hotels International.-Worked directly with the Chief Technology Officer to implement a Strategic Analysis group with responsibility for performing detailed ROI analysis on all client contracts and in supporting IT Budget Management processes and technical aspects of M&A activities.-Launched and directed efforts in the Training department to create custom online e-business training programs for our client base, and in developing and deploying web-based application training materials.-Directed the efforts of the Software Quality Assurance group and implemented the Rational software testing tool suite to streamline testing processes and allow for continual, iterative product releases