• Utilize Project and Portfolio Management (PPM) software to manage over 110 projects yearly• Knowledgeable and experienced in PPM tool – creating projects, maintaining project details including dates and tasks, updating staffing profiles and requesting resources for projects and running reports.• Maintain all return on invest for portfolio projects in the Cost Benefit Analysis (CBA) tool.• Use SAP Business Object Reporting to create day to day tracking and reporting on all portfolio projects.• Responsible for facilitating the weekly Senior Management Review meeting with the GPSC IT Business Facing and Development Directors where we review all portfolio projects.• Responsible for all change controls to the GSPC portfolio following the documented procedures from inception through final approval.• Manage all Purchase Order (PO) requests from gaining buy-in and approval from the management team through completion of the PO include close out of the PO by the purchasing organization.

• Create and maintain yearly budget portfolio including processing changes monthly.• Participate in the creation of the yearly strategy and portfolio materials including presentations and spreadsheets.• Manage and report monthly metrics for compliance and progress against set yearly targets.• Track approved appropriation requests for portfolio projects, reconciling discrepancies with the finance team.• Create numerous ad-hoc presentations for executives to report out on current performance to yearly established targets.• Create and maintain the Microsoft SharePoint sites - subject matter expert for the team.• Utilize Microsoft Office software including Excel, PowerPoint and Word as well as Microsoft SharePoint extensively.• Early adopter of new technology for our team including SharePoint 2010 and Cisco WebEx Connect.

• Managed all process improvement activities for the group utilizing project management standards and Microsoft Project to track work team and deliverables for on-time execution.• Implemented processes to meet CMMI Level 3.• Met the goal to obtain a formal process improvement assessment by the aggressive target date – 18 months from inception.• Participated on the appraisal team to determine if the processes and actions of the projects met the assessment standards.• Supported process implementation and improvement globally for all GM manufacturing facilities and quality organizations.• Developed training for the process areas related to GM’s process framework.• Completed an informal assessment within 6 months of kicking off the project to determine strengths and weaknesses. • Implemented over 60 process improvement changes in 18 months.

• Managed all process improvement efforts in Dearborn, MI, Kansas City, MO and Mumbai, India.• Developed the plan to implement all process improvements and obtain formal process assessments.• Developed and managed the process improvement project’s charter, plan and schedule utilizing Oracle Primavera project management software.• Organized and managed the Quality Assurance teams at all three locations.• Managed over 20 team members for the project at all three locations. • Managed process training for over 300 account members at all locations.• High visibility to the account manager and Visteon directors through direct reporting and executive level presentations.

• Developed the plan to implement all process improvements and obtain formal process assessments.• Obtained a formal process assessment in just over one year from project inception.• Maintained assessment rating as a contractual performance measure saving over $100,000 in penalties per month.• Coordinated all process improvement, training and assessment activities for the account.• Utilized project management standards and process management tools to manage the program including CMMI standards and Microsoft Project for taking and delivering program task for on-time delivery.• Maintained the organization’s process set, process improvement plan and project history database.• Field Service Manager for my contract company, responsible for overseeing 20 contractors on the account

• Led quality assurance efforts on software engineering projects.• Prepared quality plans following the client’s documented processes and procedures.• Provided support for client focus projects used in formal process improvement assessments.• Reviewed and audited software development activities and work products to verify compliance to the processes.• Reported all findings to the development team and reviewed results with management.• Ensured that all process non-compliances were assigned and tracked to closure.• Trained, coached, and mentored project teams as needed in the processes and procedures. • Facilitated lessons learned activities, and updated processes, procedures and metrics at project end.

• Responsible for building JD Edwards and Microsoft consulting business.• Managed partnerships with Microsoft Consulting Services and JD Edwards.• Placed consultants to work with clients to define requirements and design web sites.• Maintained and cultivated relationships with additional clients requiring IT consultants.• Trained teams on our Quality Management System (QMS) to maintain ISO 9001 certification.

• Led infrastructure team of 15 programmers that maintained all systems for a group of 80 programmers.• Achieved SEI/CMM Level II and coordinated Year 2000 activities for all development and test systems. • Implemented new configuration management source control application for all users.• Directed all hardware and software install, move, add and change requests for developer and user PCs.• Responsible for an IT support team budget totaling more than $2 million dollars a year.• Managed assets totaling over $5 million that included AS/400s, NT servers and desktop computers.Systems Engineer Supervisor - Automotive Retail Group, IT Business Accounting TeamOct. 1996 – Oct. 1998Team Leader - Dealer Systems, Common SystemsMay 1994 Oct. 1996Systems Engineer - Dealer Systems, Common SystemsOct. 1991 – May 1994Business & Technical Associate - Technical Development, Saturn Retail SystemsApr. 1990 – Oct. 1991