Responsible for coordinating with Executive Business Support Managers to provide key reports and meet ad hoc reporting needs. Serve as a team leader with a dotted line relationship with 15 others across 3 teams. Also responsible for creating and maintaining back-office solutions/reports that allow our reduced staff to efficiently and effectively manage the divisional resources, Bank Cost Saving Project, PDWare, SOW/RFP Vendor Contracts and Compliance reporting on a timely basis.Created a process to automate the Rewards & Recognition Report. Formerly, the report that used 7 large data sources took 2 people 40 man-hours to create once a month. By using, SQL, SharePoint, Excel VBA, and Access the time required was reduced to 10 minutes per month. Created a user interface menu to allow for customization’s to this report.Drafted a SOW Contract Training document to ensure consistency and standardization across the division. The existing Resource Hiring, the process was very manual and relied on emailed Excel spreadsheets. To streamline this process I developed a SharePoint/SharePoint Designer solution that provided management reporting from a dynamically linked SharePoint List. Other Enterprise teams adopted my process and workflow. Software: MS-Office Suite, MS-Project, MS-Access, SQL, SSIS Packages, SharePoint, SharePoint Designer

Managed the Metrics and Reporting team for Home Loans and Insurance Technology Division. Hiring Mgr for a team of 5 onshore/offshore (India) supporting the Divisional Technology Executives and their Business Support Managers by creating Executive Reports, illustrating and summarizing the status of key initiatives, providing updates on key risks and reporting interim results of Hoshin Goals.Led team in creating a Capacity Planning System using EXCEL, VBA and SQL Server to allow management the ability to correlate resource Time Entry from Clarity to the Financials and PCM Project level plans. The system read data from five enterprise systems (20+files) and included a user preference file, which allowed teams to proactively track projects and forecast demand in order to proactively monitor progress toward Hoshin goals.Software: MS-Office Suite, MS-Project, MS-Access, SQL, SSIS Packages, Business Objects

Managed the Metrics and Reporting team for the COO-Business Support Executive with a team of five to spread the best practice of Business Reviews to each Technology Division in the Enterprise. Worked with Executives to understand their business drivers and how best to monitor/depict their status graphically and/or tabularly. Led meetings with Division Executives and direct reports to establish baselines and key performance measures tied to the Business Goals and business drivers. Led team to develop small application productivity aides for Finance and HR teams by automating key, manually intensive processes using EXCEL, VBA, HTML, ASP, Visual Basic and SQL reducing overtime and allowing HR to reduce staff. Also led the development of ad-hoc reports and worked closely with key development teams/projects to create more proactive measures for Productivity, Quality, and Projects.Played integral role in Countrywide (CFC) to Bank of America (BAC) Transition by leading the development of a Time Tracking Consolidation system using Visual Basic, HTML, ASP, EXCEL and SQL to translate the seven legacy CFC Time Tracking Systems into the approach for BAC, which fed the BAC Financials and linked to the Hoshin Goals.Environment: MS-Office Suite, MS-Project, MS-Access, SQL, HTML, ASP.Net, Siebel Analytics, Xcelsius

Created a measurement program for (CFC) Servicing Technology Division using Practical Software Measurement Methodology (PSM). Worked closely with CIO and Executive team to establish measures for Productivity, Projects, Quality, Finances and Human Resources. The measures were key to the CIO vision of running IT as a Business. The successful implementation led to a key role in a CIO best practice team across all Technology Divisions and speaking engagement at a PSM conference.Responsible for designing, collecting, compiling and creating Monthly Business Review documents to allow CIO and Executive Team to share the Division’s status with the Business. Designed and created weighted scorecard based on Business goals to track progress towards goals from the Project level to the Division level. Also advised CIO and Executive Team to offer advice on process improvement opportunities based on the measures identified.Environment: MS-Office Suite, MS-Project, MS-Access, SQL, Siebel Analytics

Successfully managed and delivered the MSN-8 and WI-FI Projects featured in August 4, 2002 BusinessWeek as key Verizon initiatives. Managed the Development Team’s Sr. Project Managers overseeing 100+ onshore/offshore programmers for the Corporate Strategic Systems Project (SSP) high-risk/high-reward projects. Duties included managing to the Corporate Schedule and representing the team in Executive Status meetings, ensuring PMs follow PMO guidelines, participation in requirements gathering and monitoring the Change Control process. Initial assignment was to manage five Project Managers who supported fifteen teams of programmers to deliver one of the key Corporate/CIO initiatives, the Digital Companion Project, in a compressed timeframe. Reported to the Executive Director, duties included budget oversight in addition to the above. Environment: MS-Project, MS-Office Suite, C++, Unix, PMO, Java/Swing, ASP.Net

Managed a staff of twelve people on two development teams supporting the Schedule Planning Department. Worked with the Project Management Office (PMO) and stakeholders to set and meet quality goals. Duties included requirements gathering, writing project plans, and facilitating meetings with the client. Performed personnel budgeting, hiring, performance reviews, and salary administration. Also responsible for maintaining the legacy C++ system (SPIDER) and transitioning the department towards a replacement system using the RUP Methodology process. Collaborated with the Charter Department to identify, develop and implement a low-cost method of identifying planes available for charter that would otherwise be idle. The efficiency gain significantly improved departmental profitability.Environment: MS-Project, MS-PowerPoint, RUP, C++, Unix, PMO, Java/Swing

Managed a staff of twenty-three people on three development teams supporting 4.7-million line PACE System. PACE, based on the Amtrust vendor package, performs order entry, SMAC, custody, fees, accounting and statement rendering for the Bank's trust accounts. Duties included coordination with the lines of business, setting and managing the annual schedule of enhancements, monitoring project metrics of productivity, quality and schedule in addition to tracking Production Support SLAs. Responsible for $2+ million annual budget for system enhancements and maintenance requests. Also responsible for personnel budgeting, hiring, performance reviews, and salary administration. Implemented a Development Methodology, Project Plans and Q/A process to reduce defects, improve quality and control scope creep. Led a cross-functional team to develop an interface with Moore Business Systems to put customer statements on the Intranet/Internet. Collaborated with departments across the bank to implement MQ Series to improve cash wire accuracy and timeliness, with reduced clerical costs. Environment: COBOL II, DB2, CICS, VSAM, MS-Project, Visio, ABT Workbench

Systems Development Supervisor 1992 – 1993Led a team of five programmers, responsible for analysis, coding, testing, and implementation of system enhancements. Responsibilities also included user coordination, system integration testing, and staff administration.Environment: COBOL II, CICS, VSAM, DB2Systems Specialist/Project Leader 1990 – 1992Managed $6 million of an $80 million Revenue System from inception through production support. Responsibilities included hiring contractors, monitoring Arthur Andersen programmer/analysts, and overseeing project leaders responsible for other parts of the system to ensure that standards and quality were maintained. Upon implementation, worked with users and DBA's to tune the system and introduce parallel processing to shorten batch cycle. Systems Specialist 1988 – 1990Managed, maintained and monitored the operation of a VAX 3900, 70 personal computers and Digital's PCSA Network with budget of $300,000 and a small staff. Data Processing/Systems Supervisor Western District Office - Bakersfield, CA 1984 - 1988Managed, maintained and monitored the operation of an IBM 4341, 140+ personal computers, and related mainframe and Novell network operations with a staff of five. Administered annual personnel budget of $500,000 and $1.5 million in equipment. Responsible for developing, implementing, and maintaining mainframe and PC applications for the Western District Office in California.

Project Leader 1983 - 1984Developed software repository for engineering applications and created a common user interface for each program.External Training Coordinator 1981 - 1983Duties included developing and teaching SAS, FORTRAN, CLIST, JCL and FOCUS classes.Programmer/Analyst 1979 - 1981Developed interactive graphic programs utilizing the digitizer tablet and graphics terminals to aide in the analysis of subsurface structures and seismic log analysis.