Nathan Hayes Email & Phone Number

Denver, Co, Us

Glen Allen, Va, Us

Hanover, Md, Us

Nutrien is a leading provider of crop inputs and services. The Nutrien Human Resources PMO provides project leadership on all HR related needs. I was accountable for the requirements, schedules, testing, and delivery of projects. I worked directly within the various teams doing the work and reported progress to the managers, directors, and executive stakeholders of each project. Mergers and Acquisitions Project – Nutrien acquired a company and wanted to move all of the existing employees (Full time, Part Time, and Seasonal Workers) into the Nutrien HR systems. • Worked with the M&A team to lead the implementation and integration of 500+ employees from a newly acquired company into Nutrien HR Systems (SAP, SuccessFactors, S4, Workday, SailPoint)• Coordinate between the existing company leadership and Nutrien Leadership teams to insure that the project teams had access to the necessary data and a secure method to access the data• Work with the Nutrien Change Management Lead to build and execute the communications and training plan for the newly acquired companyCompensation ProjectTotal Rewards Statement – lead the compensation team through the RFP process in conjunction with the procurement team. • Lead the winning vendor to build the timeline, coordinate with teams both internal (benefits, Data, IDS, Security, Privacy) and with our external vendors to supply data to the winning vendor. • Drove test planning with our test lead, and worked with our Change Management team on building and implementing a change management and communications plan. Mentoring – trained a team on the basics of project management. Taught them the definition of a project, project lifecycle, and covered various project management methodologies.

Worldwide, Oo

Deloitte Human Resources Transformation Team works with Client HR groups to transform their services and create a better employee experience through implementation of new IT services (ServiceNow HRSD, Workday, etc) and helping to create better processes.•Helped Client design, implement, and run a project prioritization process•Trained client in the proper use of Agile methodologies (creating and prioritizing a backlog across multiple teams, correctly estimating workloads per sprint, proper transparency between business and technical teams, etc)•Mentored multiple employees, providing tools, knowledge and in-depth experience to help them become better at anticipating customer needs and how to better communicate with client leadership•Helped lead testing team for a major ServiceNow HRSD Implementation•Led a new employee training class in Project Management methodologies

Chandler, Arizona, Us

Volteo is an Elite ServiceNow Partner providing Implementation and Training for customers worldwide. As an Engagement manager, my role is responsible for coordinating with our customers and internal Volteo teams to ensure that all of the project requirements, financials, planning, and deliverables are clearly defined and executed. Responsible for running the Daily Scrums for all of my projects, reporting finance/burndown rates to leadership, coordinating with internal resource management for project resourcing needs, communicating with clients on progress, expectations, deliverables, planning and timelines.

Franciscan Alliance is transitioning their ERP Systems to Workday and implementing a new "Shared Services Group" that will support Human Resources, Finance, and Supply Chain. Working with Deloitte, the primary vendor leading the effort, and supporting Franciscan Alliance in their efforts.ServiceNow New York Upgrade Project: Successfully delivered the upgrade of the ServiceNow Platform from Madrid to New York and reduced the need for production freeze from 45 days (previous upgrade) to 2 weeks. Created a repeatable project plan that the team could use for future upgrades. ServiceNow Orlando Upgrade Project: Successfully delivered the upgrade of the ServiceNow Platform from New York to Orlando utilizing the processes I implemented with the previous upgrade. Negotiated the team through competing projects and conflicting deadlines to ensure that delivery occurred on time. ServiceNow Human Resources Service Delivery Module: Coordinated the work between Human Resources (Internal), Quality Assurance/Testing (Internal and External), Deloitte (vendor/external), IS ServiceNow Platform Team Support (internal), and other departments as needed for the successful delivery of this new ServiceNow Module. Report progress to Executive Steering Committee in conjunction with the vendor. OnBase Human Resources – Led the HR department and the Vendor on the creation of OnBase as an electronic document repository for employee documentation and integrate with the new Workday system that will be utilized as part of the new Shared Services platform. Work with Vendor on defining requirements, identifying integrations, and overall coordination of the project between FA and the vendors. OnBase Accounts Payable – Led the AP department and the vendors on the integration of OnBase with Workday as a part of the new Shared Services Workflow. Work with Vendor on defining requirements, identifying integrations, and overall coordination of the project between FA and the vendors.

Renton, Wa, Us

•ServiceNow ITSM: Worked with VP and Vendor to identify and correct gaps in the agile process. Worked with Process owners to review, update, and prioritize story requirements. Coordinated with development teams (Vendor and Internal) to ensure they had all information needed for successful delivery. Coordinated with the Organizational Readiness teams on the promotion of and training for the delivery/release of the new systems as each phase came online. •Event Integrations: Led the Server Monitoring teams implementing the server monitoring tools with the new ServiceNow Platform. Worked with teams to create the WBS, Project Plan and Budget. Drive the development and integration of the tools. Worked with leadership on risks and issues that needed to be overcome for success of the project. •ServiceNow Upgrade - Madrid: Led the development team to build the WBS, Project Plan, and budget for the project. Drove the implementation of the upgrade and coordinate conflicting priorities to ensure the project was on schedule. Coordinated with the Organizational Readiness team on the Process Owner reviews of new and/or impacted existing functionality from the upgrade and the identification of areas that may require new training or updated training for impacted teams. •New OnBase Instance: Led the OnBase team to create the WBS, Project Plan, and Budget to kick off the project. Create weekly status reports and regular meetings with the project stakeholders to review progress, risks and issues, and budget. •ServiceNow HRSD: Led the Vendor and the Human Resources department on the implementation of the ServiceNow HR Platform. Helped coordinate the work between internal SailPoint Teams, Human Resources, Quality Assurance/Testing (Internal and External), ServiceNow (vendor/external), IS ServiceNow Support (internal), IBM Implementation Team (Vendor/External), IS Single SignOn Team (OKTA, internal), and other departments as necessary for a successful implementation.

Chesterfield, Mo, Us

• Managed the intake, estimation, development, and delivery of multiple projects. • Acquired and managed resources. • Supported the Director and VP’s in customer presentations at the executive levels. Worked with internal teams in analysis, estimation and delivery of new work and changes to work in process. • Drive Pilot Project:o With a large North American Client in their call center. Worked with client to identify risk areas within the project and drive completion of those items with external teams and vendors. • Performed current and future state gap analysis on call center transaction process for multiple geographically dispersed call centers. Did screen shot by screen shot comparison and transaction testing and discovered gaps in uniformity of each call center’s ability to perform basic contractual transactions like activations and credit checks. Implementing the upgrades and hotfixes where required. Presented findings to client Executive Level teams. • Coordinated with clients in the shift to a new invoicing process and internal finance teams to ensure that invoicing continued with minimal interruptions.

Partnered with Sales to create high level estimates for customer work and sign customers to Professional Services Agreements and create the SOW. Worked with SA, Dev, CSE’s to scope and schedule project and drive design, development, testing and delivery of projects to customers on time and on budget using Agile methodologies. ♦ Assigned to high profile, high touch sensitive clients. Billing 100% to client within a week of coming on board. ♦ Gathered requirements and scoped multiple projects and change requests.♦ Successfully delivered multiple projects on time and on budget ranging in value from $50k to $500k.♦ Identified available resources for projects and assigned them.♦ Tracked hours and costs on projects and delivered weekly status to upper management both internally and with clients on a weekly basisHalfway through the project, the new CTO cancelled the project and due to lack of other work, I was released.

Bellevue, Washington, Us

1st ProjectAssureStart was a small online commercial insurance company. Brought on to turn around an offshore software development project. Re-scoped the project, set up new and improved communication channels, vetted and documented requirements and then prioritized and scheduled work across development teams.♦ Worked with business to implement an Agile framework for project delivery.♦ Developed project schedules and monitored on shore and off shore teams work progress to successfully deliver project on time. Reported weekly progress to executive leadership.♦ Administered the Confluence and JIRA systems. ♦ Collaborated with business and technology teams to document the existing and the desired system workflows for new requirements.2nd Project UAT Project Lead, Premera Blue Cross Led the development of test planning and managed 6-8 resources in the execution of the testing and delivery cycle to ensure successful delivery of final product for the Healthcare Information Exchange for WA, AK, OR. ♦ Developed the User Acceptance Testing strategy & approach, managed the end-to-end testing effort in conjunction with the UAT Test Manager and presented the strategy to the executive leadership team.♦ Secured testers, facilities, systems access for all resources and facilitated all testing activities to include UAT Training, Kick-off, day to day testing, triage meetings, and defect tracking.♦ Resolved last minute glitch in lack of data for End User Test scenarios and created our own. Secured formal external reviews and sign-offs by the business of all UAT Test Scenarios. ♦ Created burn-down charts to manage progress of deliverables. Participated in proactively identifying opportunities to initiate changes and enhancements to project documentation.

Bellevue, Wa, Us

Led team of 10 in the development of test planning and execution of the testing for the Telesales Order Management System new product development. ♦ Translated project requirements into UAT objectives and tasks, managed task assignments to project resources and reports. ♦ Wrote test scenarios, developed bug tracking, coordinated regression and follow up, interfaced with all areas affected by the UAT function of the project, and ensured satisfactory transfer of custody and control of product upon completion.

Redmond, Washington, Us

Core Scorecard Program (Jun 2011 – Mar 2012) ♦ Managed business requirements across scorecard communities; documented requirement specifications and worked with development teams to implement. Focused on KPIs and Red/Yellow/Green measures.♦ Ensured on-time delivery for Scorecards for all releases through strong partnership with development teams in Solutions Delivery and IT and Data Partners such as MS Sales and MARS. ♦ Provided training and mentoring to new Product Management team members.♦ Created internal test environment and participated in internal testing of completed scorecards. Retail Technology Group (Oct 2010 – June 2011)♦ Managed build out of repeatable process map for new Brick and Mortar Retail Stores as a program of projects. Ensured rapid rollout of increasingly faster store opening schedule. Evaluated and implemented new Program Management software.

Dallas, Tx, Us

Led high visibility projects to increase data center infrastructure capacity for Online Account Management applications. Managed fluctuating team of 8-12 resources and budget of $50-150K over multiple projects. ♦ Managed the scope, tasks, issues, schedule, budget, and communication of projects to deploy infrastructure environments for the OLAM/MyWorld suite of applications♦ Increased OLAM/MyWorld capacity to safely accommodate current traffic plus annual growth and distributed traffic, and build out additional Disaster Recovery. ♦ Managed the scope, tasks, issues, schedule, budget, and communication of projects to deploy infrastructure environments for the OLAM/MyWorld suite of applications. ♦ Strong understanding of the technical physical architecture components and able to work effectively with ITO to deliver with quality and speed.

92084 Paris - La Défense, Fr

Managed the planning, initiation, development, and delivery of the multiple simultaneous projects ranging in value from $500,000 to $20 Million. Created and maintained schedules in MS Project and worked with the engineers to track progress on the individual tasks and overall program. ♦ Tracked hours worked, budgets (burn rates and balances), and ODC's on all projects. Interfaced with client to provide regular progress reports, budget updates, and identify and mitigate risks. ♦Analyzed, tracked, and implemented change requests from client, including working with engineers and developers to determine impacts to project, impacts to schedule, and estimates of time and cost to implement changes. ♦Supported developers in testing and tracking bugs in product prior to initial delivery to customer. Supported customer testing and bug tracking on site after delivery and prior to customer acceptance and integration. ♦Developed bottom-up estimates and project plans for new projects.

Montreal, Quebec, Ca

Worked at Seattle City Light on their BC/DR project to develop a plan that would help the utility effectively and efficiently restore and/or continue the delivery of power to customers during a natural or data related disaster. This multi-million dollar project was intended to build a single comprehensive Disaster recovery plan for Seattle City Light covering the data, hardware, and software necessary to successfully run the utility. ♦ Worked with DBA to build Access Database of information collected.♦ Conducted discovery interviews with/for Sr. Project Manager.♦ Created spreadsheets and reports for Sr. Project Manager.

Bellevue, Wa, Us

myFaves was a new rate plan and handset based user interface (UI) that allowed customers to place unlimited calls to any five numbers of their choice within the U.S. This $500 Million dollar project involved creating an entirely new UI that would be made available on all new handsets. It also involved creating new online contact control tools for the customers and for company reps in Sales and in Care. Some of my accomplishments included:PM of the training development for National Launch of myFaves♦ Conducted meetings, documented issues, and kept the Sales Ops SR PM informed of project status and health.♦ Managed change controls.♦ Develop and maintain the Sales Ops project plan and documentation.♦ Updated and maintained the Sales Ops weekly reports.♦ Worked across organizations in the company to drive successful test market and national launches of the ‘myFaves’ product.♦ Documented and conducted UAT testing of the new online contact management tool.

Redmond, Washington, Us

Microsoft End-of-Lifed their Windows NT 4.X OS and its affiliated support. WAMU designated a budget of nearly $16mil to migrate 1,400 servers & 300 critical banking apps off of the NT 4.X platform to the W2k3 platform.♦ Assisted the PM, the SR. Engineer, and the SR DBA in ID'ing all servers in the bank inventory management system that fell under the scope of the project. ♦ Additionally I established a verification and documentation procedure for all servers that migrated out of scope of our project. This included collaboration with multiple internal departments to ensure the IMS records were updated with credible information in order to track and remove any servers from the scope of our project. ♦ Facilitated internal efforts to designate and track all “Delegated” efforts within WAMU whereby the business owner, not the project team, was responsible to migrate the application server in a timely manner and that all IMS records were updated properly.