William D. Mccary, Jr. Email & Phone Number

Dallas/Fort Worth Area

Managed staff of 7 Systems Engineers supporting 125 engineering, application development and support IT employees. Ensured that systems infrastructure (server, storage, network access, and monitoring) was compatible and capable of attaining required performance and availability metrics. Worked with customer and IT organizations to develop plans and schedules to achieve program timelines for infrastructure initiatives. Ensured that resource allocations were appropriately leveled between engineering (program and projects) and 3rd level support responsibilities. Negotiated with project managers to ensure realistic resource allocations.

Managed staff of 6 Systems Engineers supporting 125 engineering, application development and support IT employees. Ensured that systems infrastructure (server, storage, network access, and monitoring) was compatible and capable of attaining required performance and availability metrics. Worked with customer and IT organizations to develop plans and schedules to achieve program timelines for infrastructure initiatives. Ensured that resource allocations were appropriately leveled between engineering (program and projects) and 3rd level support responsibilities. Negotiated with project managers to ensure realistic resource allocations.

Dallas/Fort Worth Area

Worked with Infrastructure resource managers to plan and implement schedules to achieve project timelines for infrastructure projects. Worked with customers to define business requirements and deliverables. Planning the development effort for infrastructure engineering projects within established schedule and budget constraints ensuring requirements are properly understood and implemented.

Application definition using the iRise business software simulation tool. SharePoint Analyst and Mentor for the deployment of the Brink's World intranet portal. Managed the design, creation and deployment of content and functionality for international and domestic organizations.

Worked closely with clients, technical architects, vendors, and account executives to understand and prioritize business goals to define and determine the statement and scope of work for project engagements. Collaborated with technical architects and development teams to plan and estimate the resources (i.e. people, cost, and schedule) to complete project engagements. Developed requirements and functional specification documents for technical architects and development teams to use to scope and design application solutions. Ensured all involved parties (clients, technical architects, vendors, and account executives) were kept informed regarding status, objectives, progress, risks, and impacts of project and mitigation activities.

BRIDGE System Manager – Customer Services Division (1999-2000)Managed the life cycle development (requirements management, specification development, functional and system testing, data validation, training, risk management and mitigation, change management, problem resolution, training, and overall implementation) of the BRIDGE data warehouse system. Assigned to return the BRIDGE program scope and schedule on-track and under control.• Re-established project credibility by managing risk and issues by conducting periodic Change Control Board and Executive Steering Committee meetings for stakeholders regarding status and progress of the BRIDGE project.• Facilitated Executive Steering Committee buy-in of the program scope and schedule revisions by including focused customer input and feedback during the functional system-testing portion of the BRIDGE project.• Improved program schedule and aligned staffing plan for 15 direct and five indirect reporting business, technical, and engineering personnel for the BRIDGE project.

Manager Support Distribution – Customer Services Division (1997-1999)Conducted cost benefit analysis and developed program plan for Engineering Bill of Material Distribution project and process improvement. Managed project plan, scope, issues, quality (testing), project risk, and communications for staff of three direct and 10 indirect reporting business and technical personnel.• Developed program schedule and aligned staffing plan for existing team. Was asked to “go in and carry water” to a floundering team.• Managed the development, documentation, and implementation of the process improvement program that enabled the electronic distribution of Engineering Bill of Material data to airlines saving the customers the expense ($60,000 to $200,000 depending on fleet size) per year of maintaining the outdated aperture card infrastructure.• Managed the development of a web based training program that discussed the impacts of the format changes of Engineering Bill of Material data to airline customers.• Improved Airline Carrier customer satisfaction and awareness by discussing impacts and business objectives of enterprise level business process reengineering initiative with airlines regarding their business processes and operations.

Supervisor Technical Manuals Publishing – Customer Services Division (1995-1997)Managed program of 17 personnel responsible for the production of technical illustrations used for the Next Generation 737 Airplane Maintenance Manuals. Managed program risk and issues by collaborating with the Maintenance Engineering Steering Committee regarding the development of the Next Generation 737 Airplane Maintenance Manual Illustrations.• Managed budget and schedule to 3% variance by implementing process controls and measures to forecast, monitor, and level capacity across the Illustration teams.• Implemented Illustrator/Engineer co-location program that yielded a 25% increase in the turn-around time for the maintenance procedure/illustration process and increased Maintenance Engineering customer satisfaction.• As the Illustration Business Process Sponsor, managed the evolution and maintenance program for the BoGART Illustration CAD system for the Maintenance Engineering organization.

Seattle Interface Manger – Wichita Division (1990-1995)Wichita member representative on Company-wide Interactive CAD/CAM Business Systems Change Control Board. Negotiated computing system requirements and business process changes with various Seattle area divisions on behalf of the Wichita Division constituency. • Managed the Seattle portion of the Wichita (constituency of approximately 3,000 engineering and manufacturing personnel) deployment and implementation of CATIA CAD/CAM application suite, business processes, and hardware platforms supporting the development of the 777 and 737 Next Generation Airplanes.• Ensured that all block point changes had minimal business disruption to the Wichita Engineering and Manufacturing 777 and 737 Next Generation constituencies by communicating and negotiating requirements and restrictions to affected organizations.

Bs, Mechanical Design Technology

High School Diploma, College Prep.