Responsible for product(s) delivery from the Connected Operations business, mainly systems and services related to Telemetry Data to all General Tool, Specialty, and Branches in the Sunbelt Rentals Enterprise.

o Responsible for providing business requirements and guidance to the Connected Technologies project team. o Assisted in transitioning the development team from the platform vendor and staff augmentation group off the project and the program into a BAU production support phase. o Reduced the Agile development cycle from 45 days to 30 days or monthly development cycles.o Responsible for developing the SBR IoT roadmap for the enterprise and manages the development of the roadmap through the Connected Technologies Agile development team.

Tasked with managing mainly IT related projects within the Business EPMO for the Enterprise.Currently bringing the Internet of Things (IoT) Solution to the Enterprise through Program and Project Management.

KEY ACCOMPLISHMENTS:- Initial Project tasked to complete the Web Application Firewall (WAF) remediation effort for approximately 100 Publicly Facing Applications in the wholesale (WBT) group for the bank. - Enterprise Modernization & Simplification (EMS) Technical PM responsible for the upstart of 2 EMS projects. o EMS Application Modernization - Did the initial startup of the project by working with sponsor to get Project Definition Document (PDD), Risk Analysis, and Project forecast and budget in place for funding approval. This project was later determined to be program and therefore transitioned to focus on other project below.o Successfully delivered on time and under budget a 15 month cradle to grave Enterprise EMS Cloud Operations & Support Project - Responsible for all project management activities (PDD, SOW, BRD, FSD, Budget, Forecast, STAMP, Test Plan, PMUWS activities, Transition to EPM, etc..) This project was specifically related to the Wells Fargo Enterprise Private Cloud standup for the bank. Goal was to migrate Low, Medium, High, and PAA apps to the Pivotal Cloud Foundry (PCF) platform by end of 2018 and beyond. Built out the operations and support level 1 and 2 staff of over 30 stateside and EGS engineers and platform services: including software tools for Alerting, Monitoring, BCP planning, Cloud Management Portal (CMP) onboarding process, Application and Platform Foundations SPLUNK Logging and process documentation in place for onboarding applications into Production to the platform.- SCRUM Master - EA Enterprise Architecture – Responsible for setting up Agile processes, JIRA Administration, and Agile Framework for the kickoff of approximately 85 Enterprise Utility Services for the enterprise. Tasked as the SCRUM Master and Agile Coach for setting up the first Utility Services SCRUM team for the Certificate Management Utility Service to start with Kanban then handed over to new Scrum Master to begin Sprint Planning.

Worked out of the PMO – Information Technology Portfolio Services (ITPS) group tasked to support a new program staffed with Sr. Level PM’s responsible for projects that were in need of an emergency PM for projects pulled in from a later date, in trouble, or in need of additional assistance from a Sr. PM to get a project started until a permanent PM was on boarded.The three projects were:1. Bank PCI Compliance Assessment Discovery Effort Project2. Product of the Project to build a Data Security Program for the Bank3. Project to Develop the Open Authorization (oAuth Framework, integrate with Amazon’s Alexa Interactive Voice Platform through oAuth to access Bank Deposits API’sKey Accomplishments To Date:- Completed quick training to come up to speed on Ally’s Governance Program for managing projects. Project Management tools such as: Clarity, PFMA for financials, APEX Website (housed the project governance roadmap for PM’s and project templates), ARIBA for contract management, MS Project, SharePoint and other project related tools. - Successfully started and prepared projects for each of the 3 possible Tollgates (Discovery, Plan-Define-Design (PDD), and Construct-Test-Deploy (CTD) project Tollgates. Prepared and secured funding to continue 2 projects for Discovery, 2 projects for PDD, and 1 project for CTD Tollgates.

Responsibility for all Project Management deliverables to support the development of a new Wells Fargo system to manage counter-party credit risk. Directly responsible for the application delivery for 3 Portal and 3 Services (Total of 6 Agile SCRUM Teams) comprised of (On - Dev Leads/Offshore Software Developers, Technical Analyst, QA, and SCRUM Masters). Responsibility spans approximately 60 resources and 72,000 man hours of development as well as interdependency coordination with the other workstreams.

Sr. Technical Project Manager for the Duke Energy IT PMO tasked with a project to Re-Engineer Substation Alarm Monitoring Systems for 130 SubStations in South and North Carolina.

Project Manager in the Installation Modification Services (IMS) group serving Nuclear Power Plants in the South East region.KEY ACCOMPLISHMENTS:Lead the project team that supervised and guided the work of craft Machinist, Welders and E-Techs on night shift to perform Emergent Critical path work for the removal and replacement of 44 CRDMs on the reactor vessel head at the Entergy Palisades (Unit 1) Nuclear PlantAs the Integrated PM, lead team by preparing Project Management activities related to Project setup and closure in SAP, created and maintained the Primavera Project schedule, managed all Project risk and cost activities for emergent work requested by Duke Catawba (Unit 2) Nuclear Station to perform Mousehole Divider Plate Seal Weld repairs on 2 Steam GeneratorsCompleted field assignment as Rigging Tech for a MSIP evolution at Exelon Byron (Unit 2) Nuclear Station to gain additional field experience. As a rigging tech performed MSIP tooling installation and removal in containment on 8 (4 Hot, 4 Cold) leg Reactor Vessel Nozzles in containment. Served as a Safety and Human Performance (SHULT) coach at FPL Turkey Point (Unit 4) Nuclear. Worked with a Westinghouse (PCI) crew tasked with the installation of a Spent Fuel Pool Heat Exchanger Installation for U4. Staff of approximately 100-crew mix of Welders, Pipefitters, Ironworkers, Machinist, and Laborers. Coached PM’s, Superintendents, Foreman, Step up Foreman, Safety engineers, Engineers, and Customer staff on Human Performance awareness and tools in project turnover meetings. Prepared the proposals using the Westinghouse Disciplined Contracting & Planning Process. Key tools used in support of the DC&P process were the development of: Bid/No Bid, WBS, Plant Walk downs, Technical Description, Design or DCP, Division of Responsibility (DOR), RAW B/ ARM for Risk management, Cost Workbook, Project Proposal and Customer Work scope schedule.

(Duke Energy- McGuire Nuclear Power Plant Simulator Integration & Installation) Sr. Technical Project Manager responsible for bringing a new simulator platform online at the McGuire Nuclear Station on schedule, well under budget (3.2 million savings), and the first digital project to be delivered in the Duke Nuclear fleet to be delivered on schedule and under budget. This was a 2.5 year project (June 2009 – September 30th 2011) with a total project funding = $10.7 Million. A 26-year-old legacy simulator was retired and a new Rehosted L3-Mapps Orchid Simulator platform was presented as ready for training on October 10th, 2011. The specific project scope involved the integration of the Westinghouse (Emerson) Ovation Distributed Control System (DCS) onto the Rehosted L3-Mapps Orchid Simulator platform. Additionally, two maintenance sub projects were executed; the replacement of an Emerson Liebert Uninterruptible Power Supply (UPS) unit and the renovation of a room to support a new Virtual Simulator Room (VSR) configuration. The VSR Simulator room upgrades enabled the training simulator staff to have an additional resource for development, testing, and operator training to offset the high demand on the Full Scope Simulator.This project experience was delivered from cradle to grave and embodied the entire PMP process.

Line of Business (LOB) - (General Bank Technology CIO Group) Technical Project Manager (PM), Commercial Wealth Technical Project manager for the Data Center Proximity Risk (DCPR) project responsible for delivering 5 key project milestones related to the application analysis effort for over 60 applications targeted to have new infrastructure built out in a new tier 4 data center specific tasks involved project management/coordination, deliverables tracking and metrics reporting:o Facilitated technical data gathering sessions with several application teams (IT System Managers, Application Architects, Technology Delivery Managers (TDM’s), Network Engineers, and Application SME’s) to review accuracy of the application’s current state artifacts and infrastructure of each application.

LOB - (Corporate Business Continuity)Business Continuity Manager-Technologist Generalist Became the resident technical metrics subject matter expert and technical project/program manager tasked with managing the development of the Corporate Business Continuity Technical Metrics monitoring and scoring program from complete SDLC (concept, prototype, final implementation phase, training and deployment across the organization). This was a 2.5 year project.

Wachovia Bank (November 2003 to July 2004)LOB - (Utility Services)Project Manager Integration Support Services Group, Project Manager responsible for managing work streams from multiple clients within the Bank supporting the Document Systems group tasked with supplying the high-volume composition, print, and mail distribution.

15 years of IT Infrastructure and Software/System Development Life Cycle (SDLC) involvement across numerous software applications, systems, and digital products (mainly in the areas of software quality assurance & test engineering, process improvement and technical project management). I am a proven leader with a solid background in various software technical and team leadership roles with product development and QA for dozens of manufactured products.

Software Test Engineer responsible for the Software Quality Assurance process improvement and test engineering for several Eastman Kodak digital products over a 12 year period.

As a SQA Manager I had total responsibility for assurance that the NexPress 2100 Digital Printing press "Digital Front End Electronics" met the Software Quality standards for NexPress before the NexPress 2100 went into production.As a Developer I had responsibility for the QA and development maintenance for the Macintosh variable data printing Adobe plugin for the NexPress 2100 Digital Printing Press.