In this role, I maintain weekly project and program status scorecards. One of my main duties is to engage closely with Project Sponsor, Product Owners, cross-functional teams, and assigned Scrum Masters to plan and define scope, deliverables, resources, sprint plan, budget, and timing for the latest initiatives. I also liaise with department managers and vendors to maintain program forecasts and budget actuals. Moreover, I engage with PMO Director to define Program Manager role. A few of my key projects are mentioned below:• Technology Program Manager-Facultative Sales (Remote) | Mar 2019–Present ◦ Chaired and facilitated weekly program review meetings with CIO and department Directors to discuss progress and risks/issues that required executive-level escalation. ◦ Facilitated monthly business Executive Steering Committee calls for strategic projects. ◦ Oversaw cross-organization dependencies to ensure alignment of projects with corporate process and policy.

• Technology Program Manager-Client Services Restructure: Mar 2016 – Feb 2019 ◦ Partnered with Corporate Global Program Managers, Product Owners, and Executive Leaders to outline scope of work and budget for program. ◦ Engaged with Department Managers to recruit Business Analysts, Developers, and Quality Assurance Testers.• Technology Sr. Project Manager-Finance: Mar 2016 – Feb 2019 ◦ Examined finance development team efforts and recommended improvements to department managers. ◦ Headed team throughout process transition from SDLC to iterative approach with monthly iterations, which boosted on time delivery to QA by 25%. ◦ Collaborated with new Product Owner to outline and execute projects for diminishing number of daily DMRs by 50%.

TITLEIT Project ManagerCOMPANY NAMEOLSONLOCATIONMinneapolis, MNSTART DATEJan 2012END DATEJan 2014DESCRIPTIONDuring my time here, I oversaw and facilitated multinational executive governance over Sales, eCommerce, and General Operations (Document Management & Contact Management) application areas. One of my key duties was to direct and supervise the approved project work throughout the standard development life-cycle (SDLC) in conjunction with BA, Development, and QA teams. In addition, I led production deployments for the department each quarter. I also generated and disseminated weekly status reports to CIO. A few of my notable accomplishments are:• Migrated eCommerce and Sales governance and development teams to standard development life-cycle (SDLC), which lowered average defects per quarterly release by more than 25% within the first year.• Built first IT-focused governance team to address IT-specific needs by focusing on hardware and internal software need areas, while securing funding and scoping projects to ensure accomplishment of long-term IT strategies.

In this tenure, I planned, launched, and led approved client projects in alliance with Business Analyst, Development, and Quality Analyst teams. I also collaborated with Account Manager and client to determine which projects to work on. I interacted with PM to delegate projects amongst teams as per team capacity and timelines. I mitigated issues and risks as well as communicated weekly project updates with senior management and client.A few of my key accomplishments are mentioned below:• Established robust project planning processes and tools for project teams and organization related to scoping, capacity planning, and risk management. • Engaged in critical conversations with client to set new deployment release schedule and assisted client in pro-actively initiating planning strategic initiatives. • Halved UAT defects via effective project scoping and suitable project schedules according to estimates.

Managed an existing client base and provided continual training and facilitated new report and application customization requests. Also worked as an implementation Project Manager. My duties were to guide new clients through the implementation process and get them live on Avionte's software ontime and within budget.

Increased yearly sales from $12 million dollars in 2008 to $16 million dollars in 2009 by developing relationships with GE Fleet Managers and consistently marketing to them.Identified sales opportunities by talking with and listening to Fleet Managers, Service Managers, and Operations Managers.Actively hosted marketing lunches with GE Managers and Team Leaders as well as participated in GE sponsored events.Awarded an Exceptional Customer Service Award from GE Capital Fleet in January 2010.Audited Enterprise billing on rental contracts and assist Enterprise with Account Receivable issues.Resolved billing and customer service issues by working cross functionally with Enterprise Corporate, GE Fleet, and Enterprise branches to provide a prompt resolution.Trained rental branches nationwide, including Puerto Rico, on correct Fleet Rental procedures and billing practices.

Two time 2007 Minnesota Corporate Account MVP for generating the most new corporate account business as well as increasing the largest amount of revenue from an existing account base.Improved new account sales from 1 account per month to 5 new accounts per month within two sales districts. Accomplished this through increased sales training to staff, consistently communicating sales goals daily, and created an energetic sales environment through competitions and positive reinforcement.Trained and motivated teams of 4 to 6 sales professionals through sales competitions, implemented a reward for performance program, and conducted performance evaluations.Analyzed Sales Reports to identify trends and opportunities for growth within different markets and industries.Cold called small and medium size businesses as well as followed up on warm sales leads generated from sales staff.

Completed three business management training courses: formal sales training course, business management course, and accounting course.Assisted management team in customer and account service through up-selling, resolving customer service issues, and assisting in overall business management of rental files.