Thomas Kress Email & Phone Number

Marietta, Ga, Us

Greater Atlanta Area

Greater Atlanta Area

Greater Atlanta Area

Current Assignment: Senior PM at Cox Communications - Digital Experience TeamManaging resources, budget (>$5M), schedule (multi-month projects) and scope for multiple initiatives aimed at enhancing the Cox Business digital experience. Efforts adhere to Cox Enterprise PMO Guidelines and gating structure. Provided the leadership and coordination across teams and stakeholders, directly leading to an on-time, on-budget completion of a "Bluprinting" project that delivered a new… Show more Current Assignment: Senior PM at Cox Communications - Digital Experience TeamManaging resources, budget (>$5M), schedule (multi-month projects) and scope for multiple initiatives aimed at enhancing the Cox Business digital experience. Efforts adhere to Cox Enterprise PMO Guidelines and gating structure. Provided the leadership and coordination across teams and stakeholders, directly leading to an on-time, on-budget completion of a "Bluprinting" project that delivered a new look-and-feel to the Cox Business website. Key Deliverables included a new On-line style guide/pattern-library, content strategy, technical guide, and respective digital components. Value to the business (above and beyond a modern look and improved navigability) is a quicker development times via the use of standardized components.Other projects under my leadership include developing a new Business Customer On-line ticketing platform, and a back-end Re-architecture project to the CB MyAccount platform. Performance has led to increased client satisfaction and contract extension through 2015. Show less

Mclean, Va

Reporting to VP of Corp Strategy, built framework to manage FrontPoint’s MM$ portfolio of projects spanning across their Shared Services. Hired, mentored and lead team of PMs and BA, defining roles and responsibilities, performance metrics, and SOPs to streamline the project lifecycle. Cultivated trust with and among stakeholders by establishing clear lines of communications, open reporting, and a focus on delivering value to their team, and the company as a whole. • From the ground… Show more Reporting to VP of Corp Strategy, built framework to manage FrontPoint’s MM$ portfolio of projects spanning across their Shared Services. Hired, mentored and lead team of PMs and BA, defining roles and responsibilities, performance metrics, and SOPs to streamline the project lifecycle. Cultivated trust with and among stakeholders by establishing clear lines of communications, open reporting, and a focus on delivering value to their team, and the company as a whole. • From the ground up, moved rapidly expanding business from butcher paper sticky notes to a consolidated idea management system including over 60 initiatives. Provided means to:─ Gain consensus on objective priorities for functional areas─ Understand and manage capacity ─ Manage scope, requirements and delivery ─ Manage budgets in coordination with FP&A• Accountable for facilitating executive portfolio reviews; covered key initiative statuses, and recommended next projects in consideration of strategic objectives, budget, and capacity. • Served as first point-of-contact with executive sponsors and product/project owners. Captured mission and scope, aided the business case development, and identified cross project dependencies or impacts. • Assigned PM’s and governed all planning, execution, and closure activities; oversaw requirements vetting, backlog creation, estimating, scrum meetings, change and risk management, and reporting.• Reviewed all project plans and related artifact. Identified areas for improvement and mentored staff and non-direct reports in PM best practices.• Established a PMO dashboard providing insight into velocity, variance, bottlenecks, and ultimately tracking if KPIs were improving.• Utilized Agile and SCRUM principles in developing project processes enabling quicker and consistent delivery of value to teams and flexibility in the prioritization of work.• Lead the assessment for an enterprise PPM tool (Daptiv, AtTask and Innotas) Show less

Mclean, Va

Reporting to VP of Finance, responsible for setting and executing IT strategy in a dynamic/variable environment, overseeing all transition activities associated with acquisition by NTT Data, and building partnerships with all key business functions. Oversight and direction of all IT components including, Infrastructure, Business Systems, Unified Comms, Support and P&Ps. Served as adviser to executive leadership. Reduced risk exposure, support costs and management costs by refreshing… Show more Reporting to VP of Finance, responsible for setting and executing IT strategy in a dynamic/variable environment, overseeing all transition activities associated with acquisition by NTT Data, and building partnerships with all key business functions. Oversight and direction of all IT components including, Infrastructure, Business Systems, Unified Comms, Support and P&Ps. Served as adviser to executive leadership. Reduced risk exposure, support costs and management costs by refreshing our equipment landscape from over 25 models of laptops/desktops—spread across 3 vendors—to 3 models from one vendor realizing 25% savings in cost, capitalizing on volume pricing, and reigning in out-of-date technology.Participated in facility planning for key contracts with specific attention to infrastructure and security.Instituted structured project management where none previously existed, providing greater control and transparency over IT and non-IT projects. Leveraged SpiceWorks to implement an automated service desk suitable for our business model. Show less

Mclean

Provided IT leadership and support to USIS’ ALS business line. Responsible for driving the integration between the ALS business and corporate structure, overseeing process improvement, re-architecting workflow, supporting direct client deliverables, coordination of several IT initiatives and the creation/implementation of policies and procedures governing various aspects of technology (e.g. data management and retention, SLAs, etc).Proposed, designed, and led implementation of… Show more Provided IT leadership and support to USIS’ ALS business line. Responsible for driving the integration between the ALS business and corporate structure, overseeing process improvement, re-architecting workflow, supporting direct client deliverables, coordination of several IT initiatives and the creation/implementation of policies and procedures governing various aspects of technology (e.g. data management and retention, SLAs, etc).Proposed, designed, and led implementation of web-based workflow management tool that centralized order intakes, automated routing and notifications, and gave transparency to capacity.─ Annual savings of over $800k/year via reduced re-work and improved billing on <$50K initial investment.Oversaw review and updates to security policies/procedures and compliance controls.Participated in organizational re-structuring process, identifying areas where expertise was needed and vetting candidates for respective roles.SME on bids and proposals, interfacing with clients and providing insight into IT best practices. Show less

Falls Church, Va

Reporting to CIO, established and directed IT PMO. Oversaw multi-layer organization of 14 employees while managing a diverse portfolio of project investments averaging $7M in value. Aligned staff and resources to project needs, and facilitated the strategic selection/prioritization of initiatives using rigorous ROI and business case processes. Evaluated initiatives against corporate strategies, leveraged KPI’s to track progress, and ensured objectives were accordingly met. Improved… Show more Reporting to CIO, established and directed IT PMO. Oversaw multi-layer organization of 14 employees while managing a diverse portfolio of project investments averaging $7M in value. Aligned staff and resources to project needs, and facilitated the strategic selection/prioritization of initiatives using rigorous ROI and business case processes. Evaluated initiatives against corporate strategies, leveraged KPI’s to track progress, and ensured objectives were accordingly met. Improved project lifecycle efficiency by 30% through standardizing the IT engagement process and aligning methodologies to Project Management Institute (PMI) standards. Implemented EVMS metrics and proper change controls to improve tracking.─ Developed and tailored 40+ project templates and tools, supporting all phases of the PLC and SDLC; increased team output by capitalizing on economies of repetition.Collaborated with CIO, COO and CFO to establish an executive steering committee, governance of initiatives, and increasing transparency to—and leverage of—IT capacity and operations.─ Introduced a project governance matrix to “right-size” levels of control required to execute initiatives based on factors such as proposed project size, investment, ROI, and risk.Mentored and developed PM and BSA staff, amplifying their abilities and business acumen, garnering multiple member promotions to leadership roles. Implemented MS Project Server 2010, leveraging it to reduced waste of human capital via improved resource allocations while increasing collaboration among PMs and teams.Assisted Business Development team with proposals/bids for contracts, subsequently managing the initiative pipeline, increasing on-time deliveries of services to customers. Show less

Recruited by executive leadership to establish and implement thorough, standardized project management processes and tools, while executing multiple strategic IT initiatives. Key activities included scope definition, budget management, resource allocation, change governance, and executive reporting. Successfully led large, small, and remote teams through full project lifecycles; planning, assumptions/constraints/risk analysis, requirements and design, development, testing… Show more Recruited by executive leadership to establish and implement thorough, standardized project management processes and tools, while executing multiple strategic IT initiatives. Key activities included scope definition, budget management, resource allocation, change governance, and executive reporting. Successfully led large, small, and remote teams through full project lifecycles; planning, assumptions/constraints/risk analysis, requirements and design, development, testing, communications, reporting, deployment and closure. Notable accomplishments include:─Directed implementation of new case-management application; 1 year project investment of $1.5M+, delivered on time (< 5% change in original delivery date) to scoped specifications, and exceeding end-user expectations.  Realized value includes 25% increase in field productivity, over $100M won in new contracts due to system successes, over $.5M saved in vendor support fees─ Managed Sugar® CRM upgrade to hosted solution. Project performance resulted in direct cost savings of ~45% of original SOW and completion in under 2 months.─ Coordinated a web-based case management tool supporting multiple OPM, OS and DHS contracts, providing scalability to field operations and the on-boarding of new contracts.─ Drove a Metastorm® lead-generation tool supporting Detention and Removal Office operations of the Department of Homeland Security. System aided in capture of $70M contract win.Reduced project costs by leveraging business partnerships and future prospects during negotiations. Show less

Bothell, Wa

Promoted from Project Specialist to be the senior lead for team tasked with integrating the data and processes from four acquired companies into Philips’ business processes and applications. Efforts contributed to 200+ hours/month saved on customer issues, 20% reduction of outstanding receivables, improved reporting accuracy, and improved cash flow. Successes led directly to receipt of several performance awards and bonuses. Actuated data-cleansing and de-dup of SAP customer/vendor… Show more Promoted from Project Specialist to be the senior lead for team tasked with integrating the data and processes from four acquired companies into Philips’ business processes and applications. Efforts contributed to 200+ hours/month saved on customer issues, 20% reduction of outstanding receivables, improved reporting accuracy, and improved cash flow. Successes led directly to receipt of several performance awards and bonuses. Actuated data-cleansing and de-dup of SAP customer/vendor databases. Provided 60% reduction of customer/vendor records and assurance that new data was standardized and not duplicated.Collaborated on design and implementation of a web-based tool supporting SAP information change requests. This tool became the gold standard for Philips North America and chosen for implementation on a global basis.Researched and evaluated gaps in processes and data management related to Sarbanes-Oxley (SOX) requirements. Key findings and improvements contributed to reaching compliance. Show less

Bothell, Wa

Actively promoted centralized data management resulting in the growth of MDM team, from 2 to 7 employees, commensurate with increased data ownership. Composed data migration plans, data maps, and data dictionaries to support integration of three new Legacy systems onto the SAP platformEducated team and business customers to better utilize master data facilitated procedures

Ba, Managment Information Systems

Ba - Management Information Systems, Management Information Systems