Engaged to support multiple Project Managers on the merger of Union Bank and Access National Bank. Key responsibilities and contributions were:• Defined and implemented method to streamline the process to transition raw resource requirements into the format needed to enter data into the portfolio resource allocation and tracking system. Shared the method with others for use on their projects.• Defined, agreed, and executed method to gather schedule updates from project team members and to update MS Project schedules on a weekly basis.• Maintained project scope documents and kept them aligned with project schedules with eye to identifying when change requests were required according to the organization's methodology• Provided weekly updates to assigned sections of project status reports• In support of the Command Center go-live process, worked with Facilities and the Portfolio Management team members to plan and coordinate conference space configuration - setup and restoration. Also logged issues during the Command Center operation.• Coordinated definition and created surveys to gather project team feedback as input to the Lessons Learned review

Rejoined the firm as a full-time member of the Project Management Office (PMO) where the following key duties and accomplishments were delivered.• Lead project to transition 26 Clients from a legacy database and reporting system onto a new vendor-based reporting platform. Managed Client communications and problem resolution between clients, internal groups and vendors. Successfully transitioned 95% of the clients on schedule.• Employed the agile methodology with the technology teams. Gained and shared key lessons learned from that experience with the PMO as input to development of the formal agile process.• Managed (with a Client co-lead) a monthly forum to improve client relations and increase transparency with senior management across all key projects. The process enabled both firms to be aligned on key issues and resolution steps.

Managed a project to migrate a major client from Broadridge’s legacy cost basis system (Tax Lot Engine or TLE) onto the Scivantage® Maxit solution. Although the project was in execution phase, there were resourcing and technology challenges that necessitated a re-plan. During the re-planning process, it was decided to place the project on hold. Key duties and accomplishments included:• Improved the efficiency and effectiveness of the partnership with the Client.• Managed monthly data refreshes in the test environment that enabled the Client to verify core functionality and enhancements during planned Simulations.• Improved environment simulation hand-over documentation by including analysis of metrics resulting from the data loading process.• Revised the project plan with the full set of project functionality gaps and infrastructure setup tasks to complete User Acceptance Test, Production and Disaster Recovery environments including connectivity to Client and vendor data sources.• Agreed, documented and communicated to Client and internal stakeholders, the rules of engagement during the on-hold period of the project.

Chosen by the PMO Management Team to manage a project that delivered post go-live modifications to complete a Client conversion onto Broadridge’s platform of brokerage processing systems, namely, BPS Mainframe applications, Ascendis Cash Management, Aspire Investor Broker (IB), and Aspire Portfolio Reporting (PR). Served as primary interface to the Client. Primarily guarded project scope, tracked deliverables, managed budget, prepared internal and external project dashboards, and complied with PMO processes and deliverables. Key accomplishments included:• Completed the project within budget (over $850K) and on schedule while keeping stakeholders informed.• Tracked total project costs and designed a budget / expense summary report that included full-time employee effort in addition to incremental expenses for contingent resources, travel and reimbursement of Client’s operational expenses.

Product Manager:Chosen to manage the on-time and quality delivery of critical enhancements and new modules for Ascendis® Cash Management, a web-based product that automates deposits and withdrawals from brokerage accounts via Checks, Wires, ACH, and Journal transactions. Interfaced with clients to analyze needs and issues, and document policies and procedures for the integration of business rules into system. Interfaced with internal IT, vendors, and financial institutions to integrate product with their platforms. Planned, tracked, and ensured project deliverables adhered to scope and quality. Oversaw the resolution of production issues. Managed all aspects of software releases, from content creation to Client sign-off.Project Manager:Hired into newly established role to streamline the on-boarding of new clients to firm's suite of Ascendis® of applications. Planned, defined, and coordinated efforts across internal teams and vendors to ensure the on-time implementation of environments and systems to enable clients to access critical data. Single point-of-contact for 70-member global team of product developers and product managers during client implementations.• Established a highly effective repeatable Client Implementation Framework that reduced overall timeframe to on-board new clients, eliminated duplicate efforts, minimized issues, and increased customer satisfaction.• Introduced and drove the adoption of Remedy and SSR tools to improve communication, scheduling, and deliverables. • Managed over 25 client implementations spanning eight Ascendis applications for the rapidly growing team that was simultaneously increasing product breadth and growing installed base.

Business Engagement Manager:Engaged regional Product Managers to identify and prioritize product enhancements, and established and managed on-time delivery of enhancements to the global CitiDirect Payments and Reporting modules to meet the business needs of clients throughout Latin America and Mexico. Primary interface to global and regional product managers to gather, define and prioritize functionality development requests to meet business objectives. Coordinated efforts of cross-functional teams and projects valued at up to $800K. • Managed up to 5 simultaneous projects and delivered on-time, within budget, and with high customer satisfaction. Scope of projects ranged from making minor enhancements to the user interface, to adding functionality requiring modifications to interfaces between CitiDirect and various regional backend processing systems.• Planned and led delivery of Single Sign-on functionality to allow users to access a variety of Citigroup applications through a single user id and password. Solution was recognized for increasing customer satisfaction and retention.Systems Integration Test Manager:Recruited to define and implement the organization’s first Systems Integration Testing process to minimize overall test timeframe and improve quality of product hand-offs to User Acceptance Testing organizations. Conducted an assessment of environment to identify issues and risks. Introduced processes, procedures and standards to ensure optimal end-to-end testing of new product features and product versions. Collaborated with QA team, back-end systems technical groups and UAT to schedule testing projects and resolve issues. Directed all aspects of projects. Coordinated efforts of up to 12 team members.• Effectively defined, documented and integrated an End-to-End test phase into the development processes, minimizing the overall UAT interval by 50%.• Led project teams to design and execute system test strategies for multiple releases.

Dedicated 14-year career analyzing, designing and implementing business and technology solutions to support rapid growth. Originally recruited by AT&T Bell Labs and was kept on after establishment of Lucent. Served in the following roles:PRODUCT TEST TEAM LEAD, OPTICAL NETWORKING SYSTEMS –CERTIFICATION (1997 to 2000) ACCESS CUSTOMER BUSINESS MANAGER, NORTH AMERICA REGION (1994 to 1996)BUSINESS ANALYST, CONSUMER VIDEO SERVICES ARCHITECTURE PLANNING & DEVELOPMENT (1992 to 1994)BUSINESS ANALYST, SWITCHED NETWORK CAPABILITIES (1986 to 1992)• Promoted as a Test Lead for team of 8 Testers following the successful testing of one release of the DWDM optical transmission system. Led team in identifying appropriate test equipment and tools for the System Testing Lab.• Chosen as Project Manager on a fast-paced effort to define strategy for Lucent’s Access business. Resulted in recommendations for targeting development on the various products in the portfolio to specific market segments.• Selected to assist Marketing and Product Management teams in enhancing the launch of company’s video telephony and multimedia services into the marketplace. Led team in developing the architecture and requirements to allow users of different video telephony services, namely data rates, encoding schemes, and access types, to communicate.• Recruited as the primary liaison between development teams and business stakeholders to design and implement functionality into the 4ESS™ switch infrastructure to support rapid growth in network traffic and features. Key participant in conducting analysis to determine requirements of the next generation switching vehicle.