Demonstrated over twenty years of experience addressing the design and management of small, medium and enterprise-wide projects involving the entire SDLC spectrum of activities including: As-Is and To-Be” business process and information mappingIdentifying areas of opportunityTotal cost of ownership calculationCost-benefit analysesProject prioritization / tactical - strategic planningManaging / facilitating cross-functional teamsRequirements definitionSolution designMetrics development / analysisRisk management / mitigationContract negotiationsVendor managementSolution developmentProcess improvementTestQuality management (QA and QC)Organization Change Management TrainingImplementation and On-going enhancementFor example, as Program Test Manager, was responsible for managing the acceptance testing activities of the $2 Billion, SmartConnect (Automated Metering) Program by leading project teams, driving execution and delivery of the SmartConnect / Smart Meter solution in order to meet or exceed the requirements outlined by the SmartConnect Program scope, budget and benefits.The following identifies in more detail specific projects, roles and responsibilities during Richard's career.

Managed the RF Mitigation, Isolated Meter Inspection and Replacement Project (as a part of the $2B SmartConnect Program) designed to inspect isolated, non-communicating meter systems, replace dysfunctional systems as needed, evaluate/report site specific RF information for isolated locations that are not communicating data for reasons other than defective systems. Activities included, but are not limited to the following:• Conducted sensitivity analyses to evaluate project durations based on staff availability and daily inspection rates • Developed Project Charter and Plan, in addition to RACI and Stakeholder Analysis Matrices• Evaluated, selected and implemented systems (e.g., Samsung 4G LTE Galaxy Tablets) to support work order management and record RF mitigation-related data• Developed and implemented processes addressing work management, triage procedures, metrics/analytics, performance evaluation, quality assurance and safety oversight• Assigned field support staff• Developed class content to train/qualify field staff • Reviewed site specific, isolated, non-communicating meter location characteristics to determine mitigation plan, (e.g., troubleshooting and triage determining if inspection is warranted; if meters are to be replaced, or deferring actions to other groups to resolve lack of connectivity at a later time) • Create/communicate status reports, recommendations, risk assessments and mitigation strategies to Management• Developed and monitor performance metrics; utilize DMAIC process to optimize performance• Provided coaching and mentoring as needed to ensure high-quality individual and team performance• The project was completed on schedule and within budget.Concurrently, was Mentor and Lecturer for the Edison Project Management Center of Excellence.

Responsible for supporting enterprise-wide process development, defining information requirements and testing SAP capabilities in the areas of Supply Chain Management, Human Capital Management and Finance. • Lead initiative to identify legacy system data availability and its ability to support Contingent Worker Processes in SAP• Developed processes to collect legacy information and transition data to SAP • Lead testing and coordinated rollout of Contingent Worker Processes related to Supply Chain (SCM), Human Capital Management (HCM) and Finance• Managed initiative to develop and implement metrics identifying the company-wide effectiveness of SAP-related processes • Managed and conduct root cause analysis of contingent worker processes and provided recommendations/solutions for process improvements• Provide advice, consultation and conducted workshops with clients to evaluate and ensure system and processes are responsive to business requirements• Ensure SAP is correctly and reliably providing the functions and transactions for business to operate effectively• Collaborate with analysts to evaluate and modify system interfaces to ensure data and functionality meet business requirements• Develop and manage the implementation of revised process information included in: Edison Portal, Training Documentation, Job Aids, Forms and Process Workflows • Partner with business clients to identify opportunities to improve data integrity, provide value to stakeholders, and reduce risk to enterprise • Collaborate with process and system owners to develop enhanced business processes and system modifications including design, build, configuration and testing activities• Develop and manage Project Plans and Timelines to ensure all activities and deliverables are completed within prescribed time-frames• Identify and communicate cross functional impacts to business processes and systems to assure integration and alignment with Corporate business strategy

Responsible for managing the acceptance testing activities of the $2B SmartConnect (Automated Metering) Program by leading teams, driving execution and delivery of the SmartConnect solution in order to meet or exceed the requirements outlined by the SmartConnect Program scope, budget and benefits. Activities included the following: • Developed strategies and plans to evaluate technologies and vendor system solutions • Identified component and system testing processes with support from Customer Service, IT, Transmission and Distribution, Procurement, in addition to outside consultants• Coordinated work between the various groups to ensure the business needs are met with a high level of quality• Developed and manage project testing scope, schedule and budget • Conducted risk analyses, in addition to develop and execute mitigation plans • Managed action items and issues ( policy and process issues) through resolution • Lead development of project documentation (e.g., reports, analyses, methodologies, procedures, training plans)• Managed a cross business unit team of SCE subject matter experts that address technology and system testing • Participated in the development of RFPs, and selection of suppliers and consultants • Provided vendor liaison support• Managed performance against contract for deliverables as well as timeliness and quality • Facilitated the resolution of policy, process and technical issues • Ensured SCE policies, processes, procedures, standards and regulatory rules are followed by the project teams

Designed, developed and implemented the Solutions Delivery Support (SDS) Account Management Processes, which addressed oversight processes for on- and offshore IT vendor support totaling $40M per year, significantly improving operational efficiencies • Managed SDS Contract Negotiation Program involving a diverse, cross-functional core team and executive sponsors representing Customer Service, Power Generation, Transmission and Distribution, and additional support departments; included SWOT analyses and addressed SCE expenditures of $200M • Managed Application Development Service process improvement initiative team to streamline vendor support processes across multiple SCE business unit support departments • Designed and implemented the IT Skills Resource Pool Process/System providing skill information for over 1,000 IT employees• Developed Business Requirements Document integrating IT support processes and information management systems for six cross-functional departments to facilitate IT consolidation • Provided capability to generate over seventy project and work related reports for IT Management monitoring project progress and status• Provided oversight for the Service Delivery Support Account Program involving over $40M spend per year • Developed Service Level Agreements (SLAs) to establish process / performance metrics for external sourcing partners

Managed group responsible for Transmission & Distribution Group (T&D), System Project Management Office (PMO) activities, Web Development, Process Improvement, and Quality Assurance. Specific accomplishments in this area include the following: • Established and managed the T&D IT Process Group defining standard project methodologies and processes based on industry best-practices (e.g., SEI-CMM) and included, but were not limited to requirements definition, cost-benefit analysis, configuration management, solution design, test, user acceptance, implementation and performance measurement• Established and managed the T&D IT Program Management Office to provide a single point of contact for all initiative request, estimate / staff projects, track project progress and verify that projects are aligned with appropriate methodology standards• Established the Work Request Management Process that tracked requests from business unit user groups• Designed, implemented project tracking systems (e.g., Primavera) to track over fifty projects, in addition to maintenance activities • Initiated and managed the department Portfolio Management Program to increase operational efficiencies of application support programs• Managed Staffing Pool that provided personnel to projects• Established and conducted bi-weekly status reviews of all department projects• Gave presentations and provided mentoring addressing IT Project Life-Cycles, Project Planning, in addition to Project Tracking and Oversight (top rated lecturer) • Assisted in the development Operational, Tactical and Strategic Plans• As TDBU I*Net Development Manager provided oversight of PMs’ processes and work who were responsible for requirements definition, design, development and implementation of web-related applications supporting over 5,000 employees • Established and managed Quality Assurance Group to verify that defined processes were followed and aligned with standard process improvement methodologies