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Click here or scroll down to respond to this candidateCandidate's Name , CSM, PM, Sig-Sigma, OCM, CPAEMAIL AVAILABLELINKEDIN LINK AVAILABLE PHONE NUMBER AVAILABLEOverview: Ability to scale from; project, to program to portfolio management. Project experience; application, infrastructure, compliance, and organizational change. Ares of study; project/program management, change by design, accounting, risk, investments, organizational change, six-sigma, and data management. Quickly grasp complex topics, excel at team building, effectively collaborate with owners, prioritize work, manage stakeholder communications, mitigate risk before they become issues and deliver solutions.Education/Training/Certifications:Western Michigan University BS AccountingAICPA Certified Public Accountant - DeloitteScrum Master Certified Working knowledge of SBOK GuidePMI PMP Working knowledge of PMBOK Guide and StandardsScrum Master Class Accelerating Agile & Future StateOrganizational Change Management - V. Hart, J. Kotter, and D. CohenSix Sigma Orange Belt CertifiedData Management Body of Knowledge DAMA DMBOK Certification in ProcessChange by Design Design Thinking and Transforming Organizations Tim BrownSeries 6, Health & Life LicensesProfessional Experience:Bob Evans Restaurants/ Sr. Project Manager Jan 2023 to PresentInitially responsible for projects, within sixty days responsibilities expanded to include Enterprise Portfolio management, Program Management and Organizations Project Governance. While managing eight projects (Infrastructure, application, and Vendor Led projects) Accomplishments:Collaboration with Senior Leadership, aligned Portfolio to organization strategy/goals and implemented KPIs to measure portfolio health.Aligning Intake process with project governance to address, backlogs, on hold and emerging priorities.In collaboration with Leadership, addressed budgeting and forecasting to meet Finance/Accounting requirements.Designed and rolled out/training for project management practices across the Organization.Appointed to develop/lead program to address key vendor failures due to their ransom ware attack, including taking control updates and security patching.Bread Financial Scrum Master/Agile Coach March 2021 to Jan 2023Scrum Master/Agile Coach for Data Governance Initiatives. Collaborated with Leadership, Product Manager and Product Owner to develop vision, budgets, resource plans, roadmaps and develop JIRA boards (migration to JIRA Cloud with advance road mapping) and led and trained teams. In addition to PM responsibilities:Implemented agile and ensured compliance with Scrum Methodologies and best practices through coaching and effective training. Performed agile health assessments to adjust coaching and training to maximize learning and value delivery. Velocity improved 600%Based on DAMA DMBOK Develop Data Governance assessment tool, enabling CMMI maturity plan and enhance Roadmaps. Improved value delivery and alignment to stakeholders expectations.Led Data Governance Organizational Change management effort and system roll outs. Successful solution adoption by 1580 Bread associates.PNC Project Manager/Scrum Master: Jan 2020 to March 2021Project Manager/Scrum Master leading initiatives for the Commercial Sector.PM/SM for LIBOR to SOFR conversion impacting multiple Initiatives and vendors. Budget $10.0 millionSM for Rate Calculator engine build to support business in LIBOR to SOFR conversion. Budget $185,000Development multiple Intelligent Automation BOT Solutions across Business Credit. BOT development cycle 8 weeks, budgets ranged from $45,000 to $75,000 per BOT.Served as lead for Clarity to Clarizen conversion and methodology change.Huntington National Bank- Project Manager/Scrum Master (Medical Leave due to Accident) May 2019 to Sep 2019 PM & Scrum Master for Commercial Business Segment. Quickly consumed SDLC and Project tool knowledge enabling me to take over troubled projects and kick-off projects more than 15,000 hours. Key accomplishments:High Impact vendor solution project stalled due to SOW. Working with Sourcing, Legal and Business developed/implemented strategy to complete SOW while protecting organizations I.P. Led Agile/Waterfall teams in developing an aggressive schedule (cut timeline by 50%) allowing HNB to meet release deadline enabling the retention of key customers.Compliance Project missed two prior promised delivery dates. Identified/addressed issues Technical and SDLC for teams that were struggling through agile methodology transition. Achieved go live date, avoided additional fines.Improved team velocity and quality through improved priority setting, clarification of story cards, testing and ensuring at the end of each sprint able to demonstrate working software to Product Owner.Kicked-off two projects more than 15,000 hours. Led through scope, charter and requirements than handed off to returning FTEs.American Electric Power- Engagement Manager/Project Manager/Scrum Master May 2017 to May 2019Portfolio responsibilities; enterprise solutions, nuclear operations, workorder/asset management, customer relationship management, data analytics, digital applications, new data center buildout and SOX general controls.Streamlined and align solution offerings to my organizations strengths; dramatically improved performance and eliminated/avoided significant challenges. Over the next 18 months project work increased 452%.Application of effective project governance and risk management, project delivery OTOB improved from 40% to 98%.Improved reporting through implementation of Vital Performance Indicators (VPIs) and clarification of KPIs. Contributed to improved AEP Deliver Managers approval rating; from 25% to 96%.Improved Agile delivery through coaching SMs, team members and improved visibility into development efforts. Developed visual boards, clear product backlog with effective sprint planning. Worked with product owners to improve story cards (limiting down time due to missing information or clarification).CSG, LLC a Boutique Consulting Firm March 2003 to May 2017 Through key objectives, well defined service offerings and key relationships grew to national and international solution provider. Brough leadership and executed across IT, consulting, and compliance. Business sectors: Financial, Healthcare, Retail, Government and Manufacturing. Engagements/SOWs:JPMorgan Chase, Project Manager/Scrum Master April 2016 to May 2017 Led projects across Digital, Credit Card, Mortgage and Global Wire Transfer business areas.Collaboration with product owners key users define product roadmap, refine charters, scope documents. As Scrum Master ensure agile practices followed, eliminated blockers, participated in Scrum of Scrum meetings, improved velocity in collaboration with Product owner; better prioritization of backlog, improved grooming of story cards, and delivering workable software at the end of each sprint.Pursued minimal viable product and developed product release plan incorporating Agile/Scrum approaches,Delivered multiple IT business solutions through effective planning, risk management and coordination of domestic and international development resources.NCR Corporation, Executive Program Manager October 2013 to October 2015Developed and implemented Program Governance through collaboration with sales and operational teams defined objectives, business opportunities/risk, developed execution strategy, revised SDLC. Results:Develop market leading product solution to fill void in cash handling solutions for banking operations, saved $2.9 million in R&D. Produced $36.0 million in revenue.Avoided a 15% reduction in service footprint averted $6.9 million income loss.Led PM effort and Launched new ATM solution winning $71.0 million contact.Huntington National Bank, Project Manager/Scrum Master October 2011 to September 2013With Bank leadership, oversite of CEO, assessed Credit Card Program. Paused to redefine product roadmap to meet MVP delivery strategy:To achieve aggressive development timeline, collaborated with management; revised program objectives, requirements, vendor SOWs, schedules, aligned Waterfall & Agile development efforts, resource needs (internal & external),Delivered Commercial Card solution within 11 months by overhaling; project approach, communications, aggressive risk management and schedules.By meeting product launch timeline, Corporate Card generated $50.0 million in revenue within the first six months.Ohio Health & Regional Health Organizations, Project Manager August 2008 to September 2011Engagements to assess present/future needs and replace enterprise clinical and back-office systems.Led cross functional teams through assessments, requirements gathering, RFP drafting, potential vendor list, RFP response grading with vendor selection.Full PM responsibilities; solution, development, validation and delivery (corporate and branch operations).Delivered and operationalized four enterprise solutions on time and plus/minus 10% of budget.Abercrombie &Fitch, Project Manager April 2008 to July 2008 Initial role to PM ERP Phase-2 implantation of this $50 million program. Role expanded to Lead PM went significant risk identified in Phase-1.Led program SWAT assessment, presented results, and go forward plan to leadership team including CIO, CFO, COO and key managers. Developed new project plan with hard go live date to meet company publications Wall Street press releases.Put in place Program Governance, controls, standards, assessed and change resources.Revised schedules to address issues as we moved forward with development. Handed off project to newly formed PMO team to finish execution. Achieved: Implementation timelines published to Wall Street.Glatfelter Corporation, Project Manager June 2006 to April 2008 Newly acquired Paper Manufacturing operations, encompassing 64 acers under roof was $40.0 million below EBT forecast/Goal to recover $40.0. Reported daily to Program Manager, Plant Manager, Corporate CO and CFO.Presented with 350 ideals and 45 plant resources to develop a program to achieve EBT forecast. We selected top 85 ideals-built return forecast and outline program effort.Build Governance, schedules, and models to capture operational and financial results.Projects touched on every aspect of organization; product lines, scheduling, procurement, logistics, manufacturing Lines, inventory, marketing/sales and green certifications to retain key accounts (i.e. Harry Potter publication, etc.). Achieved $46.0 million EBT and saved 2,500 jobs.RTI International Metals, Inc. Chief Internal Auditor/PM July 2004 to May 2006Reported to Audit Committee (including member John Glenn) and Chief Legal Counsel. Selected by CFO to lead internal audit with a budget $6.5 million.Partnered with leadership to address 32 Material Weakness identified by PWC annual audit.Project Management responsibility of SAP ERP (Customers DOD and Aerospace) implementation.Developed and oversaw project to meet SOX compliance financial and IT controls (leveraged COBI) to address Material Weakness across the organization. Achieved No Material control weakness and 2 Significant control weakness.Delhaize Corporation, SOX Executive Project Manager June 2002 to June 2004Teamed with CFO, CIO and Chief Internal Auditor to architect IT Sarbanes Oxley Compliance SOX program with oversite of Audit Committee and Deloitte.Designed program to assess ITLE compliance and translate results into COBIT framework follow by Deloitte to streamline compliance reviews.Developed schedules with 75-person resource plan to access operations across 7 nations. We captured weekly work efforts to measure to plan and provide clear reporting to management.Assessed controls, drafted missing policies, procedures and recommended control owner role and responsibilities. Achieved SOX compliance. Deloitte rated compliance approach and results as Excellent!Interest and Contributions to Work Environments and Community:Mentoring, Coaching and Training Team members and professionalsCommunity Association Vice PresidentVolunteer Youth Athletics and Community EventsAvid reader, its the Rocket Fuel for Innovation and good to great idealsEnjoy Family, Golf, Working-out, and home and community projectsReferences:Available when mutual interest is established. |
