• Managed concurrent client projects which ranged from cloud-based software implementations to multi-site Data Center installs. • Created and managed all project plans, managed resourcing with internal and external team members. Ran all design and requirement sessions and status calls. Created all project documentation including, Design/Configuration Guides, QA Testing procedures, End User documents and Training Guides. • Created Client SharePoint sites for Maintaining all project documentation, contract agreements and project tracking which included high-level dashboards, task lists with automated workflows and integrations with Jira for Bug and Ticket tracking. • Managed the QA process for system integration testing as well as customer acceptance testing. This included writing all test cases, using various systems for bug tracking and running many coordinated testing sessions with various team members.

• Managed multiple IT projects including he replacement of the Dealer Software system which Integrated with Accounting and HR. • Project Management duties included creating project plans, managing all resources and documentation, which ncluded proposal and contract writing, guides, process and procedures and end user guides.

• Headed all IT projects from conception to completion including the implementation of a new System of Record and General Ledger. • Developed new technology solutions for external consumer payment venues, websites and automated Payment IVRs. • Established internal SOX controls and procedures and lead the IT Security audits for monthly internal reviews and all external mandated audits. • Proposed redesigns that lead to rolling out new VOIP technology to 18 sites across the US, Guam and Saipan.

• Lead the adaption of ITIL framework within the IT department to improve the delivery of support and services. This included getting myself and the entire IT team trained and certified in ITIL V3.• Rolled out new Change and Release management process and procedures to all business units supported by the IT team.• Created new Change Management Board and lead all prioritization of corporate IT projects.

• Reduced the application lifecycle from 60 to 15 days by mapping and re-defining processes, establishing Change Control Boards and managing multi-functional teams.• Managed the migration of the shared services applications from Jboss to Weblogic, reducing license cost by $1 million dollars. • Cut yearly licensing cost by $1.5 million dollars by managing the replacement of the Oblix with Security Access Management (SAM). This included: analyzing business requirements, creating project charters and plans, determining the necessary resources and cost, implementing training sessions and successfully acquiring all Toll Gate approvals for production release.