May 2015 – present
INFRASTRUCTURE LEAD (Contractor @ CNA)
Serve as the Infrastructure Liaison between CNA project teams and managed service providers. Responsible for the coordination of all infrastructure activities, including issue resolution & escalation. Major projects supported the Claims, Finance and Treasury business functions.
Primary responsibility for Okta Single Sign-on (SSO) integration with federated 3rd party applications (predominantly SAML 2.0-compliant). Involvement spanned entire integration lifecycle thru production deployment & post-deployment validation.
Coordinated preparation and presentation of weekly project issues and milestone delivery with IT Management and MSP. Implemented activity tracking & prioritization database and processes for project-related Virtual IP (VIP) creation. Facilitated daily calls with network vendor and project teams, and weekly calls with IT Management.
Updated internal tool for estimating project hardware costs. Developing proof-of-concept to aggregate this information to support capacity planning by Service Owners.
Enhanced departmental project delivery tracking tool and implemented audit tools to ensure data integrity. Provided reports, as required, for IT Management team.
Following transition to new Infrastructure MSP, working with new MSP Leadership team to improve their tools to manage project delivery.
Liaison to Change Management Team, and Change Advisory Board.
Apr 2011 – present
Process development and on-going multi-vendor coordination. Identify opportunities to better leverage capabilities of SaaS product, and Business Objects reporting toolset.
Vendor Oversight and Program Manager for Association Anywhere® AMS Implementation.
Led Association Management Software selection project.
Develop standardized processes for maintenance of company web site.
Identify opportunities for integration of operational systems and marketing initiatives.
Research system performance issues and present alternative resolution strategies.
Jobs for Youth
Apr 2009 – Dec 2012
ADVISOR TO EXECUTIVE LEADERSHIP AND BOARD OF DIRECTORS
Project Manager for Board sub-committee review of Grant Management activities, controls, processes and execution metrics.
Review of software implementation project charters.
Outcome: Clearly defined project scope and deliverables and distinct identification of vendor and organization responsibilities.
Analysis and negotiation of IT contracts.
Outcome: Realized first year cash-flow savings in excess of $20K on software license fees.
Implemented process for Executive Management review of IT Support Vendor performance.
Outcome: Improved communications between partners.
Sep 2007 – Nov 2008
SENIOR PROJECT MANAGER (Jan 2008 – Nov 2008)
Consultant at Global Construction Equipment Manufacturer and Distributer.
Advise PMO Director in design and implementation of enterprise-wide PMO.
Overall Program Manager for planning the in-sourcing of the firm’s data center and Help Desk support operations, and simultaneous migration of the data network to a new telecom vendor.
Project Manager - software evaluation project.
PROJECT MANAGER (Sep 2007 – Dec 2007)
Consultant at Quality Division, Global Healthcare organization.
Project Manager for coordination of the operational aspects of ongoing FDA-mandated Field Corrective Action (FCA).
Mentor team members, based in multiple locations in preparation for FDA inspection.
Outcome: Improved the consistency of effective presentation materials and presentation style.
Design interim and long-term processes.
Outcome: Improved operational activities required to achieve compliance with Corporate Quality Policy and Procedures, and related reporting metrics.
Jul 2005 – Jan 2007
DIRECTOR, TECHNICAL SERVICES (Oct 2006 - Jan 2007)
Direct budgetary responsibility (Operational & CapEx) of $10M.
Coordinated and led IT organization’s monthly budget reviews with CIO, and annual planning processes.
Led international team of 25 staff and external contractors.
Increased SAP availability, from 95.8% to 99.3%, to support 7x24 worldwide operations.
Improved SLA commitment (resolution of Priority 1 and 2 issues) to 95%.
Consolidated staffing of Help Desk and Desktop Support teams.
Outcome: Achieved savings in excess of $100,000 annually.
Coordinated Infrastructure team activities for SAP ECC 6.0 and Unicode Upgrade.
Outcome: Avoided first year penalty software maintenance costs of $134,000.
MANAGER, PROCESS & GOVERNANCE (Jul 2005 - Sep 2006)
Reorganized Corporate Project Approval and Review Committee (PARC), standardized PARC processes and reporting, including financial metrics available to facilitate project acceptance and prioritization.
Co-managed selection and implementation of PlanView Project Portfolio Management tool, including design of user training.
Outcome: Obtained enterprise-wide view of project resource requirements.
Implemented ‘Core Process template’ and supporting tools – drawing upon elements of PMIBOK best practices and SDLC methodology within IT organization.
Mentored IT project managers and team leads in organization’s ‘Core Process’ for technology projects.
Developed Global Service Level Agreement; a consolidation of 25 US-centric Service Level Agreements; Facilitated agreement of SLA with 5 world-wide business units and 6 divisions.
Outcome: Global SLA increased IT commitments to support business needs.
Jan 2004 – Jul 2005
IT STRATEGY CONSULTANT
Engagement for VP&CIO of Audio Equipment Manufacturer.
Implemented IT PMO and processes.
Outcome: Improved IT project delivery consistency.
Coordinated IT PMO enhancements with PMO activities of the Operations Division.
Standardized reporting of technology initiatives and projects.
Supported CIO and IT Directors in development of organizational restructuring plan to better support company’s strategies and business goals.
Developed approach, project plan and led effort to evaluate sourcing options worldwide for technology infrastructure support.
Represented IT in Cognos Implementation for corporate-wide annual budget planning process.
Budget Rent a Car
Jul 1989 – Dec 2003
DIRECTOR, IT PROJECT MANAGEMENT (2003)
Contributing member of IT Integration Leadership Team; overall project to transition Budget’s front and back office operations to Avis Rent a Car’s IT systems.
Implemented program-level performance metrics scorecard for senior Business and IT sponsors providing weekly high-level assessment of project health and individual track-level compliance with project management (PMBOK-based) objectives.
Outcome: Effort recognized by Cendant Corporate Project Audit Group as best practice; implemented as standard for the Cendant Corporate PMO.
Managed the coordination of IT and User acceptance testing, and development of documentation and processes to support conversion activities.
IT PROJECT DIRECTOR (2001 – 2002)
IT Leader for cross-functional business and multi-vendor IT team responsible for the integration of Point-of-Sales application for Truck rental business, encompassing Budget and RyderTRS brands.
Outcome: Project completed on schedule and budget – single truck brand positioned company to achieve incremental $10 million annual contribution.
Contributed to the development and implementation of project management standards and practices for new company-wide PMO.
Standardized business processes for IT work identification and prioritization across divisions.
Rationalized multiple vendors’ IT support costs.
IT Leader for design and execution (hands-on role) of Disaster Recovery plan & testing of Budget’s customer facing systems.
Key IT contributor to Cendant Corporation’s due diligence activities in anticipation of their acquisition of Budget Rent a Car.
DIRECTOR, APPLICATION SERVICES (2000 – 2001)
IT Liaison for Budget’s North American business units.
Manage multiple IT services providers providing IT development support and development; operating budget in excess of $15 million annually.
Contributor to Vendor Management consolidation effort resulting in a single IT service provider for the RyderTRS brand.
SENIOR APPLICATIONS MANAGER (1998 - 2000)
Key IT resource for Y2K remediation for customer-facing Rental application.
Outcome: Remediation completed on-time, under budget and with full functionality.
MANAGER, DATA CENTER OPERATIONS (1997 - 1998)
MANAGER, RISK INFORMATION (1996 - 1997)
BUSINESS SYSTEMS DEVELOPMENT SPECIALIST (1989 - 1996)
Volunteer: Greater Chicago Food Depository