Responsibilities included…- Management and oversight of the existing library of project management, methodology, and best practices documentation- Providing assistance to Client Partners in the scoping and estimation of potential engagements- Delivery and tracking of customer end of engagement surveys- Scheduling and facilitation of the pre-engagement informational calls with consulting staff- Facilitate 2-3 day workshops for new and existing customers on automated testing principles and best practices- Conduct 3-5 day best practice reviews for existing customers, identifying their current state of automated testing and providing actionable recommendations for improvement- Management of 4-6 member automated testing implementation teams using on-site and off-shore resources- Working with customers to:• Define requirements and project costs• Develop project plan(s)• Manage to milestones and budget• Manage change control• Provide project status to management• Track and present lessons learned• Development and maintenance of Worksoft automated testing implementation methodology • Support and assist with RFP responses and project estimation

Sr. MIS Specialist - Infrastructure Project Manager – (5/2003 – 2/2008)Managed multiple projects pertaining to infrastructure deployment for internal and external customers dealing with application development projects and infrastructure projects. Responsible for working with business customers to define requirements, define total cost of ownership, develop project plan, determine milestones, manage to milestones and budget, manage change control, and provide project status to management. Responsible for coordination/facilitation of project details among customers and IT stakeholders. Weekly meetings were held to communicate and coordinate with other PM’s. Environment was highly structured using SDLC (Summit), MS Project Enterprise, SharePoint, and SAP PERT/CATs for time tracking. Used SAP MM module fairly extensively to procure and track equipment purchases. Project load was always 10-15 concurrent efforts. Project budgets ranged from $50,000 to $1.5 million.Project Manager/Team Leader – (3/1996 – 10/1997 and 4/2001 – 5/2003)Responsible for management of multiple projects with staff of six developers including planning, estimating, and resource allocation for 6-15 projects at any given time. Conducted formal management and customer presentations. Performed project estimating using SUMMIT methodology, and project tracking using PlanView, MS Project, and SAP CATS. Managed budgets for $900,000 to $1.2 million. • Led teams that completed the following projects:- Implemented web-based (Intranet) IT Inventory application that tracked all IT applications at A-B. (3000 man hours)- IT project cost tracking system PlanView Financial Module (6200 man-hours)- Automated contractor acquisition management system (CAAMS –1000 man-hours)- Numerous internal bill-back applications for A-B telecom group, including Audix, Pagers, Fax, E-mail, Cellular Billing = 9000 man-hours- Third-party application that tracked telecom billing (Pinnacle = 2500 man-hours)

General Manager Commercial Division (10/2000 – 4/2001)Responsible for management of IT consulting division and for regular reporting to President on issues, terminations, hires, salary reviews, and rate increases. Staff included 30 IS technical consultants as well as 2 recruiters and 3 marketing personnel. Conducted strategic and business planning, market analysis, product positioning, and pricing. Participated in community affairs on behalf of company.Staff Manager (10/1999 – 10/2000)Conducted hiring, maintenance, and termination of staff. Performed recruiting and marketing functions as necessary to assist team. Worked closely with recruiting staff to expedite elimination of inferior candidates. Developed client proposals. Acted as liaison between DCR, consulting staff, and customer.Recruiter (4/1999-10/1999)As a recruiter, was responsible for full lifecycle of IT recruiting including sourcing, recruiting, screening, interviewing, and hiring.

Managed IT consulting division and provided regular reporting to President on issues, terminations, hires, salary reviews, and rate increases. Staff included 24 IS technical consultants as well as 2 recruiters and 2 marketing personnel. Conducted strategic and business planning, market analysis, product positioning and pricing. Conducted hiring, maintenance, and termination of staff. Performed recruiting and marketing functions as necessary to assist team. Worked closely with recruiting staff to expedite elimination of inferior candidates. Developed client proposals. Acted as liaison between QSE, consulting staff, and customer.

Brought in initially as consultant then hired by Cassens full-time after two years. Led MIS Department through re-design of existing legacy system using client/server architecture with HP9000’s, UNIX, and Informix. Shared directorship responsibilities and reported to President and VP of Operations. Supervised three Informix programmers, one AS400 programmer, and one communications specialist. Interviewed and recommended new UNIX/Informix personnel. Instructed MIS staff in proper use of CASE tool using Gane and Sarson methodology as well as correct data normalization procedures. Performed detailed analysis of existing business processes. Defined requirements in purchase and customization of fleet maintenance software package. Consolidated existing databases from IBM AS400 and Wang VS and created normalized data model for new Informix database. Assisted in analysis, design, and development of numerous EDI systems. Attended numerous briefings and design discussions with Chrysler, Ford, GM, Nissan, and Norfolk and Southern railroad to understand needs and requirements. Tracked several projects simultaneously using Harvard Project Management tool