Providing Project Management, Business/ITSM process consulting and IV&V services to WDS clients.

Owner of IT Service Management Consulting Practice based out of Denver, CO. I offer ITIL organizational change (attitude, culture and behavior) assessments, Program/Project Lead, Process/Methodology Development, and ITIL Process Implementation Support and Tool Selection and Bid and Proposal expertise. I am a V3 ITIL Expert.

ITIL Program Director providing outsourced IT Services for U.S. Fish and Wildlife Service. IT Services include: •Service Desk – Supports 10,000+ users •Network and Infrastructure •Data Center •Applications developmentI provide ITSM Consulting, Training, Process strategy and implementation for U.S. Federal government customers. I also manage Mindbank Consulting Accredited Training Organization (ATO) providing ITIL training to our clients.

Responsible for delivering custom software solutions to our Education Partners built on the Pearson Learning Solutions Platform. Manage multiple Development and QA teams utilizing Agile Development Methodology.

Provided project management services to Burrtech Corporation.Owner of IT Service Management Consulting Practice based out of Denver, CO. I offer ITIL organizational change assessments, Program/Project Lead, Process/Methodology Development, and ITIL Process Implementation Support and Tool Selection. I am a V3 ITIL Expert.

Responsible for implementing an ITIL based Release Management Methodology that consolidates and improves quality and communication of infrastructure changes. This Methodology will have touch points to Development, Engineering, and Operations. I was also responsible for maintaining and expanding the current Patch Management process.

Responsible for all Change Management activities at Inforcrossing. Manage the Change Advisory Board, including facilitating, approving, rejecting and managing a master Forward Change Schedule. Supervise Change Coordinators at each of the IFOX facilties and be accountable to the Senior Management staff as a change leader in understanding and communicating technical awareness to all managed IFOX infrastructures. Develop and maintain the Infocrossing Change Management governance framework, including Change Management policies, process and guidelines.

In support of the Program Management Office, I was responsible for IT Projects delivering web-based solutions in DNN environment and utilizing SCRUM methodology for multiple job boards. Additional responsibilities include implementing processes and techniques to support a newly created PMO.

Service Manager certified implementing ITIL within Level 3 IT Operations (Configuration Management, Problem Management, Incident Management, Change and ITSCM).

Establish and implement IT management best practices and processes, particularly ITIL, CMMI and Project Portfolio Management frameworks within clients’ IT divisions.

ITIL consulting, training, and implementation to wide variety of clients

Project Manager with Technical Deployment Services. Responsible for deploying hardware and software services to ARC clients throughout the United States. Those services included project scoping, schedule, budget and deploying resources and materials to Client sites.

Project/Program Management Consultant with SAIC worked with the following clients; Qwest, Rhythms Interconnect, Convergent Group, and Pfizer Global Research & Development,

Consultant to TCI (now Comcast) and assigned to the KPMG Year 2000 contract assisting TCI in their Year 2000 Program Office. Subject Matter Expert (SME) responsible for identifying and ensuring corporate assets were Year 2000 compliant. All assets were identified and made compliant.

Reporting to the CIO, I was responsible for managing a matrixed team transitioning an acquired company’s data assets into a strategic Internet publishing system utilizing ArborText, Documentum and Oracle central repository. Project Manager for parent company (The Thomson Corporation) for successful implementation of Year 2000 remediation, testing and deployment of drug information databases and associated applications, all internal mission critical systems. Systems were deployed successfully in May 1999.Project Manager responsible for creation of editing environment utilizing Java, C++/CORBA middle tier and Oracle repository.

Reporting to the Vice President-Customer Care, responsible for delivery and implementation of leading edge call center products and solution based groups, which affected 3000 associates and engineers. Managed team of 30 full-time and 75 part-time staff, which were geographically dispersed. Project value $22 million with cost savings projected at $100 million. Effective communications skills were integral to the successful management of remote development and for training and rollout locally.

Consultant to MICROMEDEX Inc., an organization that provides drug information to Health Care professionals. Developed request for proposals for large-scale data integration project to be used in client server based data warehouse. Part of selection team reviewing best and final offers. I also conducted project management training for IT staff.

Responsible for project management and P&L of two products (Add Value Machine and Stored Value Ticket Issuing Machine) valued at $5 million. The matrixed team for which I was responsible consisted of designers, hardware engineers, software developers and production personnel. The Add Value Machine operates in a similar manner as an Automatic Teller Machine. These products are part of the Hong Kong Contactless Smart Card (CSC) project, which successfully introduced automatic fare collection technology to the Hong Kong public transport system (on time and within budget).

Responsible for program management and P&L of 4 international contracts, valued at approximately $70 million, in support of the ANZAC Ship Project. Each system included development of new software and hardware functionality, and the integration of those enhancements into existing commercial elements. These projects utilized a variety of international development and quality standards, but had to ultimately conform to Australian defense standards and international SDLC methodology guidelines. Where they did not conform, tailoring and negotiations were required with the Australian and New Zealand Navies. All projects were successfully deployed within overall Ship Project. Concurrently, I assisted two bid and proposal efforts (Australian Mine Sweeper and Malaysian Frigate projects).