Victor Howard Email and Phone Number

Leveraging my executive leadership expertise, I led the transformation of people, process, and technology across the domain including the complete rebuild of WFM expertise for the enterprise. I stabilized a severely distressed legacy solution while concurrently championing the push to a new platform solution on modernized processes, architecture, and technology. I strengthened relationships with business stakeholders as well as other cross-functional teams by re-establishing trust and close partnership.Drove the innovation of a WFM platform for The Home Depot which included custom build of a mobile self-service solution which allows associates a single portal for administration of their personal lives, schedules and pay via their own devices (BYOD). Currently deployed for use by 500,000 users.Implemented revitalized technology organizational model to transform to agile delivery model and to uplift & upskill in all competency areas: systems analysts, developers, systems engineers, QALed negotiations with new SaaS vendor to successfully secure significant investment in the WFM product and savings in services & consulting feesClosely collaborated with vendor to drive accelerated product roadmap, quality, and operational practices which have revolutionized the WFM LandscapeSuccessfully built a Software Reliability Engineering team to focus on building dash boarding, automaton, and processes to support the stability of our HR Systems. Our organization has also been nominated to serve as the Reliability Engineering ambassadors for the MTC and often provides tech talks and mentoring to other team as they begin the journey of standing up there on SRE Team. Lead Home Depot’s IT planning processes to support Fiscal Planning review cycles and processes, ensuring alignment across all core areas of the business with IT.

Reporting to the Director of POS, responsible for providing operations support and project management leadership for POS projects.Challenge: Successfully manage and provide direction for programs/projects which implement new technology for The Home Depots Point of Sale platform, while being fiscally responsible and managing to the project budget. Results:Managed (BOPIS - Buy On-line Pick-up In-Store) the development of a new central order management application to support the fulfillment of on-line orders. Store side scope consists of 15 work streams and management of third party, ranch off-shore, and THD development and testing efforts. Technologies used are Java, J2ee, Flex, Microstrategy, Web Service, 360 Commerce, Teradata, XMLManaged the configuration of new code to enable a common register platform across the US and Canada. Completed the deployment to production without a single defect. Technologies used are Java, JavaPOSManaged the development and integration of new device manager code to incorporate the new Datalogic Dragon Scan gun throughout the enterprise. Successfully led the effort from POC to Deployment for HW and SW. Personally negotiated the price of the gun which led to a 50% decrease in HW cost totaling more than $1 million dollars. Technologies used are Java, JavaPOS, J2ee, C++

Reporting to the Chief Administrative Officer, responsible for Project/Program Strategic Management for a Global Specialty Insurance Underwriter.Challenge: Provide direction and build a Project Management Center of Excellence to serve a start-up US operation.Results:Direct Supervision of 30 Project Managers (Globally) and 7 (Business Analyst)Project Managed Enterprise Policy Administration System Implementation - Project Budget $10 million dollars, 7 PM’s under direct supervision and 200+ member project team (developers, analyst, testers, end-users (training), project managers). Technologies used were Business Objects, PowerBuilder, SQL, Citrix, Terminal Services, ProClarity Chaired the US Integration Steering Committee; managed due diligence, integration, and separation efforts during successful acquisition of Wellington Underwriting. – Managed 13 Project Managers, 250 million dollar acquisition and 1200 resources.Built enterprise project management office from scratch and successfully rolled out project portfolio management. Developed Project Management Maturity Model which depicted the current status of the PMO organization and identified areas of opportunity for continued growth over a 3 year period.Managed the procurement of all IT contracts, goods and services for the US operation; ($25 million dollar budget); Negotiated a volume agreement with Microsoft, saving over $500,000 annually. Negotiated new contract terms with leading travel partner which led to an annual savings of $5 million dollarsPlanned, tracked, and communicated global projects and activities to executives and business partners.

Reporting to the CEO, responsible for managing the Travel Professional Services practice. This includes maintaining and improving margins and revenues, managing costs and utilization, managing offshore resources, and helping to develop and maintain customer relationships.Challenge: Grow a small software development professional services practice to become a benchmark within the industry while navigating through a merger with a new company.Results:Managed 3 programs within the Airline, Hospitality, and Retail industries.Improved the delivery processes for projects; generated $50 million of professional services revenue by the close of 2005; – grew from $35 million in 2004 and $26 million in 2003; Exceeded company goal each of the 3 years. Managed the allocation and coordination of resources for implementation and consulting, budget planning, and end user training. Introduced PMI-based project management methodology for company; improved project effectiveness Led a team to assess and recommend a technology modernization program for the manufacturing of kiosk

Responsible for Enterprise PMO / project management, disaster recovery / business continuity, and facility management support for one of the nation’s largest, multi-business, real estate investment and financial services companies ($19 billion of assets under management).Challenge: Provide leadership and project management direction for fifteen business units (privately and publicly held) while the company changes and grows at 30 percent. Prior to my arrival, executives felt that the development of a project management competency would be vital to the rapid company growth. Results:Built a project management office (PMO) from scratch and successfully rolled out standardized, project management processes and training across the enterprise.Reorganized the current organization to improve talent, effectiveness, and cost structure; saved $350K annually. Project managed the implementation of an Enterprise Loan Management System for CNL Commercial Finance Company. The new system replaced 7 disparate transactional systems. ($25 million dollar project budget, 8 business units, direct management of 4 Project Managers)Oversaw process changes and outsourcing of systems (Oracle) for a newly acquired business which saved $2 million per year. Developed service level agreements between shared services and business units to improve service delivery. Managed the renovation and construction of 4 remote office location; average project budget of $25 million dollars

Responsible for the management of projects and programs associated with the Demutualization of Prudential Insurance. Challenge: Provide operations support in designing the LifePro platform which was the new product platform being launched once the company went public, and manage a group of Quality Assurance Analyst to test 30+ policy administration systems to ensure SEC compliance once demutualization efforts have been completed.Results:Worked with a dedicated project team to identify business requirements and launch the new LifePro system to support the new product platform. Developed processes and procedures for a Change Control Board to monitor change requests and impacts to the projectFacilitated walkthroughs for systems areas gain a better understanding of the relationships between business needs and strategic uses of technology. Developed the baseline Business Requirements Document for Horizon Data Extract. This document is used as the focal point for the User Acceptance Test Team in the development of test conditions, test plans, and control reporting for Horizon Data Extract. Managed and developed a staff of 32 Senior Quality Assurance Analyst and Consultants in the User Acceptance Testing Team. Developed core competencies and identified skill sets necessary for each UAT job functions.

Responsible for the management of process and people working within the Credit Control and Consolidated Summary call Centers. Challenge: Successfully manage each department and identify opportunities for process improvement operational efficiencies.Results:Presented operational efficiencies to C-level executives which led to the consolidation of 3 call centers to 1 and $15 million dollars in annual company savings.Managed and developed a staff of 62 Customer Service Representatives in the One Pru, Find Pru, and Consolidated Summary Call Centers.Developed Cross-site Business Continuation Plans for the Atlanta, Pennsylvania, and New Jersey Call Centers.Developed and implemented a Reward and Recognition program across business sites which led to an improvement in employee satisfaction of 20% and increased productivity. Developed and documented procedures in order to streamline and standardize all processes within the Margin Loan and Credit Control Division.