Led teams in the Research & Development (R&D) / Mergers & Acquisitions Development Office (MADO) organization. Led the teams in the Hardware group with the Migration of Poly/Plantronics processes/backend tools in an effort of “Lift/Shift” (Integration) by 11/1/2023. Developed & maintained roadmaps/schedules/plans. As part of the internally PMBOK quality controls:o Developed Issue Log & Risk Logo Developed Communication Plan (including Contact Lists (core team/product owners/stakeholders/UAT coordinators/etc.) and a Communications Methods (meetings/reports/frequency/etc.)o Developed multiple schedules to sync with the 3rd Party release planso Developed Status Reports (via a red, yellow & green status (stop light) Reports)• Technologies (interlocks) included are as follows:o MS Office products (including MS Visio and Project), JIRA, Confluence, AWS, SmartSheets, Windchill (a CAD drawing/adaptable organizational/version controlling tool), & Cadence (a CAD drawing tool/standards enforced by utilizing templates).

Led teams in the Search web team; spanning both IT & 3rd party developers, business squads. Led the selection of such tool & the deployment. Developed & maintained roadmaps. Coordinated plans across +20 team members; globally dispersed. As part of the internal PMBOK quality controls:o Developed Project Charter with Product Ownerso Developed Issue Log & Risk Logo Developed Communication Plan (including Contact Lists (core team/product owners/stakeholders/UAT coordinators/etc.) and a Communications Methods (meetings/reports/frequency/etc.)o Developed multiple schedules to sync with the 3rd Party release planso Developed Status Reports (via a red, yellow & green status (stop light) Reports)• Technologies (interlocks) included are as follows:o MS Office products (including MS Project), LucidWorks Software as a Service (SaaS), Salesforce.com (SFDC), JIRA, ConfluenceLed teams in the Improve HPE.com Page Performance web team; spanning both Marketing & IT dev teams to achieve & exceed our goals of keeping the response time at or less 6 seconds response time/Real User Monitoring/ 3 seconds DOM Interactive (the time after which the user can Interact with the page; sometime referred to as perceived time). Coordinated plans across +20 team members; globally dispersed. As part of the internally PMBOK quality controls:• Technologies (interlocks) included are as follows:o Developed Status Reports (via a red, yellow & green status (stop light) Reports)o MS Office products (including MS Project), Adobe mPulseo Performed detailed analysis, documentation, and process comparisons between various data source systems. Analyzed, extracted, transformed and migrated business data from SAP application, Access, Excel, SQL Server and Oracle data sources. Collaborated and interfaced with project teams and stakeholderLed teams in the Product Catalogue Program for the web team; spanning both IT & 3rd party developers, business squads. More . . .

HP (client)For the Quote To Cash application (QTCa) team, as part of the internally PMBOK quality controls:• Managed Agile teams (up to 165 world-wide team members spanning 5 work streams)• As part of their internal due diligence: o Developed Project Charter with Product Owners (each work stream had a different Product Owner) o Developed Issue Log & Risk Log o Developed Communication Plan (including contact lists and a Communications (meetings/reports/freq) o Developed Schedule to sync with the release plan o Coordinated teams activities with the Separation Management Office • Managed Agile reporting into a Waterfall organization.

For the Channel Data Management (CDM) team, as part of the internally PMBOK quality controls:• Managed Agile-Scrum Dev. Team (7 direct reports) for completion of 13 user stories; split into 8 sprints. Each sprint was 3 weeks in duration.• Led interlocked Wagile (mixed Waterfall & Agile/Scrum methodology) teams (4 I-lock teams) to build a new web service that will deliver “true net product price” (published price less T1/T2/Partner discounts).• Coordinated activities between all teams. Augmented TIBCO systems. Performed detailed analysis, documentation, and process comparisons between various data source systems. Analyzed, extracted, transformed and migrated business data from SAP application, Access, Excel, SQL Server and Oracle data sources. Collaborated and interfaced with project teams and stakeholder• Developed full Project Management Plan (including the high level overview/background, In-scope/Out of Scope, Key Stakeholders / Departments / Resources, Communication Plan (beyond the core team), Issues and Risks, User Stories (via Agile Manager), High-level project timeline (including interlocks) & detailed project schedule).

Led teams in multi-million Clinical Trials Management System to integrate the 3rd party system (Velos eResearch) into existing systems of record (EPIC, and Active Directory, etc.). This multi-phased project included the primary business and Research groups. As part of the internally PMBOK quality controls:• Identified the team (50 team members in all (both UTHSCSA & vendor)). • Developed Project Charter. • Developed and validated the business flow chart. Developed and validated the technical interfaces to support the business flow chart.• Developed the Project Management Plan (which included the core team definition, Roles & Responsibilities, Communication Plan (beyond the core team), User Acceptance Plan, Issues and Risks, project schedule with supporting budget).

• Led teams in a multi-million security infrastructure program (consisting of several projects). The team implemented a 3rd party, fully functional appliances (Security detection & monitoring systems). Program was on-time and under budget. As part of the internally PMBOK quality controls:• Identified Risks & Issues and took course of corrective action.• Tracked and reported projects progress using Earned Value Controls. Reported progress via milestones with dates.

• Led Agile Teams on 7 simultaneous projects, on the internal Pricing Program. Custom developed Vendavo/SalesForce.com (SFDC) solution for world-wide planning of pricing applications. Had Product Owners representing the business interest’s with priorities (based on ROI).• Deployed incremental upgrades (including code defect fixes and enhancements) based on Return On Investment (ROI) value (1st project delivered ~ $750,000 of business value, 2nd ~ $700,000, 3rd ~ $725,000 ). Honed team’s activities by delivering working software to production & minimized Escaped Defects. Product owner was part of daily stand-ups. Utilized Information Radiators to keep team and stakeholders informed. • Managed requirements & testing results utilizing HP’s Quality Center and Microsoft’s Team Foundation Server (TFS).• Managed M & A projects. Assessed current systems, process/procedures and integrated systems into existing systems (where needed).

Led project teams in a variety of software development projects. Tracked and reported project progress using Earned Value Controls and stored financials in SAP FI/CO after major gate sign-off. Honed Servant Leadership with each of the teams and management. As part of the internally PMBOK quality controls:o First project Business Intelligence (BI) completed 7% under budget. We implemented SAP Business Objects (BOBJ) to track financial performance measurements (CIO/CFO KPI). Project completed in less time than forecasted.o Sales Tax Certificates project integrated with Documentum Management System (DMS) – a software development, audit compliance project. We implemented the scanning and creation of e-documents Tax Certificates (PDF). The solution included Kofax Advance Capture Scanning Software, storing the documents in DMS and financial validation against SAP data.o Managed Warehouse Mobility Receipt project for the Supply Chain Division - a software development project that had trouble gaining traction. We implemented a hand held bar code reader, Dolphin 7450 that allowed immediate confirmation of goods received as standard SAP’s Remote Function Call technology to transmit data. Standard confirmation messages were used. Zebra TLP 2844 Thermal Barcode Label Printers were also deployed as part of the solution. Implementation included training as part of the rollout of the new tool. ROI was less than 4 months; productivity & quality has improved.o Automated Careers System project for Human Resources – We migrated from Kenexa to Taleo. The business impact was extensive, both internally and externally. The team developed a business transformation plan including quick reference guide, glossary of new product terms, conducted workshops, wallet-size quick help and information sessions.

Led project teams in a variety of infrastructure & software development projects. Stressed quality assurance (QA) with focus on team members’ responsibility to delivery to the customer development, Managed projects concurrently; based priority on ROI (in the Cost-Benefit Analysis document per project). Managed projects to 6 months or less pay-back period. Honed Servant Leadership with each of the teams and management. Led 18 Projects ranging from $250,000 to $5,000,000; as part of the internally PMBOK quality controls:o Isolate Dev / Test Network - over a year long infrastructure server isolation from production project. This project included 3 architects dedicated to specific domains and other resources. Tasks included create 3 new domains (Dev / Test / Production) on the network; identifying (and document) primary server administrator; identify applications running on servers, identify the specific ports for the applications, coordinate “virtual” move (re-ip, cable or physical) , apply new rule to appropriate network devices (production to Dev / Test communication – always allow; Dev / Test communication to production dis-allow (firewall)) , test and validate applications after firewall rule was applied. We affected over 800 Dev / Test servers during the implementation phase.o Knowledge Based Authentication - a member-facing security development project. Project included a 60+ team in bank fraud reduction program (more...)o Replace P & C Claims Laptops – (more...)Acquired the nickname of “the closer” due to consistently acquiring (more...)

Eli Lilly and Roche Diagnostics (clients)• Supervised 5 direct reports for consulting company performing computer systems validation (CSV) and developing/executing Validation Master Planning (VAMP) for companies working under FDA regulations. Successfully implemented clinical trials in Good Clinical Practices (GCP) program and genomics medicine healthcare IT systems. • Led development teams building IT Validation Master Planning (CFR21 Part 11 compliance). Used MS Project to build and manage budget, critical path, schedule, and resources including both personnel and equipment bringing programs to completion successfully. Enhanced teams’ performance by defining/confirming Responsibility Assignment Matrix (RACI) document. Led teams in Genomics Medicine and Clinical Trials area. As part of the internally PMBOK quality controls:• Developed and implemented Project Management Office (PMO) methodology for the Life Science division. Authored white papers, successfully solicited senior management funding to implement PMO methodology and supporting project and portfolio management processes. • Customized MS project tools (MS Project Professional and MS Project Server) to match the new methodologies.

• Managed “Project One” project; the internal portfolio and planning tool across 7 multi-functional platforms.• Managed software development, infrastructure projects & Six Sigma DMAIC projects.• Managed a 9 track program, including charge back, project accounting, procurement, resource management and time entry accuracy. Over all program goal was to improve the processes to CMMI (Capability Maturity Model Integration) level 3 and to align company process and procedures with the industry's best practice.

As part of the internally PMBOK quality controls:• Completed in 4.5 months (forecated for 6 mo) and 8% under budget. Reported progress to Sr. Management (including the CIO) and other stakeholders. Performed formal presentations to Senior Management for gate reviews, change control and budget/priority approvals. • Managed the consolidation of the corporate intranet (employee portal migration). Project highlights included: merged LDAP (security) directories, coordinated and minimized global customer (business) impact (the team successfully migrated 91 global corporate web sites), consolidated user accounts, reduced account/group support, improved performance, standardized web server, satisfied internal audit, and added functionality. • Developed business / technical requirements, business control plans, architecture designs, test plans (including test cases & use cases), implementation plans (including impact analysis for business procedure change(s), help desk impact, employee communication, etc.), implementations governed by Change Approval Board (CAB), developed change management plans, managed priorities, coordinated resources -- staff, equipment, vendors, and consultants. Developed Project Management Plan and used MS Project as primary tools to manage the budget, critical path & schedule, and resources (personnel, equipment, etc.).Managed M & A projects. Assessed current systems, process/procedures and integrated systems into existing systems (where needed).

• Implemented the e-commerce Internet web site of http://www.abanet.org and all of the available services (as a matrixed resource to a PMO organization). Coordinated activities with ISP to provide secured services and gained best practice for configuring operating systems including Internet Security Scanner (intrusion detection, vulnerability reporting), Verisign Digital Certificates, FTP Server, MS Site Server, CDO (e-mail), MSMQ, SQL Server, List Server, Real Audio-Video Streaming Content Server, VERITAS, Progress' WEBBOARD, Progress' Webspeed and Compaq's Insight Manager. Documented hardware and software configurations and published on corporate intranet. This was creating complete end to end data center solution. • Successfully upgraded data warehouse / business intelligence more...

Senior Technology Analyst in Cash Management DivisionFunctioned as architect for a client/server development group. Banking products were part of Cash Management service to corporate accounts.• Installed NT production servers (Compaq Proliant); including developing/testing scripts, audit logs, security, communications and backup of databases. Tested and debugged dial-in interface. Development included Winsock 1.1 stack with Chameleon's Netmanage TCP/IP for transparent dialing into a CISCO 2500 router (PPP) following SDLC methodologies. Developed using Borland's Delphi (turbo Pascal), and C/C++ (OOP). • Installed and supported a local development LAN. Compaq and IBM workstations; running WFW / Windows 95 / NT Workstation 4.0. All communicated to Novell 3.11/3.12 and Microsoft Windows NT 3.51/4.0 Servers (dual stack) more...

LAN Engineer in Infrastructure Division• Maintained and debugged communication networks at various facilities including TOKEN RING, ETHERNET, TCP/IP. The data was stored on a Teradata 3600 and accessed via NCR T750 front end processor. These networks linked NCR UNIX-based distributed client/server processing systems with NCR PCs at remote sites.Principal Systems Analyst in Data Services Division (servicing Banks and Thrifts)• Primary responsibilities included automating the support process of 3 home office support groups and 10 data centers as lead Architect. This $750M network upgrade project was endorsed by top management aimed at cost reduction, improved support analysts' productivity and improved customer satisfaction. • Developed a business disaster recovery management product geared for the banking industry. Worked with industry standard subject expert to provide SME content (McGladrey & Pullen) following SDLC methodologies. Implemented with Smartware (integrated word processor, database and spreadsheet) tool.Senior Programmer / Analyst in Bank Processing Division• Coordinated and investigated projects that are p.c. related. This included the development and/or acquisition for all p.c. products as it applies to both to our customer base and to our departmental users. Development following SDLC methodologies and was in COBOL and assembler for the PC and C/C++ more...