Security, Digital Transformation, Leadership and Project and Program Management (+20 years experience) are our strong-points -- we're currently seeking additional business contacts for collaboration!www.MimasResources.com.Mimas Resources, Inc. gets its name from one of the innermost moons of Saturn. In Greek mythology, Mimas [pronounced ME-mus] was a Titan who was slain by Hercules.One of the craters on Mimas, named Herschel, is surprisingly large in comparison to the size of the moon. This impact probably came close to disintegrating the moon! Traces of fracture marks can be seen on the opposite side of Mimas.This is where Mimas Resources, Inc. gets its name and tag-line -- Make an Impact!There's no reason that making a large impact has to destroy the whole Company! With Mimas Resources Inc's Management consulting, Enterprise Portfolio Management, and Digital Transformation Services (Business Intelligence, Leadership Training) you can provide lasting change without the high cost.We're Project Management Professionals (PMPs). We engage your staff with a minimum of disruption; we handle the Project and Program Management, which we are professionals at, while you handle your business, which you and your team are professional at!

• Program Manager for Cybersecurity Maturity Model Compliance (CMMC) Program. o Delivery of a Program Management and Organization Change Management (OCM) Operating Model following NIST 800-171o Policy, Standard and Procedure enhancement o Identity Governance and Identity Access and Management over-haulo Design of the ITIL/ITSM (Information Technology Infrastructure Library/Information Technology Service Management) installation of ServiceNow: CMDB (Configuration Management Data Base), Change Management, Asset Management, and Platform Managemento Common Services Data Model (CSDM)o Implementation and evaluation of a Minimally Viable Product (MVP)o Integration with SIEM (Security Information and Event Management) CrowdStrike Rapid7o Definition, Design, Development and Deployment of the People, Technology and Processes utilizing ServiceNow to deliver Governance Model, Requests for Proposal (RFP), Vendor Selection, and the need for sustainability and re-enforcement

University of Chicago Medical Center 8/2021 to 12/2021 Sr. Project Manager Project Manager for SOC SIEM projects. Developed a Security Operations Center (SOC) Strategy and High Level Operating Model, inclusive of the following: Integration of the UCMC Security Operations Center with the Biological Sciences Division (BSD) and University of Chicago SOCs via a Fusion Center construct: collaboration with UCMC, UofC, and BSD CIOs/CISOs) Included Request for Proposal (RFP), Vendor Selection, and the need for threat detection and response alongside the need to be fiscally sustainable and responsible Included an appropriate mix of internal to external 1st, 2nd, and 3rd tier detection and response associates, and an appropriate model for incident hunt and threat detection capabilities. SIEM (Security Information and Event Management) Development of cost benefit based analysis of SIEM solution to meet the current and projected two-year demand for UCMC Appropriate and practicable, integrations with the University and BSD.  Solution addressed current gaps and took into consideration a growing need to address identified threats against UCMC, its vendors, and its partners; including those of the University and BSD. Documented total cost of current and projected ownership for next two years, for the current, internally hosted Splunk-based SIEM solution; inclusive of hardware, software, maintenance, support. Documented total cost of current and projected ownership for the next two years of an alternate, internally managed SIEM, utilizing a cloud based strategy such as Microsoft Sentinel, Google Chronical, or another SAS based technology. Document total cost of current and projected ownership for the next two years of an MSSP hosted/managed SIEM model

Microsoft O365 governance, installation and migration.

Project Manager ConsultantAmeriprise Financial, Inc., June 2018 – October 2018Ameriprise Financial (“AFI”) shifted processing of certain applications and infrastructure from two existing data centers to Amazon Web Services (AWS) and two new network / security Colocation (Colo) facilities -- AWS East coast-based and West coast-based cloud processing centers. Based on these strategies and plans, Ameriprise sought assistance with architecting, designing and identification of the appropriate infrastructure hardware and applications required to stand up the two new Colos that are based on design and operations best practices. The project provided Ameriprise with professional services to design, estimate and install two new Colocation facilities to replace the existing DXC data centers. The project analyzed current data center infrastructure and environment including the assets, applications, security components and data flows. This resulted in the following• Discovery and information gathering: Collect information and detailed requirements• Synthesis: Analysis of information provided, formulation of requirements• Initial design: Develop a logical and physical design that addresses the requirements• Mapping design to Manufacturer: Map design capabilities to design principals, best practices and the capabilities of various manufacturers• Client Review (Draft): Review the draft design and identify actions and questions• Adjustments and refinements: Refine design based on feedback and follow up on open questions• Adjust design and detailed Bill of Materials [BOM] (with manufacturers): Fine tune the design and develop the detailed BOM and Low Level Design (LLD)• Implementation: including all project management deliverables; schedule, budget, resource plan, communication plan, risk plan, status reports

Successfully managed the high-level Genesis Program for the Finance and Risk Department, utilizing tools such as WorkFront, SalesForce, SAP, JIRA, Fieldglass, Clarity and MS Office. This program delivers enhanced self-service capabilities for Go To Market (GTM sales teams) and customers by automating ordering and administration activity for the Eikon, Elektron and FXT products to increase operational efficiency, reduce cost and enhance customer satisfaction. Expected to produce a cost savings of 46 million dollars per annum in the following automated areas:• Lead o Automate the tool to create opportunities and quotes, allowing straight through processing, integrated with billing• Quote o 90% of quotes and orders processed first time o Approvals automated with one approver at each level. Easier process for customer credit checks• Order o 25% reduction in product line items o One universal online order form, product selection tool and price list o Automated order processing and invoice generation. No re-key on receipt of signed order forms• Entitle o Licenses created in real-time, instantly available for sales or customers to allocate to users o Customers can allocate or un-allocate and swap users without a commercial transaction• Bill o Self-service billing for customers

• Managed several high-level financial projects at the World Headquarters for Project and Portfolio Management Department including the following:• Cognos to Microsoft BI Finance Conversion – Agile Project Methodology • Delivered a new corporate strategy for financial reporting centered upon Microsoft’s core reporting and Business Intelligence (BI) products, SQL Server Reporting Services and SQL Server Analysis Services. Financial reports were hosted within Microsoft’s SharePoint platform for collaboration. • Planned, implemented, and migrated the Cognos Finance BI reporting content to a Microsoft BI environment. • Utilized Microsoft Team Foundation Server (TFS) to conduct daily scrum meetings and track backlog, work items and progress • Resulted in the conversion of 20 Congns cubes, numerous financial reports, and reduced report-processing time (reduced run time by over 100%!)• SmartSteam Upgrade Project • Upgraded Assurant’s core financial system, SmartStream, from version 7.0.03 to 8.0.04. The last SmartStream upgrade was in 2010 and upgrading SmartStream to a more recent version was provided to remain vendor-supported while preparing for a move to a new ERP platform within the next three years. Upgrade included a migration to new infrastructure, implementation of a DR environment, and a security review. • Resulted in the delivery of a now fully vendor-supported application (InFor) and infrastructure (Microsoft) within a very tight timeframe.• ARCC Upgrade Project • ARCC (Assurant Reporting, Control and Consistency) is an in-house financial reporting software tool used by SEC Reporting GAAP (Generally Accepted Accounting Principles) and STAT (Statutory Reporting) groups to manage Financial Reporting and Tracking. This project performed analysis to determine a replacement solution.

Managed several high-level infrastructure, reporting, supply chain, construction and business-merger projects for the Global IT Department including the following:Covidien Integration Program – Quality Compliance Management (QCM)• Managed the implementation and augmentation of the IT Quality components and applications required to incorporate the newly acquired Covidien Company into legacy Medtronic. • Scope included integration application lifecycle management tools to automate IT Quality and reduce audit findings. • Implemented a GRC SaaS-based tool as a single automated tool for Audit Management, Regulatory Compliance Management, IT Risk and Exception Management, Vulnerability Management & Vendor Risk Management.US Repackaging Center Program – • Led a program to reduce scrap, obsolescence, gain and loss (SOGL) expenses for non-Manufacturing activities (e.g. distribution, field, transportation, etc.).• The scope included setting up a centralized distribution center in Memphis and enhancements to SAP and infrastructure to provide support for the new processes.• Managed the Global Order Monitoring Program (GOM). This program was established to pilot Business Process Management (BPM) capabilities within the Medtronic Supply Chain. Utilized agile methodology to deliver the proof of concept of Business Activity Monitoring (BAM) to Medtronic’s Order to Cash business process. This was facilitated by implementing and piloting Software AG’s webMethods Business Process Management Platform.

Project Manager in the Grain IT Division.

• Information Technology Service Management (ITSM) Project – Managed the implementation of the ITIL Version 3 (Information Technology Infrastructure Library) compliant ServiceNow Software as a Service (SaaS) tool. This project was the main component of Best Buy’s Infrastructure reorganization program which replaced an out sourced, single-vendor managed, business processes with a multi-vendor, internally managed model. Resulted in procuring and training the project team, plus 20 FTE hires, and the testing, training and implementation of the tool. • Microsoft Office 365 (O365) Exchange Implementation Project -- Managed the Microsoft-lead implementation of MS O365 Exchange services for the whole Best Buy Enterprise. Resulted in migration and training of over 180,000 Microsoft O365 users. One of largest implementations of MS O365 to date.• Identity and Access Management (IAM) Project – Managed the four-track identity and access project for the Best Buy Enterprise. Tracks included the following:• Role and Recertification implementation of Oracle OIA (Oracle Identity Analytics)• Active Directory implementation of Microsoft AD (Microsoft Active Directory)• Provisioning implementation of Oracle OIM (Oracle Identity Manager)

Engaged to bridge a significant eCommerce experience gap on Target’s Everest program to manage its own Target.com platform. Established the Online Operations Division (Online Ops consists of six support tracks: Business, Application, Infrastructure, Planning, Release, and Monitoring). On-point to deliver the highly visible Everest System Management Tool (SMT) readiness milestone. Utilized agile scrum methodology to complete all Release Four deliverables.

Implemented the Project Management capability deliverables for all of Triquetra Technologies’ (T2’s) clients. Developed and delivered all Project Management templates and SharePoint collaboration sites for the 6-person T2 Team. Worked with T2’s main client, International Software Solutions (ISS) to Develop, Analyze, and Execute Courses of Action (COAs) to identify, develop, and integrate their intelligence software, CIDNE (Combined Information Data Network Exchange), into new and existing Programs of Record (PORs) and other Capability Development Initiatives within the context of the current Defense Acquisition System (DAS) and Joint Capability Integration and Development System (JCIDS) processes. End state will be the maximization of fielded Combined Force capability sets as detailed in CIDNE Capability Development Documents (CDDs), the Universal Joint Task List (UJTL), and DoD Readiness Instructions for strategic, operational, and tactical commands. This project is commencing its second phase to implement this strategic plan.

Implemented and lead a PMO for LJK which is a full-service lodging and transportation management company providing customized solutions and administration services for airlines, the railroad industry (BNSF), retail merchandising contractors, and insurance adjusters. Managed over 25 projects delivering several that had been stalled or abandoned for years.

Project Manager for Northwest Airlines PMO. Completed two, high-profile PMO-level projects for the Operations and Finance/Reservation divisions including: Fuel Automation Supply Chain project and Reservation Automation Project. Both projects were completed on time and ~ $ 100K under budget. The Fuel Automation Project implemented the fully integrated SolArc Right Angle application to manage fuel purchases and accounting to replace the current, aging, disparate system that was carried over from the Northwest-Republic merger in 1987. The newly implemented system reduced inventory by ~ 2.5 days resulting in an annual savings of over one million dollars and reduced prepayment balances from 3.2 days to 0.2 days and increased matching and reconciliation capabilities to allow daily prepayment resulting in an annual savings of over two million dollars. Implementation of both projects poised Northwest Airlines for a more advantageous merger with Delta Airlines.

On consulting contract at Prime Therapeutics Inc.Project Manager for Prime Therapeutics, Inc., Infrastructure Service Delivery Division. Completed several PMO-level projects for the division including: Websphere 6.1 Upgrade, IPCC Telephone Enhancement, and Virtual Queuing. These projects were at the core of Prime’s strategic Call-Center and Data Transfer business. Global System for Mobile Communications (GSM) and General Packet Radio Service (GPRS) systems were also addressed. File Transfer Protocol methodologies were standardizes and optimized for a new RFP process. Prime Therapeutics LLC is a pharmacy benefit management company dedicated to providing innovative, clinically based, cost-effective pharmacy solutions for clients and members. Providing pharmacy benefit services nationwide to approximately 12.5 million covered lives, its client base includes 10 Blue Cross and Blue Shield Plans, employer and union groups and third-party administrators.

On contract as Program Manager.Program Manager for J2EE (Java) Replacement Program to enhance the existing and unsupported Microsoft Visual Basic GSC (Group Service Center) and LB (Life Benefits) webpages with their upgraded J2EE versions – Scope of approximately 28,000 IT person-hours. This was accomplished via two Projects: the GSC Project which consisted of two iterative releases and the LB Project which will consist of four iterative releases. During this program, the Customer Respect Group awarded the Life Benefits website the highest rating in the industry, Securian increased premium revenue by $111 Million, sold a record-breaking $139 Million in new premiums, and increased life insurance in force by $69 Billion.

Naval Special Warfare and Intelligence

Program Manager on contract at GMAC RFC.Program Manager for the merger of two business entities at GMAC RFC. Lead six Project Managers within six Divisions and 30-plus projects during the merger of HomeComings Financial Mortgage with GMAC Bank. The Program resulted in forming one entity that has a common brand identity, operates with shared policies, process, and technology platforms and has the ability to provide all clients with all product offerings. The Program succeeded in combining the systems, financial reporting, and personnel to form a 32 Billion dollar per annum entity.

Project Manager on contract to Carlson Companies.IS Project Manager at Carlson Shared Services, supporting Carlson Marketing Group, for the implementation of a Rewards Catalog Websites for the customer MBNA in the United Kingdom. This was a ground breaking project in that the application for the website was managed in the United Kingdom, while the infrastructure was securely located in the United States, paving the way for future trans-Atlantic, European business. Duties included, but were not limited to: project planning (schedule), governance reporting (program integration), status reporting (progress reporting and communication), risk/issue reporting (risk and issue management), resource planning and management, and budget control (cost management).

Project Manager on contract to American Express.Business Project Manager for the implementation of the Performance Management Tool (PMT for advisors) and Financial Accounts (FA for clients) performance reporting websites. Project included the planning, analysis, design, testing and implementation of the web-base PMT and FA sites using the Method 1 methodology. Duties included, but were not limited to: project planning (schedule), governance reporting (program integration), status reporting (progress reporting and communication), risk/issue reporting (risk and issue management), resource planning and management, and budget control (cost management). The second concurrent phase of the project resulted in the decommission of the hard-copy Quarterly Performance Statement (QPS) which resulted in a savings of $ 900 thousand per annum.

Program Manager on contract at Land O' Lakes Feed and Seed, Merger and Acquisition.Program Manager for a 30-project Program at Land O’Lakes Feed Division during a merger and acquisition with a competitor. Implemented a cross-functional PMO for several divisions within the new entity. This included using all facets of the Project Management Institute’s Body of Knowledge. Program resulted in a cost savings of 60 Million Dollars in 12 months. Developed a Program Management Office (PMO) to facilitate the merger. Sarbanes-Oxley Act compliance. Project management practices were assessed and recommendations made to achieve Project Management Institute Level three project management maturity.

Program Manager on contract to Agriliance Supply Chain Mgmt.Assisted an organization with the development of a Supply Chain Program Office. The deliverables included a complete Supply Chain Operations Reference Model (SCOR) assessment of trucking logistics, Program and Project Management practices and mentoring the Project Management Office team in the use of the developed practices. An extensive, formalized training curriculum was also created and delivered.

· Managed several projects for Fortune 500 Companies, including PMO implementations, Program Management, and formal Project Management, using all facets of the Project Management Institute’s Body of Knowledge. o Lockheed Martin (Pragmatek) - Assisted an organization with the initiation, planning, execution and control of a Supply Chain Optimization Project. The organization was transformed from a contractual cost-plus, pass-through, entity to a more business-like fixed-bid, Profit and Loss entity. This change was brought about in time to accommodate the company’s restructuring to fulfill a newly awarded fixed-bid contract.o The Toro Company (Pragmatek) - Assisted an organization with the development of a Supply Chain Program Office. The deliverables included Program and Project Management practices and the mentoring the Project Management Office team in the use of the developed practices. An extensive, formalized training curriculum was also created and delivered.

Project Manager on contract at Toro, Supply Chain.Assisted an organization with the development of a Supply Chain Program Office. The deliverables included Program and Project Management practices and the mentoring the Project Management Office team in the use of the developed practices. An extensive, formalized training curriculum was also created and delivered.

Project Manager