Manage a team of 17 employees and 14 contractors, including business analysts and software developers, across two critical domains: Locomotive and Equipment. Oversee the maintenance and enhancement of systems supporting these domains, ensuring reliability and alignment with business objectives. Provide leadership in project management and personal development for six active projects, fostering collaboration and innovation within the team.Responsibilities include, but are not limited to:Tracking and reporting project status to key stakeholders.Managing multi-million dollar budgets for both capital and operating expense projects.Coordinating testing and implementation of system updates.Providing ongoing product support and issue resolution.Operating as the product owner for two domains.

A brief summary of my dutiesLead a team of developers in software development for a company wide equipment tracking productBusiness process analysisPartnering with business users and technical teamsTrack and report multiple software application project plansProjectsNetControl Total TraceCustomer Capacity ManagementEquipment Admin ToolsEquipment Report (GI)Non back office data feedsMy role has changed and expanded in my new position. I continue to be the lead BA for the NEQ total trace product. The product has been implemented across the company. As trace shifts to maintenance, I transitioned to the team lead. I assign tasks and priorities to our developers based on program direction.Being a part of the NEQ satellite projects I have also started tracking and reporting on Customer Capacity Management (CCM). As the Equipment Reporting (GI) project spins back up I will be responsible for that as well.I have enjoyed the expanded responsibilities and continue to look for other opportunities to grow. I am part of a great team with very skilled people. I look forward to our continued success.

A brief summary of my dutiesOwn and lead in the definition, design, and documentation of business requirements that drive development of software solutions.Business process analysisBusiness requirement gatheringPartnering with cross functional users and technical teamsQuality assuranceProjectsNetControl Total TraceFeature groups - YC, EDI 418s, and Operational RouteUnion Pacific is moving off of the mainframe to a distributed system. I am a BA on the NetControl Equipment team (NEQ). The team's primary objective is to replace existing mainframe functions in the new distributed world while trying to ensure accuracy of the data.I am the lead BA for the new NetControl Total Trace. This product allows users from all over the company to lookup information on specific equipment. My current responsibilities include leading a pilot group through implementation, QA work, and refining business requirements.My other projects all follow the same kind of tasks. Creating and updating level one documentation, data validation, gathering requirements, and prescribing changes. I work with a variety of users and development teams to ensure the feature groups work the same as we transition off the mainframe.

A brief summary of my duties:Perform business analysis on software for commercialization for a variety of products.Translate and communicate business requirements into business process documentation.Design mockups using wireframing software.Develop process and data modeling.Create system process flow documentation.Define and document functional specifications.Write functional test plans.Create, review, and approve UI test plans.Test applications.Track defects.Onsite implementation and training.Utilized both waterfall and agile methodologies.Projects:CrewPro - Lead BA on a $1.8 million railroad crew optimization project NetControl - Lead BA on a $3 million terminal inventory moduleNetControl - Lead BA on a $25k web front end mainframe replacement moduleLocomotive Distribution and Analysis - BA on a $600k locomotive inventory management module I joined PS Technologies towards the end of development of phase one on the terminal inventory module. I took over the lead BA duties for phase one and was the lead for phase two. I was part of a team that traveled to Mexico to help our customers implement the software. The system is in production and has been utilized across their entire network since 2017.While working on terminal, I was also a BA for the locomotive product. It was delivered in 2018 and is currently in the process of being implemented. Currently I am the lead BA for a crew board sizing optimization project. The product has been delivered and is being integrated with the customer’s current system. Phase two requirements are currently underway for deadhead and detention optimization.

A brief summary of my duties:Managing the billing and messaging of railcars containing finished vehicles.Automotive electronic messaging specialist.Rail EDI specialist.Managing Chrysler's VISTA messaging.Managing GM's VTIMS messaging.I finally decided to move on from my EDI position in IT...and start doing EDI for the Automotive group! My new boss Eric Stumpf was my former customer when I was a part of Transentric. Working for him I had more of an operational role. Our group made sure the reporting was correct for the movement of automotive railcars. That included the reporting of vehicles in the yard, being loaded on to a railcar, moving on a train, unloaded off of a railcar, and stored in the receiving location. This included both standard and non-standard EDI messaging. I worked heavily with Ford, GM, and Chrysler as well as many small trucking companies.At the time I joined the team, they were starting to implement a new internal operations software system. Eric knew of my experience in implementing new systems and put me to work helping our rail locations use the new system. This included remote cutovers and onsite cutovers. I enjoyed this aspect of meeting new people and helping them out.Eric is a bit of an Excel guru and really challenged me to grow my own Excel skills. There were many things I had not done since college, but are very useful for almost any job. I grew from a novice to an intermediate user.

A brief summary of my duties:Lead implementation consultant on new business brought in by the sales team.Project Manager for Automotive/Intermodal team interfacing with internal and external clients.Communication lead for the business team along with technical resource for implementations.Vendguard Product Manager.I was offered an opportunity to move back to the business team and leave my development duties behind. I became an account manager on the automotive and intermodal team. In this position I kept my current internal automotive customers and picked up some new external ones as well. My duties in this realm stayed the same: implementing new customers, leading projects to meet customer's business needs, and providing customer support.At this time Transentric started a project to move their messaging off the mainframe. I was part of a team that created and documented the business needs to profile business partners messaging. It was my ultimately my idea that that was used to restructure our process and improve efficiency in the system. I was also head of the implementation team for cutovers until I accepted my next position in Automotive.Along with these duties I was also the product manager for Vendguard. Vendguard is a vending machine system for safety equipment that was used at UP facilities and had a few other commercial customers.

I was promoted after three years of being a developer. This included a move to Java and more of a role as a business analyst. Transentric decided to re-write the UI for our web based messaging engine. I went back to school and took two classes to learn Java.In my duties at work I wrote I gathered requirements for our new UI. I documented what our current system did and what would be useful improvements. I did this by leading meetings with the users of the system and coming up with ideas to make things better. I translated our ideas into technical documents on our internal Wiki. Then discussed these ideas and documents with our developers.Along with those duties I also developed some UI screens, learned all about Spring and Ricola, and of course Java. I would say this is secondary and while I always completed the projects and assignments, I never felt like being a developer was the best use of my talents. Luckily my boss realized this and helped me develop my strengths. My development duties were at a minimum. Enough so I understood the system and the framework so that I could write effective documentation.I still hung on to my account management duties for the internal automotive customers as well. I had a good relationship with my contacts and I would say I was pretty awesome at this part of the job.

The bosses at Transentric somehow convinced a 25 year old me to become a COBOL programmer. Apparently everyone that knew COBOL was retiring and no one was learning it in college any more. Our EDI messaging engine was still on the mainframe and they were going to need people to maintain the code.I, along with Clark Ewalt, began on a journey through time to learn about an old, but very efficient language. Again, this was a great three year exercise for me to help strengthen my knowledge of UP's EDI messaging background and set me up for success when helping design a system to get off of the mainframe. My boss, Randy Bilbrey, was a great teacher and I am forever grateful for the time he spent teaching me all that he knew. I mostly worked on AEI and 322 programs. These were programs for car location status updates. This involved requirements gathering, designing a solution, testing a solution and implementing a solution.At the same time, I was also the account manager for internal automotive customers. The non standard EDI messaging was complicated and I was one of the few people that understood the processing. I enjoyed doing this work along with my development tasks. It involved complex requirements, a solid understanding of the message processing system, and good communication skills with internal departments.Other tasks included:Developed functional and technical specifications for COBOL applicationsConducted post-project oral presentations as well as written documentation

This was my first position out of college. I was working for Transentric, a subsidiary of Union Pacific that handled their EDI and commercial EDI. After one year I was promoted from Customer Service Specialist 1 to Customer Service Specialist 2. Prior to this position I had no knowledge of EDI nor any real knowledge of communication protocols. Rick Rothschild and John Heimann were instrumental in my development as an employee and my learning. They helped me build the basic skills I would need for my future jobs at Union Pacific.In addition to EDI support I also was a part of two team projects. One was an online purchase order and invoice system utilized by Union Pacific. It forced people to stop using paper and to do business electronically with UP. Through this project I learned about system implementation and how to trouble shoot AOL 6.0. My second project involved Optical Character Recognition (OCR). Customers were no longer allowed to fax orders to the railroad. While another good practice in implementation, it ultimately is no longer in use because people learned to just stop faxing. Except people spamming cruise line sweepstakes. They still fax me once a week.Other tasks involved in this position.Resolved customer complaints and coordinated resolution with other departments in a timely manner, increasing customer satisfactionSupported customer accounts with over $2 million in revenue