William Powers Email & Phone Number

Hoboken, New Jersey, Us

Focused on shifting the Fraud, Money Laundering, and supporting software packages from client deployed solutions to a SaaS Cloud Solution. - Addressed company culture changes, as the cloud emphasis and sales model evolved.- Drove to change the Product Management perspective from a software delivery company, with custom modelling support, to a product oriented company with robust, standardized offerings. - Took ownership of multiple, stray projects including basic infrastructure lost in the transition from client owned efforts to Actimize owned efforts. - Worked to increase awareness of historic client issues, such as Risk Governance and Compliance, now belonging to Actimize.

Atlanta, Ga, Us

Took ownership of ZenKey identity management and authentication processes, and online fraud detection. Structured the product line to meet immediate, startup oriented needs and long-term, wireless carrier goals. - Successfully reached NIST IAL2 certification with Kantara, and NIST AAL3 certification is underway.- Successfully created the product implementation goals and timeline to support IAL2 and AAL3 identity management and authentication.- Created the Took ownership of the compliance approval process, requiring acceptance by AT&T, Verizon, and T-Mobile.- Adapted the Trust Services offering to align to a non-application version of ZenKey.- Interacted with development, commercial sales, and other teams to improve the communication, language used, and processes.

Milwaukee, Wisconsin, Us

Oversaw the Product Management Process, using Agile, Risk Products within the overall portfolio, including a client managed Fraud Detection system based on the FICO Blaze platform, IVR Card Activation, and Card Management Activities including hot carding, One-Time Passcode development and implementation, and Call Center Support.- Led the Agile team down to the Agile Sprint level to ensure proper priorities and Agile processes were followed.- Created a roadmap to ensure at least one year of high-level project priorities were understood for seven products, while incorporating urgent client needs.

Minneapolis, Mn, Us

- Stepped back into the Elan fraud space when the need for stronger product management emerged. Rebuilt a team oriented approach, and worked to bring the various independent groups back together.- Created a strategic roadmap to invest within the Fraud products, in an effort to help Elan compete effectively against other processors.- Understood each of the systems, interactions between the systems, and how to leverage the capabilities. Strategic requests included a new method to interact with Elan clients, changes within the way fraud data tracking is done, significant product enhancements to gain an advantage in ease of use, and product features. - Supported the shift to EMV.- Continued support for the Elan mobile solution into alignment with the expected results for the fraud system.- Continued support for the Elan Toll Processing Payment efforts.

Minneapolis, Mn, Us

Flexed through a series of needed roles to cover product gaps.- Supported core systems during an interim personnel gap. Focused on a Core support strategy that would allow technical architects the flexibility to create and implement a strategic model. - Core effort also included rephrasing the core development from technical requests to strategic requests, with the hope that a regular release model could follow. The regular release model would reflect a Service Oriented model, with separate, functional project requests.- Took ownership of the Elan mobile effort with a change in Elan direction. Elan mobile effort efforts included creation of a high-level vision, and then working with individual contributors to create a detailed level offering. Creation of a strategic plan for a multi-year, multi-release product that would grow with the revenue potential. Detailed work around the financial model, development estimates, vendor selection, and mobile application user experience.- Led the Elan Innovation effort, looking for potential revenue generating ideas within the EFT space. Reviewed, investigated, and tracked 80 ideas. Prepared presentations on each idea for stakeholders. 5 ideas received additional vetting, and 1 idea received funding.- Led the Elan effort into Toll Processing Payments (roadways), in response to the National Interoperability Act. Created an entry approach, technical approach, and financial model for the toll processing space. Met with toll experts and highway owners around the concept. Elan continues to invest in this area.

Minneapolis, Mn, Us

Oversaw the Elan Debit Card Fraud and FraudWatch® Products. - Acted as a primary fraud manager for external client, fraud processing. Tasked with managing the ability to resell card based fraud products, transaction based fraud products, and active and passive review based fraud products. - Primary decision point for new development; based on infrastructure needs, customer needs, cardholder needs, operations needs, wholesale relationships, and revenue drivers.- Drove revenue growth through new products, product enhancements, and service. Growth grew from $2M per year to $4M in 2006, and $11.7M in 2011.- Managed up to thirty-seven concurrent fraud projects. Perform final checkpoint functions for Project Managers, who manage larger development efforts, as well as acting as the project manager for smaller enhancements. - Projects ranged from training and marketing efforts through technically detailed and challenging enhancements. A smaller, automation project was able to reduce service center efforts by three personnel, allowing reassignment for anticipated growth. A larger project included bringing the Production environment up to recognized standards, and created the associated Disaster Recovery environment.- Performed detailed requests, approval, and contract work with external vendors. - Created, assisted, and approved all marketing information. - Created and met product projections through ROI, and other financial and statistical metrics.

Minneapolis, Mn, Us

Created, and supported change management and CM processes.- Provided a reliable build process by integrating WebSphere and ClearCase into a single, automated process.- Developed a best practices CM plan within a team of two, unmanaged specialists.- Actively pressed for stronger processes and scheduling within all areas of the development and release cycle.- Provided software developers a method to handle code and deliver linear, exception products. - Encompassed additional products and release cycles, outside of the original job scope.- Created future reliability by training a replacement group of two specialists.

Created, implemented, and supported change management and CM processes. - Provided workload, task descriptions, and guidelines for contract employee help within the CM group.- Provided a new change management process, supporting a development process, using the Rational tool set.- Created a CM process for smaller projects with flexibility and automated modeling, using the StarTeam PC tool.- Initiated standardized change, configuration, build, and release processes among all groups at the Raleigh site.

Fairfax, Va, Us

Analyzed, streamlined, and automated the ClearCase CM process.- Supported all group members within the CM team, through the ability to step in and perform any of the job tasks. - Supported design, test, and documentation groups in all areas of ClearCase and the configuration process. - Created a single use build and test method, saving countless test hours, supporting a customer code change request.- Automated the build process, creating a faster, less error prone system. Build time dropped from 2 days to 4 hours. - Provided immediate hardware simplification, resulting in a more reliable environment.

Managed the load build process and supported worldwide XPM design. - Led a CM team of up to 5 people by providing technical assistance in daily activities.- Created a process that led to stable, consistent design environments at all locations doing design and test work. - Shortened the load build time from 12 hours to 4 hours through automation of the process. - Offered the company the option of a continuous compile. - Re-engineered the load build process to meet the company desire to code in C++. - Provided a flawless transition into Y2K through software changes and the creation of a readiness plan. - Managed a separate XPM hardware solution resulting in a cost reduction of $750,000.

Ca

Developed and wrote technical documents. - Customer satisfaction increased with delivery of a memory structure document in 6 months instead of 24 months, and the creation of an entire line of documentation supporting internal debugging tools which were being released to select larger customers.

Houghton, Mi, Us

Taught 2 sections of English per quarter, with 25 students per section.- Offered students the option of taking technical writing classes focused on engineering. - Removed workload from professors by designing syllabi, lecturing, and performing all the grading.

Houghton, Mi, Us

Oversaw the MTU Student Union from 5:00 p.m. until close. - Managed up to 30 employees whom were performing a wide variety of functions; including a snack bar, bowling alley, student rooms, cafeteria line, and the catering of private parties.

Master Of Business Administration (M.B.A.)

Master'S Degree, Speech Communication And Rhetoric

Bachelor Of Applied Science (B.S.E.E.), Electrical And Electronics Engineering