Develop the PMO operating model, then drive delivery and execution using capabilities around methods and tools, training, and resource management across the organization

Project Manager of BSS/OSS onboarding for customers to MBS as well as internal CDG process improvement.• Implemented the Project Management Office and the Agile Project Management methodology at CDG• Established the Project Management Office (PMO) at CDG focused on customer onboardings• Immediately began to document the process for onboarding customers to MBS to determine work needed to complete an onboarding• Conducted training sessions for employees that will be using Agile on the first projects• Developed, presented, and executed business proposal to bring Group Atlantic Management Consulting in to lead implementation of Agile methodology and training across CDG departments• Installed Agile Project Management Methodology for customer onboardings to MBS• Created project plan template of epics and stories from the documented MBS onboarding process in Jira• Built filters and dashboards for project, UAT, and RAID management in Jira• Developed business case, documented requirements, interviewed potential partners and executed SOW for Jira implementation refinement as well as annual support contract• Initiated the Future of Onboarding plan based on Voice of Customer (VOC) reducing customer onboarding time• Created content for training videos across initial focus areas of MBS onboarding as well as Agile methodology to provide customers self-service and efficiency resulting in jump starting the onboarding progress• Instituted an MBS sandbox environment and pre-migration-based training for customers to use at the beginning of a project to train on and use new MBS concepts while making decisions about their onboarding• Developed high level, sprint-based release plan to aid customer resource planning & dependency mapping• Assisted in installing the MBS Roadmap backlog prioritization process based on VOC feedback.• Sales process improvement and tool creation• Pre-Sales customer scorecard to determine baseline implementation duration and cost estimation

New product introduction across multiple product lines.● New product introduction for Fiber Access Solutions including Standard and High-Density Cassettes, Universal Fiber Panels, as well as Custom Integrated Enclosures.● New product introduction for Outside Plant Cabinets including Air-conditioned cabinets, a Plus line of cabinets that is wider & deeper than the original Boxer cabinet line, and new customer integrated cabinets.● Define creative, high quality, simple product roadmaps based on team strategy and vision.● Collaborating with Supply Chain on raw material and component purchases as well as with Production Planning on product release to customers.● Vendor management and negotiations with multiple suppliers across all product lines from sell price to component delivery to assembly processes to quality control. ● SKU management from new SKU introduction to discontinuing obsolete SKUs.▫ Reduced the SKU count by 45%.▫ Fixed three generations of part numbers for cassettes and panels.● Cost reduced Collapsible Fiber Spool 475%.Develop business and financial plans for product pricing, buy/build/partner, and profitability.● Manage and report on product line profitability thru price setting, cost/margin analysis as well as track budget and revenue.● Provide Sales & Operations (S&OP) estimates on a monthly basis for revenue projections.● Increased revenue of Fiber Access Solutions by 10% year over year from 2019 to 2020.● Increased profitability of Fiber Access Solutions by over 40% year over year from 2019 to 2020.● Increased profitability of Outside Plant Cabinets by 8% year over year from 2019 to 2020.● Ongoing competitive assessments to identify market trends for development, long-term forecasting, business planning, monitoring competitive landscape, updates to marketing & promotional materials.● Product strategy creation including market definition, distribution, product portfolio and roadmap.

Strategic Program Manager – System Integrators Initiative 2017 – 2018● Led Initiative Team in creating the System Integrators charter, strategy and execution plan for Panduit.▫ Developed compelling value proposition centered on impacting business outcomes while increasing revenue/margin for the System Integrator.▫ Met with SIs to obtain voice of the customer utilizing the Market Driven Growth (MDG) approach to validate the value proposition and offering.▫ Modified sales process for system integrator led opportunities.● Adopted Agile Project Management Methodology.▫ As Scrum Master, consistently held daily Scrum meetings, performed Sprint Planning on the first day of every Sprint, and acted as Product Owner during backlog grooming sessions.▫ Executed Demo and Retrospective meetings after every Sprint showing documented value.▫ Automated Sprint board, Product Backlog, Strategy & Roadmap, Burndown & Velocity Charts, as well as the Retrospective in an Agile Program Management Toolkit.Senior Business Development Manager – Small/Mid-Market Data Centers 2015 – 2017● Key contributor to developing the new Data Center Business Plan and Strategy for Panduit.● Provided domain expertise and voice of the customer to the Data Center product teams.● Conducted research using the MDG approach to gather requirements, to identify urgent and pervasive market problems, Buyer/User personas, technology trends, industry partnerships and marketing tools.Global Solutions Manager – Data Centers 2009 – 2015● Managed an 8-month project consisting of marketing, product, and R&D leaders to research and describe a strategy to enter the co-location/cloud market, concluding with an executive report out.● Developed and delivered training for Global Data Center Sales Team of 70 associates and executives.● Created solution papers on Server Virtualization, Data Center Consolidation, Modularity, Agility, Cloud Computing, and Network Architecture to increase Sales Team confidence by 20%.

Service Management Lead responsible for planning, implementing and performance testing infrastructure. ● Directed performance testing team on a document repository upgrade.▫ Led a 10-person team, consisting of development, infrastructure and testing resources, in load testing the FileNet upgrade. This included the infrastructure and 30 Business Critical applications that interface with the FileNet document repository.▫ Successfully tuned FileNet infrastructure to exceed previous system’s performance.▫ Negotiated with IT Security as well as IT Management on encryption and the decision that allowed for faster throughput.● Headed the technical deployment of GuideWire’s PolicyCenter application.▫ Directed a 20-person team in the successful deployment of code and infrastructure.▫ Implemented repeatable build and deploy processes, resulting in 40% faster deployment time.▫ Key technologies utilized in deployments: webSphere, MQ, Oracle and Control-M.▫ Facilitated working sessions with webSphere and development resources to resolve deployment and environment issues.▫ Developed, documented and implemented repeatable build and deploy processes across multiple infrastructure environments. Successfully transitioned this process to production support team.▫ Negotiated with the development, production support and business teams on the deployment schedule for acceptable downtime windows.● Managed a SAN remediation project of 350 servers across 5 storage frames.▫ Led a 21-person team consisting of system engineers, project managers and vendors.▫ Mitigated issues with Change Control team to obtain authorization for changes.▫ Resolved conflicts within the project team over utilization, scheduling and technical issues.▫ Implemented method for proving migration results for Internal Audit.▫ Liaison to Senior Management on progress, issues and risks.● Implemented Aperture VISTA for the Data Center Migration project, from contract negotiations to production rollout.

Technical Architecture Manager – Logistics, Transportation & Fulfillment Project 2002 – 2006Lead of the technical architecture team in the Software Development Life Cycle (SDLC).● Directed a 4 FTE technical team in system design, implementation of G-Log, Yantra OMS/WMS and webMethods as well as 24/7 production operations of a large-scale Solaris infrastructure.▫ Defined and implemented processes for effective administration and monitoring of production systems.▫ Designed and implemented fault tolerant systems using various methods of redundancy.▫ Managed the technology portion of a major warehouse move that included establishing a new network and print access with minimal operational interruption to the Fulfillment system.▫ Planned and executed phased system decommission without interrupting production operations.● Implemented and managed the Software Configuration Management (SCM) procedures to more effectively manage application code movement and migration between remote environments.● Led the technical portion of the Sarbanes-Oxley SAS70 Engagement Audit.Technical Architecture Manager – Multiple Projects 2000 – 2002Led technical architecture teams on several large scale, custom development and package integration projects.● Redesigned technical strategy of a new system architecture through facilitated sessions, discussion and modeling of future state system capabilities.● Managed hosting provider activity and provided solution specific documentation as needed.● Performed package selection of eBusiness applications (ATG Dynamo, webLogic, and Tomcat).● Designed the infrastructure architecture utilizing storefront, portal and middleware technologies.● Managed SCM resources and processes for Development, Test, UAT, Staging and Production environments while automating the build process to move and migrate application code between environments.● Trained new consultants in application installation, code migration and SCM processes.

IT Operations – Lead Infrastructure Engineer – Advanced Development Center (ADC) 1996 – 2000The Advanced Development Center specializes in custom application development and package implementation.● Managed a 5-person technical support team for multiple environments as well as data center migration.▫ Planned, designed, and rolled out Tivoli implementation.▫ Implemented new DNS architecture across all development centers and restructured the DHCP ranges.▫ Migrated from Novell NetWare to Window NT Server.▫ Improved network by installing switches and configuring Routers and VLANs on the network.▫ Built 40 additional Windows NT servers for new development centers across North America.● Initial member of team that rolled out process, methodology and infrastructure for the first internal development center for Ernst & Young.▫ Member of team that achieved CMM Level 3 certification for the Advanced Development Center.▫ Member of team that implemented QMS processes for how project operate within the Center.● Budgeted, purchased and tracked all technology purchases for the development centers.Capgemini Ernst & Young Campus Recruiting Team Lead – Northern Illinois University 1996 – 2006● Led campus recruiting efforts at Northern Illinois University, including coordinating and conducting on-site and in-house interviews, campus events and speaking to professors and classes. In addition, led an effort to donate servers to the Department of Operations Management and Information Systems (OMIS) to start a Business Technology Center and use it as part of the curriculum.