Scott Smith, Pmp Email & Phone Number

Panama City, Fl, Us

Tallahassee, Florida, United States

Providing project management consulting services as a member of the external PMO on the FL WINS project for the Reimagining Education and Career Help (REACH) program office and the Florida Department of Commerce.

United States

Senior management team member (Director of PMO and Engagement Management) responsible for the leadership of a team of five project managers and seven engagement managers, while simultaneously leading a divestiture for a $150M company. Responsible for implementing and driving change, standardization of project management and requirements delivery practices, development of performance and quality reporting standards, oversight of program implementation and project delivery, and ensuring the projects align with the overall business goals.• Responsible for developing and leading a centralized PMO and Engagement Management team, driving project standardization and process improvement across the organization.• Oversee a portfolio of more than $20M, including application development and program implementation initiatives• Foster strong relationships with C-level executives, department heads, and external partners to align project goals with business strategies.• Lead a cross-functional team of twelve members, promoting collaboration across the business and IT, ensuring timely project delivery of technical and business requirements.• Manage a direct staff budget of $1.6M, optimizing resources, and ensuring financial efficiency and quality.• Developed and Implemented a custom capacity forecasting tool for requirements delivery planning and management, improving on-time requirements delivery by more than 30%. • Design and conduct training programs, upskilling team members in project and engagement management best practices. • Initiate and lead change management initiatives, ensuring seamless integration of new processes and tools within the organization while satisfying Service Organization Controls (SOC) for compliance and certification.• Deliver weekly and monthly executive reports, providing visibility into project status, resource outlook, financials, risks, and mitigations.• Lead risk assessment workshops, building a risk-aware culture within the project teams.

Remote

Project managed an ERP platform migration from Navision to Business Central and a data center to cloud migration using a combination of agile and waterfall practices focusing on project scope, timeline, risk, and resource management while leading multiple scrum teams working on a variety of requirements from incident management to new feature development. • Create and maintain multiple migration project plans (platform and cloud) using a hybrid approach to satisfy waterfall-style reporting requirements while capturing the scope and resource variation of an agile development project.• Manage high-volume communications (client requirements, constraints, risks, etc.) between multiple business components and IT, ensuring IT priorities are aligned with the business for successful, value-based, implementations.• Ensure the implementation of the SDLC across IT and Business components while working with stakeholders to create accurate weekly status reports for senior and executive leadership.• Scrum master for up to 3 scrum teams simultaneously and acting product owner for one scrum team, leading and coaching teams in scrum ceremonies, using ADO to communicate and manage requirements and achieve on-time and high-quality deliverables.

Tyndall Afb, Fl.

Professional services support team member at the Air Force Civil Engineer Center (AFCEC) responsible for managing project planning, scope, cost, schedule, documentation, reporting, strategic planning, quality assurance, and compliance for government R&D projects.• Created and managed 1 to 5-year program budgets, development roadmaps, technology integration dependencies, field test calendars, vendor contracts, and deliverables for advanced R&D AI/ML Airfield Damage Repair (ADR) capability ensuring on-time completion and cost efficiency.• Drove complex program integrations for advanced war-fighter solutions and elevated joint service research partner collaboration, from technicians to Directors, by >80% through effective stakeholder engagement involving joint-service program leadership.• Uplifted program compliance and alignment for warfighter needs for Air Force programs by gathering precise requirements, generating accurate scope, effective scheduling, and management, and capturing detailed documentation for program test events.

Niceville, Fl.

Acted as Agile Project Manager for software solutions business (mobile and desktop) servicing the Air Force with applications, product launches, testing, defined framework interoperability, budgeting, costing, and QA while managing dispersed cross-functional teams.• Responsible for the requirements definition and development of three different mobile applications: Installation Recovery After Attack (IRAA), Geospatial Expeditionary Planning Tool (GeoExPT), and an Android Team Awareness Kit – explosive ordnance disposal (EOD) support application.• Responsible for requirements definition and development of a Unity-based VR simulator for Air Force Civil Engineer airfield damage repair (ADR) training.• Led software project management initiatives to improve product quality and teamwork that resulted in an upgrade from “satisfactory” to “exceeds expectations,” and “average” to “above average” respectively.• Ensured budget compliance utilizing Uranet for planning, leveraged Azure DevOps to manage product and program scope/schedule, and used traditional waterfall project management tools for risk management and communication.• As the Quality Manager, I elevated product and process QA by revising testing procedures and achieved CMMI maturity level 3.

Tyndall Afb, Fl.

Led as member of a team of five at the Air Force Civil Engineer Center (AFCEC) to ideate, initiate, and manage purchasing, fielding, and training initiatives to support airfield damage repair (ADR) modernization as a part of a $100M worldwide effort by the Air Force (AF).• Developed, implemented, and managed procurement on multiple Air Force training projects ranging from $100K to >$1M for ADR process modernization to accelerate worldwide Air Force civil engineer training.• Proposed and achieved cost reductions and operational efficiencies globally for the Air Force through detailed requirements analysis for new airfield rubber removal capabilities.• Developed, implemented, and managed a worldwide Air Force Civil Engineer career field training program to teach Command and Control (C2) of modernized airfield damage repair.• Managed vendor contract performance on scope, cost, scheduling, and QA for Air Force civil engineer software development, construction management, and material repair projects.• Successfully modeled complex workflows for the development of a novel command and control software application using business process analysis.

Tyndall Afb, Fl.

Managed initiatives for the Air Force Research Laboratories (AFRL) for infrastructure and R&D projects for the Air Force with scope/definition, setting timelines, milestones, costing, budgeting, and executing critical tests covering engineering, construction, instrumentation, and airfield repairs.• Spearheaded successful projects for airfield repair and explosive mitigation tests from $50K to $6M+ with adherence to all timelines, budgets, and key milestones while receiving “Technician of the Year” and multiple achievement awards.• Used Microsoft suite of project management tools and AutoCAD to manage $50K to $200K+ of closed infrastructure improvements that included office, lab space, and maintenance areas.• Increased Air Force civil engineer, and airfield rubber removal capabilities, and reduced removal project costs by 50%+ through research, development, and testing of custom C-130 transportable equipment packages.• Researched, designed, developed, and implemented two rubber removal systems for the Air Force from concept to completion that included troop training programs.• Designed test site layouts and created construction/assembly details to ensure accurate technician and field staff installations.

Panama City, Florida, United States

Founded and grew a custom cabinet shop from a backyard shop to 2400 square feet of shop space and five full-time employees as a “side job” while maintaining full-time employment with Applied Research Associates. I grew the business from nothing to over $600K in annual revenue before shutting it down due to the 2009 recession.• Managed all corporate affairs: Finances, contracts, HR, and corporate paperwork.• Managed all operations oversite: Marketing, customer relations, project design, material ordering and inventory management, bid development, production schedules, strategic planning, compliance, quality management, workflow design, process improvement, and safety.• Cut, assembled, finished, and installed cabinetry• Performed all remodeling functions required to complete kitchen, bathroom, and entertainment center installations: flooring, sheetrock, painting, electrical (inspected by licensed electricians), plumbing (inspected by licensed plumbers), molding, and painting.

Panama City, Florida, United States

Began working as a commercial and residential construction technician to get out of the restaurant business so my wife and I could start a family.• Performed demolition and remodeling services• Construction tasks included: framing, drywall, painting, flooring, roofing, supervised electrical work, supervised plumbing• Commercial and residential• Estimated schedule for job-specific tasks• Procured materials• Communicate workflow dependencies and risks to ensure fluid project execution

Panama City Beach, Florida, United States

Began working as the General Manager for the Palapa after closing my restaurant. Responsible for all operational aspects of a full-service restaurant and poolside bar at Edgewater Beach Resort.• Personnel: hiring/firing, hourly and management, training and development, management scheduling• Profit and loss (P&L): for responsibility and accountability for P&L performance to all cost control areas• Guest Satisfaction: Accountable for the performance of all staff and management to ensure guest satisfaction during exceptional experiences and service recovery• Operationally active on all shifts, performing all management functions as expected by assistant managers to ensure standards were demonstrated and maintained • Certified Professional Food Manager (CPFM) responsible for ensuring safe food handling practices for all restaurant and bar operations

Panama City, Florida, United States

I formed business partnerships for build-to-suit construction and operations funding, designed a restaurant business concept, established the corporate entity, acquired all licensing, designed the building with architects, oversaw construction, managed all contracts (services and vendors) and purchasing, created all recipes, created all service process definitions, staffing roles and responsibilities definitions, training material and program development (hourly and management), opened and managed day to day operations on all levels.I was responsible for, and accountable to everything.I closed the business due to low sales volume. The lessons learned during this experience exceed anything a formal degree program can teach.

Tallahassee, Florida, United States

Oversaw operations of two locations while developing plans for a third location. Focused on manager and staff standards and expectations, training, and service delivery to improve cost controls, guest satisfaction, and sales.• Managed operations of three restaurant locations (started with 2, opened 1 new location)• Managed a total staff of 180 hourly employees, 12 assistant managers, and 3 general managers• Hired, fired, and trained all assistant and general managers• Assisted with sales projection development for all locations• Created and trained cost control systems for food, labor, and supply cost management• Created hourly and management training outlines for all positions• Created and trained risk management processes for front and back of the house• Created and trained cash control and loss prevention procedures• Planned, managed, and assisted with the new store opening of the third location• Successfully reduced average food cost by more than 5% by negotiating purchase agreements and ensuring regular food cost management training• Successfully reduced average labor cost by more than 5% by training management staff how to manage shift staffing using hourly sales reports in addition to daily sales projections• Reduced average ticket times and increased drive-through and table turn by instantiating alternate staffing methods and regular process training• Increased sales by more than 5%• Prepared monthly sales reports for all locations• Managed the employee development and review process and bonus structure

Virginia, United States

Associate manager starting in Winchester VA., then selected for a new store opening and transitioning to Mechanicsville VA.• Managed a staff of over 90 personnel• Managed back of the house and front of the house operations• Managed customer interactions and service recovery opportunities• Managed weekly food inventory and order• Assisted the general manager with full monthly inventory for food cost calculations• Developed, implemented, trained, and supervised food cost control processes and procedures• Achieved greater than 95% food cost goal compliance• Coordinated, prepared, and managed weekly employee schedules• Interviewed, counseled, and terminated hourly employees• Created sales forecasts for schedule planning: holidays and long weekends, etc. • Trained and managed hourly sales review process for more effective labor cost management• Achieved greater than 98% labor cost goal compliance• Conducted employee meetings• Prepared daily reports and deposits• Selected for new store opening management team (Store #207)• Opened a new Cracker Barrel location as part of a team of four (three associates and the GM)• New store opening included kitchen setup, staff hiring and training, friends and family service practice, and full store opening activities

Panama City, Florida, United States

Began working in a family in a family-owned restaurant at ten years old. I worked all positions over a series of years, eventually graduating to management. I assisted my father with the new store opening of our second location and the scouting for future locations before I decided to move on and expand my experience with corporate restaurant management.• Worked nights, weekends, and summers during elementary, Jr. high and high school• Worked full-time while completing my AA• Worked in all positions: dishwasher, busboy, salad bar, cook, cashier, host, server, and manager• Trained employees in all positions• Conducted employee meetings• Managed caters and special functions like the annual chili cook-off• Coordinated food and supply purchases and scheduling for two locations• Hired and fired hourly employees• Prepared employee schedules• Performed cost control management• Reconciled daily sales and prepared deposits• Managed preventative maintenance and daily side work schedules• Assisted with planning and opening our second location

Bachelor Of Applied Science - Basc, Organizational Management, 3.57

Activities and Societies: Concentration in Corporate Entrepreneurship

Associate Of Arts, Liberal Arts, 3.48