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EMAIL AVAILABLENJ Street Address PHONE NUMBER AVAILABLELINKEDIN LINK AVAILABLETechnical Projects LeadResourceful leader with expertise in leading programs/projects, crafting Business & IT transformation roadmaps, optimizing processes, Global Team leadership, and collaborating cross-functionally to achieve measurable results.Areas of Expertise Customer and Stakeholder Success Recruiting, Retaining, Motivating and Supporting Team Transformation5 Planning & Execution in Large Scale, Complex, Dynamic Enterprises Agile Scrum Master Practitioner, Jira tool organizational Roll out Adoption Cross-Functional Excellence to Deliver Measurable Outcomes Technology Modernization and Adoption SME Product Enhancement Roadmap (Scoping, Sourcing, Scheduling) and DeliveryTechnical/Management/Leadership Experience DetailsAT&T, 1998 20232017 to 2023 Associate Director/Technology Transformation PMO Lead Implemented $23M per Annum Outsourcing Program/Business Case Best-in-Class Technology modernization/transformation Program Projects driving down Total Cost of Ownership (TCO) by $87M MS Azure Cloud Migration (Hardware TCO) Modernized, Rationalized or Upgraded Apps. or IT Asset footprint (Infrastructure, Labor, Operating cost TCO). Retired, Replaced or Consolidated software Licenses (License TCO) Configuration and Server/VM Optimization (additional Hardware TCO) on-prem and Cloud infrastructure. Adhered to Compliance and Audit requirements to keep Infrastructure current and Secure. Eliminated technical debt (e.g. Replaced legacy Authentication to access infrastructure). Transformed Customer Support Operations: Client support process for outages to restore customer services:
This had impacts to AT&T's General Motors' Connected Car and AT&T Mobility Services (just 2 examples) Scope was Engaging client app teams during remediation process to restore operations. Upgraded Product roadmap (e.g. FirstNets adoption of eSims) for Rapid Prototyping new technology. Kept up BAU Customer support (e.g. Service upgrades, Go-to-Market response) during Transformation $2.2M saved in Project estimates by Vendor.
Team Transformation Leadership for Program deliverables like productivity and quality Transformed team of 480+ to utilize SAFe-Agile and Jira to scale and deliver Transformation deliverables. Transformed team culture to Agile, DSO (Dev Sec Ops) model to meet other priorities (e.g. mS, Tech Debt). Optimized Product deliverables, process efficiency, and drive accountability in a large team employees and contractors that included Technical Project and Program Manager (TPMs) to drive strategic initiatives.2011 to 2017 Technology and Process Stack Transformation Program Manager Realized business value of Service Realization Excellence (SRE) by Scaled Adoption/Rollout to improve Software Development LifeCycle (SDLC) Timelines Created SRE Center of Excellence (COE) for meeting business and technical needs.: Road-mapped and Transformed process for new tools and technologies by:
Developing a catalog for current state inventory. Incubating new Open-Source replacements with Technologists/Architects to drive down Costs. Developed SRE Tools & Technologies Roadmap for projected business and technical needs. Updated Business Case for Leadership visibility and funding needs. Scaled SRE by: Creating new roles TPMs & EMs (Engagement Managers). Hired and Coached them for Scaling Transformation Established and nurtured tool adoption with other COE leads (e.g., API, Mobility, Agile), support groups, Local Champions across user orgs, & Leadership for consistency. Marketed SRE support and Ensured SRE value proposition is understood by user orgs. and Leadership Technology Adoption Leader by target Business and IT user organizations by: Establishing Daily support lines for real-time user support. Establishing Local Champions effort to enhance and scale user buy-in and adoption. Scaling already-established Weekly forums to disseminate critical information to project teams.
Developed user recognition (tSpace badges) Program for SRE users. Impacted Technology Project Life Cycle and SDLC Timelines by Leading Launch Time Transformation (LTT) Program an Enterprise-wide, multi-Application effort impacting a subset of $2B Program/Plan of Record: Shortened Project delivery cycle by Partnering with Business Clients and Process Owners. Ensured SRE Technologies and Tools were used by project teams as enablers.2008 to 2011 IT Requirements and Testing Transformation Program Manager (Pilot Phase) Business Client Org. Engagement
Demonstrated the value of Best-in-Class (Req Pro) tool to Business and IT teams and their leadership. Designed & set-up Req Pro helpdesk and ensured User Adoption by working escalations. Showcased Tool updates and received User feedback by Initiating and conducting User forums. On-boarded 100s of projects by addressing individual project issues with IT PMs, Process & Product Mgt. Trained business users on Workflow Business Management (WBM), and installed WBM in production environment. Authored recommendations for WBM project folder structure and Best Practices. Team Building and Management (of TPMs, SMEs, EMs):
Identified required skill sets and hired personnel to meet evolving technical and business needs. Resolved funding issues to secure approvals from Program owners and ensured funding was available for team. Setting up mechanisms for continued funding in 2011. Optimized assignments/deliverables of team members for projected priorities and balancing assignments. Technology Installation and Enhancements:
Installed Prod instances of New Requirements Tools.
Stayed within constraints of License agreement, and budget per Business Case. Created and Installed a Citrix portal for wider availability of Tools for Scaled Phase Developed backlog of user issues for resolving them, identifying tool enhancements, and improving user satisfaction by VOC (a 6-Sigma technique) to Prioritize Tools enhancement.2006 - 2008 (CIO Award 2008) Project Manager for Merger Projects Billion Dollar March (BDM) cost savings for Project in AT&T-SBC Merger Program:
Improved test data usage in a complex IT-wide effort across dozens of apps and tools teams Improved Quality of test data, Speed of testing, and Promote test data reuse. Identified and resolved SBC-AT&T Merger projects and SDLC issues by Unifying testing at all levels.2000 - 2006 Project/Program Management Developed, Tested and Launched 4+ new Internet products in Cross-Functional co-working with Product and Process orgs for Signature Client program (AT&Ts TOP 50 clients). Delivered a key Customer feature in Network Ops. programs (Customer Notification for Network Events) Unified Bandwidth Services Program (both Terrestrial and Satellite totaling $8.5 M) across BT & AT&T joint venture. Managed program deliverables like Project Life Cycle nuances, budget, and team structure/assignments.1998 - 2000 Internal Business Operations Consultant Evaluated business case for market entry for AT&T Local Services (ALS) by Leveraging Ops Research/ Simulation analysis This was multi-$Billion opportunity requiring Capacity validation of Operations. Designed, developed, tested, rapid prototyping and rolled-out of Move, Add, Change, Delete (MACD) application for AT&T Local Services. Continued Leadership of Customer Support Operations Transformation: Call Center/Hotline Engagement: Modeled call center case/ticket flows to improve: Customer satisfaction and operational efficiency. Reengineered Task flows between associates' pods working Sales and MACD (Move, Add, Change and Disconnect Service)
Sizing recommendations for call center to handle volumes caused for MACD and sales volumes. This impacted AT&T business case for market entry of new Local ServicesKey Accomplishments 1997& Prior1994-1997 AHERF Group of Hospitals Management/Industrial Engineer Restructured staffing costs in patient care units at Hahnemann Hospital, taking into account various factors, such as personnel skill sets, targeted service times, regulatory healthcare directives, and patient acuity. Scaled this methodology for other hospitals. Improved Patient Support Operations for Optimized cost and service levels by Reengineering patient flows and equipment across Radiology, Emergency Room, Patient intake; Patient Records, Cardiology, reception desk departments in a hospital to improve Patient service and Press-Ganey scores. Improved patient flow, cost structure, and quality in numerous healthcare functions in cross-functional format (Quality Circles) by implementing 6-Sigma (VOC) and Continuous Quality Improvement (CQI) methodology. Evaluated the performance of seven different IT functions within multi-hospital institution through development of set of key performance indicators (KPIs).1993-1994 Thomas Jefferson Univ. Hospitals Operations/Process (Internal) Consultant Maximized utilization of Patient Bed capacity for a 680-bed hospital by Leading executive buy-in, statistical analysis, and leading overall consulting engagement.
Enhanced revenue by $1.5M and cost containment of $4.2M by Developing a Novel methodology.
1992-1993 RJN Utilities Technology Digitization Engineer Digitized Operations for electric and other Utilities maintenance for city of New Orleans. Developed methodology for staffing data digitization and entry process.1992-1992 VA Medical Center Regulatory Program (Volunteer) Lead Analyzed O.S.H. A. requirements and set up Program tracking for VA Medical Center for O.S.H.A. Compliance. 1988.1992 George Washington University Accounts Payable Used 6-Sigma (6) to verify IT vendor and product selection for GWU's accounts payable.Prior to 1988 Automotive Manufacturing Process Engineer Established root cause of a part defect by Applying DOE technique (Orthogonal Array Experimentation). Developed process maps and other manufacturing engineering needs for a motor vehicle.Education/Training 1. Agile/Scrum Master; 2. UDEMY Six-Sigma GREEN Belt; 3. PMI-Scrum PREP; 4. PMI PM-BOK 7th Ed; 5. Robotic Process Automation (RPA-OCR, NLP, ML, AI); 6. AZ-900 Azure Clouds Fundamentals Certificate. 7. MS (Operations Research & Management), George Washington University 8. MBA, University of Western Ontario; 9. Bachelor of Engineering, V.J.T.I. University of BombayPublications & Awards 1. Key Contributor Awards for 2010, 2011, 2012, 2014, 2015 and 2016 2. CIO Award 2008 3. Led sales effort for Corporate Sponsorships WinterSim 1999-2004 4. Enterprise Simulation: Framework for Strategic Application WinterSim 2000 5. Process and Service definition to validate a Business Case based on Operational Criteria (Market Entry into NYC for ALNS) IIEs Simulation Conference 2000 6. An Overview on Role of Web-based Tools at Workplace and Technology Decisions in Developing these Tools AT&T Web Week 2000 7. Improving Capacity Utilization of Patient Beds Healthcare Information Management and Systems Society (HIMSS) 1995 |
