• Have managed several scrum teams in a SAFe Agile and waterfall environment. • Created and managed portfolio's, initiatives, Epics, Features, Stories and tasks in Azure DevOps• Tracked, reported and mitigated project risks and issues that affect scope, costs, delivery completion (time) and resource restraints.• Authored and reported status on weekly / monthly executive portfolio reports in Clarity and ServiceNow.• Created project intake process, flow and business case framework.• Used Clarity and ServiceNow for financial reporting, resource allocations, project schedule updates and reporting

Provided personal caregiving for my father during hospice care.Oversaw the estate sale and executorship for my father and late wife’s 2 businesses.

• Facilitated cross functional business relationships for purpose of portfolio managing $25M+ portfolio of security, risk and compliance related project.• Influenced organizational decisions which projects to undertake. Additionally, typically tracked and reported in-progress projects to elevate portfolio risks and issues, costs, health and resource restraints.• Gathered and reported metrics from several Sr. PM's and reported status on weekly executive portfolio reports.• Managed highly-sensitive 3rd party security audit *dark projects* with a budget in excess of $22M.• Created project intake process, flow and business case framework.• Used Clarity for financial reporting, resource allocations, project schedule update and reporting

- Directed data center migration efforts for Symetra Financial- Directed all phases of data center migration project from Planning to Implementation.- Directed planning, budgeting, vendor selection and quality assurance efforts.- Facilitated migration process instruction for client’s technical management teams. - Spearheaded 5 of the 9 move wave events, resulting in the migration of 800+ Wintel based open systems, middleware servers, file servers and a singular mainframe out of Hillsboro, Portland to Omaha, NE.- Directed the development and build of an Axway 5.3 PROD and QUA Environments complete with HA functionality for over 200 external Symetra trading partners.- Recommended process and flow improvements to Symetra's ServiceNow ticketing system.- Defined clear targets and objectives and communicated them to other team members.- Developed weekly & monthly executive presentations and reports to facilitate project evaluation and process improvement.- Monitored timelines and flagged potential issues and risks that would need to be addressed.

- Managed several waves of data center migration events for Campbell Soup based out of Philadelphia, PA.- Directed 5 of the 8 move wave migration events, resulting in the migration of 1800+ Wintel based open systems, middleware servers, file servers and several mainframes from IBM (Poughkeepsie, NY) to Omaha, NE.- Spearheaded the build of several Test and pre-production mainframe environments for the client to validate the SAP systems prior to Go-Live.- Directed planning, budgeting, vendor selection and quality assurance efforts.- Defined clear targets and objectives and communicated them to other team members.

Senior Project Manager for several simultaneous security, PII/PCI, network border protection, Defense in Depth (DiD) projects throughout every global region (NA, LAC, EMEA, and APAC) for FirstData's GASCT group. Authored and managed project plans, conducted scheduled and ad hoc status meetings; tracked OPEX/CAPEX costs, issue logs, tracked project risks and participated in CR changes.

Security Compliance Auditor for MetLife’s International MORE initiative; a process to evaluate the security, recovery and compliance controls of 3rd party service providers that engaged with MetLife. Daily responsibilities included expert evaluation and assistance in security, risk and compliance with regional informational security leads (RISL’s) throughout their international arenas, while coordinating Ernst & Young onsite vendor support for any onsite physical / environmental evaluations. Pre-evaluated inherent risk of business engagements; which would determine the scope of the MORE review. I created detailed findings and reports for senior management reviews. Provided vendor comparative evaluation studies for several business engagements and attended multiple business review meetings per week to discuss final business risk finding reports. Environment: Insurance, Security/Compliance, Risk Management, Vendor Management, PeopleSoft, Archer, (MORE) MetLife Organizational Risk Evaluation, ISO/IEC 27001:2005, PCI, HIPAA, SAS70, GLBA, InfoSec, NIST, FISMA, FFIEC, ISO/IEC 17799:2005, CobIT 4.0

Day to day lead change management responsibilities for several GCCIBT project initiatives; including the btConverge Implementation (a strategic IT Demand, Portfolio, Asset, Application repository, planning and reporting tool), mRP Environment Expansion (Tier 0 US and UK datacenter builds with pre-production test environments for Message RP) and the IPSS Service Registry (CIPS application management) projects. Project management responsibilities include charter creation, business requirements documentation (BRD), scope and SOW development, obtaining and documenting technical, functional and customer requirements, financial/fiduciary tracking, communication planning, project schedules, risk and issue management, producing status updates and coordinating multiple team, customer and executive level meetings and review sessions.Environment: Financial, Agile, Waterfall, Six Sigma, Clarity, Portfolio/PM CRM tools

As the Technology Chairman for the Democratic Party in Albany County, I am assigned to oversee and review security and compliance matters as they pertain to the overall technology footprint within the party. I am in charge of drafting and rendering for review; disaster recovery and business continuity policies and plans. I review and encourage proper security measures are in place for audit reporting; that physical access control points are administered and monitored (keys, key-fobs, data room access keys, office keys, etc.) and that user access control into sensitive databases, files and domains are strictly administered.I am also in charge of ensuring that the Albany County Democratic Party web page content is accurate and up-to-date. (www.albanycountydemocrats.com). Joomla content management tool administration is strictly monitored to ensure to proper administration controls are in place.I create a yearly risk assessments which measure the organizations overall ability to ensure business and party continuity in the case of change regarding leadership, infrastructure, catastrophic failure; as well as a review technology currently in use. These findings are sent to the Committee and Legislative Chairman for their review and assessment.Environment: Political, Government, policy management, server administration, remote access, database administration and development, web page development

KBI is resurrecting, developing and enhancing an internally developed SQL application to an Oracle environment to meet with CDPHP’s regulatory, functional and business requirements. The project required substantial SQL review, ASP.NET and C# 2.0 redesign. Project management responsibilities included business requirements documentation (BRD), scope and SOW development, obtaining and documenting technical, functional and customer requirements, financial/fiduciary tracking, communication planning, project schedules, risk and issue management, change management tracking, producing status updates and coordinating multiple team, customer and executive level meetings and review sessions.Environment: Healthcare, Medicare, SDLC Development, EPM, Clarity, Workbench

In charge of leading project management initiatives centered on business, operational best practices, demo/training and process reengineering development for HP's OpsWare product set. HPSA 7.83 and HP's Operation Orchestrator were the products of choice. Team consisted of vendor technical developers and Wells Fargo engineering, tools management, server administration and CRM's for multiple line of business groups. Project management responsibilities included business case and scope development, obtaining and documenting technical, business and customer requirements, financial/fiduciary tracking, SOW generation, project planning, risk and issue management, change management, provide status updates and project reviews to executive sponsors and team, coordinate multiple meetings, demo's and training sessions.Environment: SDLC Development, HP Server Administration (HPSA), HP Operations Orchestrator (HPOO), vendor management, resource management, remote project team, STAMP, Planview, Financial reporting, EPM

I conducted MetLife’s annual 3rd party vendor and application evaluations for ITRBR group. Evaluations were key to ensure vendors which performed value added or offsite hosted services, were compliant with government regulations, industry best standards and MetLife policy / security standards to ensure due diligence was performed to protect MetLife’s customer data. Publications such as NIST, FISMA, HIPAA, SEC, ISO 17799 / ISO27001, PCI and others were constantly leveraged and reviewed to enhance these evaluations and internal policies.• Conduct SAS-70 Part II evaluations, SIG reviews, Moody Rating / VIR evaluations, and other technology risk evaluations for multiple LOB business vendor engagements.• Developed automated report generator (Excel/Word) for the 401 question MORE evaluations.

I was hired as a project manager for MetLife’s Enterprise Technology PMO group, leading several MetLife ISIP (Integrated Security & Information Projects) projects throughout business verticals within MetLife. ISIP projects included the Enterprise SecureMail, Offshore Remote Authentication and the Rogue Network Device Detection projects. Security enhancement projects include the WebSense Client Deployment and the Web Application Privacy Scanning projects. All projects required clear and concise deliverables, risk evaluations and mitigation management, issue /action item escalation management, change request/control processes and budgetary and fiduciary responsibility.• Developed language for several policies pertaining to transmission and acceptable use of SecureMail; as well as SecureMail Retention metrics, Employee Internet Use Monitoring and Filtering policies, security and network policies and practices for rogue network devices.• Developed / authored key project documentation (charters, scope, risk strategy/planning, etc).• Facilitated gathering of business, technical, functional and user requirements.• Facilitated vendor proposal / review meetings• Contributor to key vendor RFP/MSA/SOW negotiations (Great Bay, HiSoftware, Tumbleweed).• Authored (Schedule A) SLA performance and penalty language for vendor MSA/SOW agreement• Developed weekly Executive level OMM project reports and meeting minutes.• Managed project staffing and budget reporting on all individual projects.• Developed Change Freeze Request form and process for executive review approvals.• Facilitated a root cause analysis of MetLife’s server build process, which contributed to a rewrite of that process and a 25% decrease in recurring costs.Environment: Business Process Modeling with IT SDLC / ITIL methodology, vendor relationship management, Risk Management, SAS70, HIPAA, SOX, Policy / Security Standards, Industry Best Practices

As a PMO Project Manager, I provided project leadership to the Deloitte & Touché development team on the NYSPIN Replacement project. The scope incorporated release strategies for moving away from a mainframe intensive operation to an Integrated Justice portal application accessible through WebSphere P595’s via the IJ Portal within a 15-month engagement period. I tracked LOE financial metrics against the projects’ deliverables. Drafted risk mitigation contingency strategies and instituted an issue/action item tracking management system. Defined and coordinated request/change control processes and project cost variances.• Ensured proactive project sponsor and executive level visibility through formal review meetings and status updates.• Assisted Deloitte & Touché project leadership on understanding NYSP PMO project procedures.• Worked hand in hand with NYSP PMO Leadership to develop PM processes, procedures and internal policies.• Collaborated with IT Network / Security and Management groups to leverage NIST, FISMA, ISO 17799 / ISO27001 and other publications and industry best practices to analyze and suggest changes to NYSP IT policies and standards. • Developed new NYSP PMO project processes, templates and tools foro Change Request and Controlo Project Status Reportingo Issue/Action Item Tracking (Access database with VBA)o Risk Management Worksheet (Excel)o IS Call Tracking within Heat ® (Excel – ODBC feed / data retrieval)o Communication Plano Project Analysis Report (MS Project with VBA)• Authored Annual Technology Project (ATP) financial reports for senior management review.Environment: Business Process Modeling with an IT Portfolio Management methodology, vendor relationship management, policy management

I was assigned as the Integrated Justice Network Portfolio Manager for the newly formed Integrated Justice Advisory Board (IJAB) of NYS. The IJAB consists of the following criminal justice agencies: Department of Criminal Justice Services (DCJS), New York State Police (NYSP), Department of Corrections (DOCS) and Division of Parole Services (DOPS). The initial scope was to develop a standardized work flow process and tracking mechanism for Integrated Justice network personnel assigned to justice departmental projects. Historical and forecast modeling enabled management to properly appropriate staffing levels/resources, manage over-allocation of resources, identify training possibilities, process shortfalls and anticipate future IT planning and budgetary considerations.• Planning - Defined a 5 phase process life cycle approach to implement and track IJAB Network related work processes, project and resource controls in order to deliver up-to-the-minute reporting throughout the 4 agencies.• Process Improvement - Coordinated changes in the HEAT™ work order tracking system for accurate and reliable data reporting and tracking.• Mentoring - Project mentor for Network personnel; creating required project documentation, schedules, meeting agendas, executive level status reports, etc.• Development – created multiple call tracking Crystal reports and (ODBC) generated Excel report that queried data in the HEAT™ system and calculated previously immeasurable customer-centric data for NYSP and IJAB.• Viewed as a contributing member of NYSP's Call Center HEAT™ redesign task group.Environment: Business Process Modeling with an IT Portfolio Management methodology, vendor relationship management, NYS Project Management Guidebook

I was assigned as the project manager for the Data Center Migration project, sponsored by JLT Services. The scope entailed migration of JLT's currently leased MP3000, VTS, and web and application/FTP servers to an outsourcing vendor called Blue Hill Data Services. JLT's mainframe environment in Waterbury, CT was to be migrated to the Blue Hills facility in Pearl River, NY. • Authored draft Service Level Agreements within JLT's contract language with Blue Hill Data Services• Coordinated the drafting of business requirements, technical and system definitions, project goals and creation of user acceptance tests.• Created Statement of Work outlining key deliverables and level set client expectations.• Secured completion of network conceptual design and JLT business process models.• Coordinated 3rd party physical breakdown, technical support and transportation.• Created a shared and secured project repository between JLT executive management and Blue Hill in order to share privileged project related information and documentation.• Authored Project Status Reports, Issue Logs, Meeting Minutes, project plan for executive senior JLT management reviews.Environment: Data Center migration, Business Process Modeling with an IT Migration methodology, vendor relationship management

Assigned to the OFT-PMO and delegated to lead, coordinate and mentor several major statewide projects and initiatives. Foremost is NYSWED (NY Statewide Enterprise Directory) a project designed to integrate AD2003 within a secured N-Tier environment across 4 major Data Centers. I was instrumental in promoting the use and practice of the NYS Project Management Guidebook methodologies within the organization’s staff and projects. I managed numerous statewide OFT sponsored projects that were aimed at collapsing several disparate domains into one cohesive and secured Enterprise-level directory service. • Coordinated the requirements gathering, design and technical completion of the OFT Test Lab, QA and Production environments for NYSWED in several data labs spanning several campuses. Partnered with Network, InfoSec and Data Center management to review and introduce policy changes. • Managed key domain migration projects associated within the overall NYSWED environment. (OFT-Telecom, OFT-DOM, OFT Data Center, Hudson River Valley Greenway, Heritage and CNS). • Coordinated the migration of NYS Cyber Security and Critical Infrastructure Coordination (CSCIC) from OFTDOM which included identification and migration of critical hardware, data migration, NYSeMail accounts and E-Port and I-Port (Internet) connectivity, to their own self-supported AD environment.• Assisted Project Manager for 2005 OCFS E-Rate projects, leading many critical discussions and discovery sessions for the OCFS E-Rate SLD 470 process.• Mentored state and contractual project managers in NYS-PM best practices, within the guidelines of the OFT-PMO and the New York State Project Management Guidebook (Release 2). • Authored weekly/monthly/ad-hoc project status reports for OFT Directors and senior management.• Identified and mitigated risks throughout the lifecycle of all projects. Environment: NYS PM Guidebook, PMO, SDLC, Migrations

I was recruited to project lead remote satellite network integration’s for onshore/offshore GE locations throughout the world. Lead several large-scale acquisition and rooftop consolidation projects. Instituted Six Sigma practices into standardized agency processes. Developmental Project Lead for real-time remote material tracking system. Collaborated with 3rd party vendors to ensure SLA requirements were met. Lead worldwide team of 30+ network engineers on multiple network installations while adhering and tracking to a standardized (project) process methodology. • Authored numerous Six Sigma group policies, processes, procedures and analysis dashboards for each project within the organization in order to obtain quantifiable performance ratings and results. • Designed and implemented process methodologies for deployment schedules; reducing deployments times from 15 to 4 days for remote satellite VPN networks.• Instrumental in design of a WLAN Extension system that saved $2K in reoccurring deployment costs; utilizing low cost (expendable) tripod pole mount systems that provided additional flexibility for roving onsite GE engineers.• Project development manager for iPort3 Material Tracking system utilizing onsite network connections for real-time part tracking and inventory / material use control. • Hand picked to lead John Rice’s (CEO/GE Power Systems) Power Gen Middle East Business Conference in Qatar, Power Gen Middle East 2003 Sales Conference in Saudi Arabia, the Power Gen European Staff Meeting in Düsseldorf, Germany (2003) and Power Gen Asian Business Conference in mainland China (2003) – implementing high speed wired/wireless secure VPN network capabilities through the conference hall(s) and expanding buildings/ rooms.• Completed Green Belt project of the business groups’ Tollgate 4 Post Mortem process. Environment: Six Sigma, IT vendor management, global and remote resources/vendors, site/project discoveries, define process methodologies.

Managed system development teams charged with designing and implementing the first of its kind Default Claims Web Portal application for the financial Claims industry. Supervised release testing of all version changes for a bug free and fully functional Oracle based commercial solution. Client base included Bank of America, Wells Fargo, Sunmark, First Horizon and Washington Mutual. As the DSN Project manager, I lead the design and deployment of the Citrix based Max-Claims portal at hundreds of attorney offices throughout the US associated with our financial clients.• Development Project Manager on the MaxMilion Default Claims (Conventional) portal application, which was a co-development venture between Alltel and a 3rd party developer, DynAccSys out of Oakridge, TN. At the time I inherited the project, it was 1 year old and 20% complete. Attained completion of project within 5 months – 8 weeks ahead of original schedule. • Implementation Project Manager for MaxMilion Default Services Network for First Horizon, Wells Fargo, BofA Louisville and BofA Buffalo and their national network of attorney offices that handled their default portfolios. The project's deployment baseline was initially slated for 53 days per attorney shop. With subsequent reorganization and re-evaluation of process flow; I created a 14 working day process per attorney shop. Implementation team consisted of 18 personnel. • Instrumental in developing or updating key organizational frameworks and internal policies to enhance Alltel’s (QBP) Quality Best Practices in project management.Environment: SDLC Development, Web Portal development, vendor management, resource management, remote project team

Coordinated and managed network implementation teams charged with installing a Cisco backbone xDSL, T1, T3 or fiber solution for Tier I and Tier II markets throughout the Northeast region. Supervised and mentored field engineers on DSLAM configurations, Cisco IOS scripting, remote testing procedures, home/office wiring techniques and VPN topology knowledge. Oversaw complete infrastructure build at all CLEC facilities and maintained a comprehensive database of inventory. • Teamed and partnered with other regional project managers in producing SDLC methodology procedures consistent with corporate-approved mission initiatives.• Project manager of several successful large-scale network implementations (OC3, xDSL, BOC, etc) – NY State Office Campus, Albany County Health Dept., Albany County Catholic Diocese, Schenectady YWCA, Massachusetts School Authority. • Authored and maintained a comprehensive customer/inventory database that provided daily reports to Area Operation managers and our corporate office. It was subsequently issued as a mandatory tracking database for all 25 branches.• POC (Point of Contact) for all escalations on customer provisioning and Telco (Verizon) issues and trouble calls. Environment: Implementation management, resource management, vendor management, inventory control, resource training