Project Management/Sales for event staffing company. Do budget and oversight of employees being sent to projects and customer sites either on a daily basis or weekly. Perform cold-calling, customer relationship management, new sales and share answering customer calls during business hours. Currently and in charge of running the Alaska Airlines inventory management projects that entailed development of web based software program from code development, data entry and customization. ( www.reliant-corp.net ).09/08- www.projectshift.info Sales and Project Manager for a human resource management software web portal. The primary focus of the company is to use the web portal to attract employers and clients to match them in finding work. The program utilizes a proprietary database driven tool that matches clients with skills.

IT Temp Services and General Labor staffing Company

6-month project for Fila Golf. Performed project Management and technical expertise toward the development of an e-Commerce solution featuring over 100 products. Project involved coordination of programming efforts between Web, COM, Database, Software Development and LAN design teams.

· Helped and coordinated technical developmental programs for USA gymnastics. This included bringing together coaches throughout the country with various technical backgrounds to a common ground. · Developed turnkey operations for gymnastics facilities managing/training from 10-40 employees during

Perform Project management and technical hands on for clients. PM / technician for the AKAMAI remote hands project.

Sales of computer systems to small businesses. Answer review of proposals (RFP), Bid Contract Work for technical sales. 100% commission sales.

Do general work for companies each week. General labor, etc.. Do security for Football games, and events, also worked in a food factory, packing, labeling and boxing merchandise for retail sales.

The café is the number one ranked Wi -Fi location in Seattle. Helped coordinate deployment of other Wi-Fi solutions with the Personal-Telco project in

Project in the Technical Services Group (TSG) under the PMO. Job entailed working on building-to-building moves, coordinating downstream technical and vendor activities through tracking and holding weekly meetings and providing reviewing budgets for line of business reviews. Participated in implementing a Wi-Fi solution for a state-of-the-art User ability lab in Northern California. This project sensitive to OPEN networks required an in depth analysis of risks and mitigation of current processes and practices for security issues for layer 1-3. Coordination efforts included aligning telecoms and network management to deliver a safe and secure solution through password synchronization, VPN/VLAN design and security token authentication strategies.

Developed infrastructure and network design for Active Directory / Exchange deployment for a 300 nodes in 2 sites. This implantation was a windows 2000 upgrade for a local Electrical union.

charged with developing a methodology for IBM GS Technical Services organization. This included mapping the processes and procedures from project management practices to financial delivery. Active in the risk analysis and delivery strategies for the roll out of 35,000 desktops of windows XP and a 300 seat rollout for Washington Mutual in S.C.. The latter project involved the rollout of the PEZ project which entailed Active Directory and Exchange 2000.

helped re-align infrastructure for SMS 2.0 deployment.

Senior Project Manger managing several projects and a PMO initiative. Major focus was influencing the direction of the newly created PMO office. Auxiliary projects called for working horizontally amongst functional operation teams which were delivering solutions for Windows 2000 migration, DHCP, DNS conversion, Imaging Project and NetWare 3.11 -5.1 upgrades.

Responsibilities included the development of requirements for and creation of the RDD for the roll out of Windows 2000. Created executive level reports and helped deliver strategies and processes for an infrastructure fork lift upgrade from Windows 95 to 2000. Auxiliary projects included tracking and managing the roll out of the Symantec software.

Charged with coordinating the efforts of BellSouth.com, BellSouth.net and Cisco Systems in integrating Software.com mailbox product into CISCO's UM product. Project focused included working with both Cisco systems and Software.com. In parallel, managed several other BellSouth.net projects, both budgeted over 850,000K.

Lead for Cisco System Charged with a highly visible initiative and three other major projects for Cisco IT WW. Reporting directly to the Sr. Manager of Worldwide Telecom project entailed developing, aligning and implementing processes for reconciliation of every security track for IT WW Telecom. This included implementing, auditing, and driving security processes for legacy telecommunication products (Lucent, PBX, TDM technologies) as well as the emerging Vo-IP products (Call Manager, Unified One Messaging, and Integrated Call Manager). Developed practices and refine processes for layer 3 applications (firewall)and network security issues for IT Telecom WW. The broad scope of this assignment had me work directly with Manager IT Telecom WW for all security issues as they relate to his organization. Project Manager Allied Signal Exchange WW Rollout Project Manager for a 40,000 seat MS Mail to Exchange migration in the Pacific Rim region. This project demanded extensive travel and remote coordination of over 50 individual sites; and Brazil. The project included an extensive coordination effort client CIO for Asia, a direct report, and with `business presidents' of local IT regions within Allied Signal. The project required redesign of network components to enable Exchange to function properly within the constraints of low network bandwidth situations. One critical element and a credit to the project success was the consolidation of teams and the alignment of goals for delivery of an IT solution in ASIA. This project set the model of delivery in the Pacific Rim region.

· Management and development of Network infrastructure for all messaging products using exchange. · Infrastructure included satellite offices; · Designed infrastructure utilizing Exchange 5.5 for 2000 mailboxes. · Designed Exchange migration for merger of E&S with another company that was utilizing Exchange. · NT technical lead for team of 6 system administrators and managed networks Domains Controllers and WINS infrastructure for over 1500 nodes. · Aided with the procurement of Telco services for company with British Telecom. · UNIX system administrator for News and DNS.

· Reviewed County RFP's and provided technical expertise on integration issues utilizing NT and UNIX. · Helped establish service level agreements with County governments which involved procurement of financial obligation to service need. · NT technical lead for County government's technical reviews throughout the United States. · Managed and implemented integration of DOS/Windows based application utilizing up-to-date "client server" technology for County governments throughout the USA. · Performed "bench mark" statistics using NT as database and application server for FACTS for both Oracle and Informix. · Created system administration manual which outlined FACTS design as well as implementation design architecture.

· 6 month" interim" Site Project Manager and single technical contact for Voice Broker, during test and deployment. This was a $2M · Rollout of 5000 NT 3.51 workstations systems with building of NT resource machines using SMS. · Built NT 3.51 server, including PDC and BDC's for over 50 sites throughout the Western U.S. · Developed and maintained MAC Intranet web site for the Phoenix Technical Services on NT. · LAN/WAN administration of heterogeneous networks using Novell, UNIX, and NT. · PBX phone administration. Project Central Point of Contact 6-month project for Charles Schwab. Interim Project Manager for a high profile project (Voice Broker) during test and deployment. Assumed the role of project manager when the project was three months behind schedule and suffered from lack of coordination between two internal and two external vendors. Success was due largely to setting rigid time lines and aligning resources to assure project completion. The role included technical oversight of the creation of a domain structure for the NT Servers that where distributed through sites in the Southwest region. In tandem helped begin a high profile web based initiative for a (move/add/change) tool to coordinate allocation/disbursement and tracking of desktop and server resources. The project replaced legacy applications with a first generation web based tool that could be reached by internal and external customers. The final generation of the project tied into IBM mainframe customer provisioning processes.