The mission of PMO Accelerator Services is to work with organizations that recognize their challenges in meeting their business goals and are aware of new processes, development techniques, and tools to satisfy those goals. PMO Accelerator Services' mission is to help these organizations adopt these new development methods and technologies, train and build their staff, and produce great products.Visit the company's website at www.pmoacceleratorservices.com.

Levi Strauss is a one of the world’s largest apparel companies and a global leader in the manufacturing and sale of jeans across 500 stores worldwide. • Technical Project Manager for Artificial Intelligence and Machine Learning projects• Delivered AI capabilities optimizing performance in retail operations and ecommerce applications• Extensive involvement in project requirements development, data science team daily planning and execution, deployment of data science models into production

Senior Technical Project Manager in Data Analytics organization providing Artificial Intelligence solutions to store operations, strategic planning, and ecommerce website's operation.

Pragiti, Inc. is eCommerce service company specializing in development and maintenance of SAP Hybris websites for its clients.• Created and conducted extensive Agile/Scrum training across company’s US and offshore campuses• Instituted Agile/Scrum practices consisting of:o Client-facing processes for requirements-gathering, User Story compilation, User Story approval and testingo Company-facing processes for project estimation, release and sprint planning, Scrum Master mentoring, build processes, test management, and quality metrics collection and reportingo Established and enhanced governance practices for architecture and design development, implementation, and testing • Project-managed multi-national Hybris clients challenged by disparate end-users, IT organizations, and partner organizations. Devised measures that mitigated project roadblocks, demonstrated value to the client, and laid the foundations for follow-on contracting with client’s organizational units.

West Marine 2013 - PresentIT Senior Project ManagerWest Marine is a mid-sized retail company whose IT department supports all operations in eCommerce, store operations, and corporate functions.Assumed project management of eCommerce website development which was severely behind schedule, incurring major defects and revenue losses. • Sharpened team’s execution by aggressively using Agile/Scrum techniques and collaboration environments (JIRA/Confluence) for team-wide coordination. • Led User Story creation and acceptance meetings. Led major development effort to construct a high-fidelity test environment for User Story acceptance by QA and UAT teams.• Reduced go-live transition risks by leading development of detailed rollout processes. Orchestrated rehearsals of rollouts to insure accuracy and robustness of planned activities.• Received company recognition for the most successful, on-time and on-budget launch in company's recent history with near seamless transition, virtually zero defects. Website’s improved ease-of-use, speed, and search resulted in revenues exceeding plan by greater than 33%. (See www.portsupply.com)

BD manufactures high technology medical instruments used for research and clinical applications. • Assumed mgmt of 65+ SQE group lacking quality mgmt, metrics analysis, data collection or reporting practices. Instituted software testing, management, and reporting enhancements resulting in major efficiency gains in software quality group’s product testing responsibilities: o Dramatically improved SW–SQE integration through reporting innovations. Processes re-affirmed, on a weekly basis, individual requirements implement status, their testability, and the SQE group’s testing results. o Instituted Earned Value (EV) techniques for weekly reporting on performance. Measurements repeatedly drove 700,000 lines of code development through progress-measurement and re-baselining decisions. o Achieved 2X improvement in test results feedback through test automation and instituting a 24 x 5 product testing cycle with offshore testing teams.• Assumed mgmt of SCM group supporting 100+ SW developer project with chaotic build practices and repeated failures to build products. Instituted build practices leveraging continuous integration, branching, and measurement practices resulting in 4X improvement in build production. o Successfully leveraged continuous integration, WIKI collaboration sites, and progress-tracking tools for weekly build and integration planning.o To meet challenges of large-scale, enterprise level software development, build services needed substantial enhancement. Successfully planned and executed 10X build-out of server services, making aggressive use of virtual machine technologies, for seamless build services enhancement.o Following repeated difficulties in local IT–corporate resource planning, executed detailed workflow analyses to identify process breakdowns. Successfully instituted workflow enhancements to expedite resource planning and Corporate IT service delivery.

For 7 years, I conducted monthly meetings for the PMI-SV in Cupertino, CA.

Asyst (now Crossing Automation) manufactures robotics equipment for the semiconductor industry for silicon wafer handling applications. • Assumed management of product support organization challenged by poor customer relations, poor product support processes, and open-ended problems of product acceptance. Instituted cross-functional processes to clarify communications processes, correct product support problems, and escalate customer issues to expedite the delivery of solutions. Internal to group operations, instituted innovations for problem tracking, analysis, and resolution. Innovations allowed for metrics collection and optimization of group performance, workload planning, and enhanced cross functional coordination. Attained consistent 90%+ customer satisfaction ratings with top-tier customer accounts for multiple product lines. Attained reliability of MTBF of 2000 hours on installed base of tools at top-tier customers. • Director of Product Engineering group consisting of hardware, software, and product assurance engineers for product lines with $65M in annual revenue. Instituted management processes and tool innovations enabling product roadmap planning, workforce planning, and enhanced product quality.• Lead cross-functional teams for expedited resolution of critical product design and performance issues. Instituted and executed Intel-directed “Seven Step Problem-Solving Process” to promptly characterize, troubleshoot, and resolve robotic handler performance issues. Resolutions lead to Asyst’s achieving Intel’s “Preferred Qualfier Supplier” award and product adoptions at top-tier customer sites.

Lockheed-Martin manufactures high technology command and control systems for government and private sector applications. Successful proposal competition for TMOS, a $2.1B, 5.0+ million lines of code system to extend broadband services to global users. Produced proposal products and program management office tools for software engineering management, risk management, trade studies, proposal management, and program start-up/IT environment.

KLA-Tencor produces equipment for the semiconductor industry that improve computer chip yields through defect detection during the semiconductor manufacturing process. • In RAPID division, assumed management while products were losing market share, experiencing deteriorating customer relations, poor product quality and schedule performance. Led engineering initiatives leading to recapturing 80+% of market.o Built, institutionalized project cost estimation processes for product development leading to 90% improvement in schedule performance and quality.o Negotiated agreements with strategic customers (US, Japan, Germany) restoring customer confidence in product-lines. Achieved $25M “above plan” revenue, extensions of engineering partnerships and customer financing of new products. o Initiating software processes leading to company’s achieving industry-leading Capability Maturity Model (CMM) ratings. Instituted practices in configuration management, software roadmap planning, and project management for coordinated, multi-discipline developments.• In Viper division, assumed management while product was undergoing major market definition and adoption.o Produced 7 software releases over 3 product platforms while capturing 80+% of the 200mm Automated Macro inspection market.o Won 75% of Head to Head competitions where software reliability was major contributor to wins.

Space Applications produced software systems and performed systems engineering services for government agencies. • Proposal creation, contract negotiations, scheduling, staffing and monitoring performance for the following high technology programs:o GPS: Navigational system for US government and commercial users. Directed real-time embedded software for on-board functions and staff of 16 analysts and programmers. Completed all deliveries in 10 months, achieving all technical, schedule and profit targets.o DSP: Satellite system for detection of ballistic missile launches. Directed real-time sw for ground-based attitude determination, staff of 14 analysts and programmers. Turned-around project from cost overrun, process-compromised development to $1M+ profitable contract; achieving status as “Selected Sub-Contractor” from IBM. o UVPI: Experimental package for validating candidate Strategic Defense Initiative technologies. Directed real-time embedded sw for on-board and mission planning functions and staff of 9 analysts and programmers. Predecessor program to NRL’s extremely successful Clementine program; a moon-mapping and asteroid-rendezvous probe.o S/DR: Customer Relationship Management (CRM) tool for tracking deficiencies and enhancement requests for worldwide network system. Rebuilt 100% of organization and supported on-going operations in parallel with major enhancements. Completed 2 deliveries to 400+ users with 0 defects, major enhancements in functionality, and minimal disruption to operations.• Chairman of SW Engineering Process Group (SEPG), coordinated initial maturity assessments, identified process improvement goals, assigned resources to goals and monitored progress toward their completion. o Maximized small company’s limited R&D budget by instituting a small business program with the Software Productivity Consortium.o Presented to 5th National SEPG (Watts Humphrey) and Software Technology Support Center on company's SEPG experiences.