A professional with diverse Information Technology experiences in private industry and consulting. Adept in identifying and solving complex IT issues using proven process improvement techniques and methodologies. Responsibilities have included: • Directing project scope from Conception through Initiation and Planning, Execution and Approval, and Delivery and Closing • Formulating and managing project plans, schedules and budgets • Evaluating, selecting and implementing software packages • Sizing and selection of computer hardware • Directing multiple simultaneous projects crossing multiple business lines • Use of various programming languages • Working in matrix development environment • Use of change management/process improvement techniques (Six Sigma) • Use of systems development lifecycle methodologies for the implementation of custom developed and packaged systems • Directing and mentoring of IT staff
ROLES: Project Manager Change Manager Director -- Consulting Services Systems Development Manager Business / System Analyst Team Supervisor Testing Lead Program Manager Production Support Manager INDUSTRY APPLICATION: Utilities Healthcare Publishing Banking Financial Services Big 5 Consulting Services Insurance Manufacturing Government E-commerce • B2B PROFESSIONAL TRAINING: Six Sigma - Working Toward Green Belt Certification TOOLS/METHODS: Life Cycle Project Management Requirements Management MS-Office Suite Visio Planview STAMP Clarity Microsoft Project Business Integration Methodology Method1 JAD Waterfall Methodology Iterative Development Oracle, DB2, IMS, IDMS Six-Sigma CASE Methodologies RAD SharePoint PMBOK ITIL Lotus Automated Work Management Mercury IT Governance MS-Office Suite Visio SDLC EDUCATION: • Athens State University B.S. Business Administration
CHRONOLOGICAL SUMMARY OF EXPERIENCE
Senior Change Manager (consultant) Bank of America, January, 2012 - Present Perform end to end Change Management responsibilities for initiatives in the Middleware space of Global Banking Markets and Wealth Management Technology and Operations. Specific assignments include: • Directing the upgrade the Web Sphere messaging application to benefit application clients.
Senior Change Manager (consultant) Bank of America, March, 2010 -- September, 2011 Perform end to end Change Management responsibilities for initiatives in the Middleware space of Global Banking Markets and Wealth Management Technology and Operations. Specific assignments included: • Directing the consolidation of all bank routing information required to fulfill the needs of the Bank and its customers worldwide. • Directing the enhancements to existing applications to make failover and route away decisions seamless to Bank providers and customers.
Senior Project Manager (consultant) Wells Fargo Bank, November, 2009 -- February, 2010 • Directed projects to support the conversion of Wachovia Securities to Wells Fargo Advisors. These projects addressed the merging of the Brokerage IRA functions for both banks and followed a development and process improvement methodology based on PMBOK as its foundation in a matrix development environment.
Senior Project Manager (consultant) Wachovia Bank, September, 2006 -- January, 2009 • Directed the development of a web based Service Offerings Catalog for the Mainframe and Data Center Services (MDCS) group of Wachovia. This catalog follows the ITIL best practices guidelines and is being used by Wachovia business partners to request services from MDCS. • Coordinated the incorporation of selected MDCS service offerings into a service request management workflow tool. • Developed a documented, sustainable process to address the remediation of single corded equipment in the major data centers. • Directed the installation of the BMC Enterprise Performance Assurance software on all of the production servers. To accomplish this, I had to work with all of Wachovia's lines of business to identify all UNIX, Linux and Windows operating systems. • Directed the definition of the current state of data storage services in the areas of primary storage and operational recovery. This was accomplished for five business applications by validating the existing service details with each application's respective support manager. • Performed a feasibility study to determine what cost savings and cost avoidance could be achieved through the consolidation of SQL servers throughout Wachovia.
Project Manager/Change Manager (consultant) Bank of America, August, 2005 -- September, 2006 • Directed a project that addressed the process improvement of over 23 functions for the Corporate Security group. This project followed a development and process improvement methodology that used Six Sigma as its foundation. • Directed multiple projects to support the conversion of MBNA to Bank of America. These projects addressed the e-commerce/on-line banking functions for business credit and debit cards. These projects follow a development and process improvement methodology that used Six Sigma as its foundation.
Vice President/Change Manager Bank of America, July, 2004 -- August, 2005 • Directed the enhancement of the consumer secured card to allow the card to be marketed to a larger base of consumers. • Directed the enhancement to the consumer student card that allowed the card to be marketed to a larger base of students. • Directed the change in terms for a line of credit and debit card offerings. This allowed the bank to increase revenues by updating the processes used to apply and collect card charges and user fees.
Senior Project Manager (consultant) Bank of America, July, 2003 -- July, 2004 • Directed the enhancements to the commercial Voice Response Unit (VRU), enabling customer service representatives to reduce the time needed to service customers and increase the number of calls served per service representative. • Directed the conversion of customers from consumer cards to business cards, enabling the Bank to increase business card revenues. • Directed the development of a process to cross sell business card products, enabling marketing representatives to better service customers and increase card revenues, • Directed the enhancement of a co-brand rewards program, enabling the card issuer and the Bank to increase card revenues.
Senior Project Manager (consultant) Blue Cross/Blue Shield, South Carolina, March, 2003 -- July, 2003 • Directed the re-engineering of the enrollment processes for medical benefits systems used by Blue Cross/Blue Shield to service Federal government agencies. This enabled Blue Cross to continue to be a prime vendor for the Federal government. This project followed the PMBOK standards using a waterfall SDLC methodology in a PMO/matrix development environment.
Senior Project Manager (consultant) Capital One, September, 2002 - January, 2003 • Directed the definition, design, and construction of applications that interfaced with the Shaw Installment Loans software application (version 4.5). This enabled Capital One to convert three lines of business to the Shaw IL product, reduce staff and reduce operating expenses.
Project Manager (consultant) Royal & Sun Alliance Insurance, October, 2000 -- January, 2002 • Directed the delivery of four projects that centered on the process improvement and consolidation of historical policy information in the claims and premium reporting areas. This laid the groundwork for the consolidation of eight reporting systems into two integrated databases that enabled all areas of the company access to the databases using report writer technology and reduced reliance on the Information Technology Department. .
Project Manager (consultant) Bank of America, June, 2000 -- October, 2000 • Directed the supplier enablement team as part of a project to develop a B2B marketplace for the Bank. Responsibilities included all aspects of project management. Additional responsibilities included documenting the entire supplier enablement process and developing enablement guides/procedures for prospective suppliers on how to establish themselves in the marketplace. This allowed the Bank to increase revenues by offering the marketplace to small business bank customers.
Director, AS/400 Consulting Practice MarchFirst, August, 1996 -- April, 2000 • Responsible for establishing the business direction of the division, managing the direction and growth of the division, marketing consulting services, recruiting and training consultants, maintaining client relations and working with other divisions of the branch to help deliver a full range of consulting services. This division grew from inception to eight professionals with over $2 million in revenue in less than nine months. In addition to providing clients with Information Technology assistance.
Project Manager Compuware Corporation, August, 1992 -- July, 1996 • Responsible for the development of information services consulting practice of the Columbus, Ohio branch by providing clients with a variety of systems services.
Project Manager, Systems Development American Electric Power, November, 1987 -- August, 1992 • Responsible for the development of a new customer services system to be used by the eight operating companies. This system replaced the five legacy systems being used by the operating companies. Applications included service orders, billing, credit collection, meter reading and marketing.