Transmission and Distribution

Transmission and Distribution at Arizona Public Service

In a high paced Kanban/Scrum Agile work environment, Walt led the team to advance business critical core products and solutions as scalable and impactful . OpenTech provides 24-hour self service kiosks and call center services, auction services, and emerging Internet of Everything access control to the self storage facilities market.

During a time of rapid growth (more than a dozen new positions), Walt built an engineering organization that introduced a QA culture, separated out DevOps to maintain production, established a cross-mentoring culture of software engineers, and established career paths for roles related to User Experience and Data Analysis.

While at APS, Walt led the effort to to design and implement the state-of-the-art IT solutions that comprise the Energy Control Center, Distribution Operations Center, and Customer Call Center. Walt led many other significant projects including the major upgrades and re-platforming of Cisco UCCE and Citrix, Verint call recording, vehicle deployment of Mobile Computing devices, and others.

Walt led the successful project to "harden the electrical grid" against malicious intrusion and unintended consequences as part of the NERC mandated Critical Infrastructure Protection Reliability Standards. Recently, Walt led a cross-enterprise project team to the successful replacement of four NetApp filers and reduced the impact to 300 databases, 150 servers, and 200 applications. Currently, Walt is leading other software development, storage, and server projects, including upgrading the enterprise from XP to Win7.

Fraud prevention. Temporary contract assignment to relieve an employee out on emergency leave-of-absence. Seamless transition into six high profile, revenue-critical projects. Additionally, managed an infrastructure migration from AIX to Solaris and wrote new risk management methodology.

Promoted to PMO Project Quality Manager after achieving the Number One rating among Project Managers. The QM role is a mentor to Scrum and Traditional Project Managers in the best of times, and specializes in the rapid assessment and recovery of troubled projects at other times. Provided all On-boarding and recurring Project Manager and Methodology training to 40 Project Managers.

Exceptional performance in difficult situations led to my Number One ranking as an IT Project Manager. Inserted into many cross-discipline teams, including Process Council, Risk Steering Committee, and PMO Improvement. Before being promoted to PMO Leadership, fully accountable for schedule, scope, budget and quality for a variety of projects:- Replacement of Third Party Insurance Administrator. System overhaul related to replacing third party administrator for line of insurance products ($850K).- Insurance Rate Change Project ($700K).- Records Management – Email Archiving. Enforce retention policy and legal discovery ($1.6M).- System On-boarding Project, People & Performance. Re-write of PeopleSoft custom modules, workflow and business processes ($250K).- Real Estate Systems Project. Multi-platform integrated IT and business process solution related to space planning, work order systems, workflow, budgeting and PeopleSoft financial reporting ($200K).

Managed production support and new product development for Deductible Billing and Retro Adjustment Billing Operations ($3B annual). Managed staff of 15 to the successful implementation of 8 major software releases and more than 100 minor software releases utilizing mainframe, UNIX, and web technologies. Successful with coaching and feedback; motivates through achievable goals, team building and recognition. Received performance award in 2005.- Managed documentation and testing efforts for Sarbanes-Oxley across multiple systems. Improved financial controls and handoffs between systems. Prepared team for audits (Internal and External, Sarbanes-Oxley, SAS-70).- Applied formal project management methodology and supporting frameworks, including techniques from Scrum and Lean Six Sigma.- Managed $3M budget within required variance; experienced with monthly reporting, forecasting and the generation of new budgets.

Supported Facilities Management Systems projects and leveraged Enterprise DBMS (Oracle, Sybase, MS SQL) at several locations, including Naval Undersea Warfare Center (NUWC), Biogen, Wyeth, The Charles Stark Draper Laboratory, and Gillette.

Short-term contract

- Managed 8-member technology study for the NH Dept of Health and Human Services, the largest department in state government. Coordinated staffing and content for focus groups that explored the needs of 140 programs and services administered by DHHS. Conducted analysis of business processes and future technology requirements ($200K Services).- Managed 6-member development team and all developmental aspects of an Internet commerce portal. Also conducted marketing research, process analysis and usability studies. Coordinated more than 10 vendors ($600K Services).- Managed 3-member development team and served as lead developer for a governmental/law enforcement intranet web portal utilizing SQL, JavaScript and VBScript ($120K Services).- Executed process documentation projects for New Balance Athletic Shoe. Conducted detailed analysis of R&D, Engineering, Manufacturing, and Supply Chain ($300K Services).

As one of three senior staff members, applied MBA principles to real world business situations. During that time we transformed the business three times:1. To maximize profit through specialization (from breakeven to $500K net profit)2. To grow (from $2.5M/12 employees to $12M/60 employees), diversify and prepare for a public offering3. To develop new specialties and drive revenue from services

Naval Aviator, Manager of Information Systems, Logistician