Senior Program Manager / Senior Enterprise Architect / Director of IT / Executive Director IT / VP of IT
Forward-thinking, highly accomplished senior business information technology leader with expertise conceptualizing & directing enterprise technology solutions. Innovative enterprise business strategist with broad background in astute business process reengineering, software/system/solution development, risk mitigation & cost containment. Expertise in full cycle program/project planning, development, execution & support. Extensive experience at developing Standard Operating Procedures (SOPs) and user training materials that streamline operations and insure a smooth transition process to a new and/or upgraded application. Excellent facilitator that is able to effectively collaborate with executives, unit leaders, technical, operations & non-technical resources at multiple domestic & international locations. Strong team building & leadership skills; known for training initiatives & creating IT employee career paths.
* Strategic & Tactical Planning * Business Aligned Innovation * Business Process Analysis * Vendor/ Supplier Management * Business Relationship Management * Enterprise & Solution Architecture * Portfolio/Program/Project Management * Software Development Lifecycle (SDLC) * Systems Analysis, Design & Ops * Project Governance (ARB & PRB) * PMBOK, Waterfall, Scrum, ITIL * Team Building & Leadership
CAREER HIGHLIGHTS Strategic & Tactical Planning: Established effective partnerships between business stakeholders and IT team members to complete key strategic initiatives at Las Vegas Sands Corporation (LVSC). Created strategic technology roadmaps, IT scorecards and setup a standard meeting with each individual business stakeholder (15+) on a monthly basis regarding their department's current / future use of IT applications, services, and technology solution portfolio.
Business Relationship Management: Investigated and reviewed multiple new mobile, cloud, and kiosk based technology solutions for use in the LVSC enterprise. Each of these potential solutions were looked at based on revenue generating capabilities vs. risk, cost savings opportunities and first to market/leading edge capabilities such as enabling players to register for a poker tournament via a kiosk, allowing guests to open their suite door from their personal mobile device and leveraging a secure cloud based solution to support collaboration and communication requirements with select external business partners.
Team Coaching/Mentoring/Leadership: Created a community of practice to insure consistent Business Analyst project deliverables, templates, processes, and standards across MGM MIRAGE. Recruited resources (increased team size from 6 to 13), created a standardized orientation, position plans and quarterly review processes.
Technical Program/Project Management: Directed the One Club to Players Club Conversion Program at MGM MIRAGE which included 6+ major IT projects. The program utilized over 20 internal business users, IT & 3rd party vendor resources with a $15M capital budget to complete the custom development, data reporting/analysis, and system/data conversion projects to support a successful player loyalty system conversion.
PROFESSIONAL EXPERIENCE Las Vegas Sands Corporation (LVSC), Las Vegas, NV 05/2008 -- 06/2012
Director of Enterprise Strategy & Architecture, Front of House & IT / Business Engagement Leader, Casino & Hotel * Ongoing business end user advocate within IT for new ideas/solutions to improve and enhance guest experiences throughout the property from the casino floor, retail outlets, restaurants, and in the guest suites at the resort. * Successfully negotiated a first to market solution for poker players to register for on-property poker tournaments via a self-service kiosk, which enabled an increase in player satisfaction and incremental revenue for the property. * Setup and maintained a secure cloud based solution used by 20+ Team Members to support their needs to communicate, share, and store documents in a consistent location for collaboration with select LVSC external business partners/suppliers. * Heavily involved in the infrastructure and technical architecture design for the LVSC Group Sales CRM initiative which included upgrades to the core CRM platform and Enterprise Service Bus (ESB) architecture which impacted 60+ Team Members. * Managed the creation and maintenance of a 3-year global business/technology strategic roadmap for the Front of House (FOH) and IT business verticals to ensure effective use & planning of LVSC IT's current & future technology solution portfolio and interfaces across the enterprise. * Led the implementation of the technology solution components to support a property-wide resort fee program which generated over $200K in revenue for the first six months of the program. * Enabled over $400K in cost savings by utilizing existing systems, implementing business process changes, leveraging free tools to meet business needs rather than purchasing new software and/or hardware solutions. * Completed the business case, requirements development, vendor selection, statement of work (SOW) negotiation, solution implementation for an enterprise wide Talent Management SaaS based product suite which impacts over 9,500 North America Team Members. * Managed a property-wide document management system conversion/upgrade and replacement of 110 guest-facing digital signature capture device project with a $195K budget which affected 750+ Team Members. * Partnered with the Venetian Poker Room Management Team to obtain off cycle capital budget funding of $160K for a system conversion and insured that it was successfully completed within eight weeks. This system conversion was a key factor in a +20% revenue increase year-over-year for the Venetian Poker Room.
MGM MIRAGE/Mandalay Resort Group (MRG), Las Vegas, NV 02/2005 -- 04/2008
Director of Strategic Innovation & Integration (09/2007 -- 04/2008) * Managed the $1MM City Center In-Room Proof of Concept project involving over 15 internal businesses, IT and third party vendor resources. Established precise detailed plans to insure that all critical path/project milestones were completed on schedule, within budget and all business/technology objectives were met. * Developed and led an initiative to restructure the Application Support department which directly impacted over 10 IT employees. Analyzed current state of the Application Support department, refined and enhanced three job descriptions (lead, senior, regular), created two different career paths for Application Support Analysts (technical or management), developed IT vertical internal OLAs and SLAs for strategic technology vendors. * Chaired multiple internal manager/executive meetings to review and determine potential business value/fit of short, medium, and long-term innovation concepts, goals and ideas. * Partnered with technology vendors/solution providers to review current solution offerings and future roadmap to determine if a new and/or upgraded solution can add business value to the MGM MIRAGE enterprise. * Developed an enterprise-wide strategy for self service employee and guest facing kiosks which was utilized in assessing, reviewing and selecting a vendor for the Mandalay Bay Buffet kiosk project. * Facilitated initial potential partnership discussions between Microsoft and Sona Mobile to develop an MS Surface based solution to support a transition from paper based to technology based parlay cards to enable a new player experience & offer a mechanism to attract the “Generation Y” market segment to the Race & Sports Book.
Director of Business Analysis (02/2006 -- 09/2007) * Expanded team from 6 to 13 resources; while ensuring effective leadership, direction, and standards for the Business Analyst team by developing and implementing a Community of Practice which included: 20+ new deliverable templates and 10+ processes/procedures. * Defined, documented and communicated two position plans, multiple internal/external free and low cost training opportunities, two MGM MIRAGE Corporate IT specific career paths and potential areas of focus for Business Analyst resources utilizing department and industry standard best practices. * Developed and implemented management guidelines for Business Analyst project management growth opportunities. * Created and implemented a standard orientation process, individualized position plans and a quarterly review process for Business Analyst resources within MGM MIRAGE Corporate IT.
Project Manager (09/2005 -- 09/2006) * Led the $15M player loyalty technology conversion program (6+ major IT projects) which was important for MGM MIRAGE to insure a consistent player experience at the newly purchased Mandalay Resort Group Properties. * Successfully directed a six week technology conversion process for Monte Carlo to the MGM MIRAGE Players Club Program. * Effectively collaborated with the slot floor conversion IT project manager to insure on-time and on-budget delivery of each slot floor conversion required for the Mandalay Resort Group One Club to the MGM MIRAGE Players Club Conversion Program. * Created key IT deliverables such as: project schedules, roles/responsibilities matrixes, proposed architecture diagrams utilizing MGM MIRAGE Corporate IT project management methodology and industry standards. * Screened & evaluated 5+ candidates for Business Analyst positions within MGM MIRAGE Corporate IT.
Senior Business Analyst (02/2005 -- 09/2005) * Managed the investigation and analysis into the feasibility of adding the 10+ Mandalay Resort Group properties to the existing MGM MIRAGE CME2 solution for room, cross property room charges and credit card transactions. * Led definition, requirements gathering and analysis for customized applications including: data reporting, messaging and casino management solutions for over 5+ corporate & property specific organizations/departments. * Created key IT deliverables including: business/functional requirements documentation, current/to-be process flows, data report and screen mockups using the Corporate IT software development lifecycle & industry standards. * Mentored 3+ Business Analyst peers on industry standards and best practices for requirements analysis gathering and analysis.
Hewlett Packard (HP), Cupertino, CA 12/2002 -- 02/2005
Business Analyst, Inkjet Printing Group (IPG) Product Generation IT (PGIT) (12/2002 -- 02/2005) * Led the business and information management analysis processes for the development and implementation of various customized web applications, messaging and data warehousing solutions on behalf of multiple IPG Product Generation organizations. * Analyzed & updated ETL mappings for the MSDS application based on new business/functional requirements as a result of new governmental and safety regulations in 30+ locations that HP goods & services are sold. * Generated key IT project deliverables such as conceptual and logical data models, data dictionaries, data flow diagrams, application architecture diagrams, ETL mapping design documentation, data report and web screen mockups, application design documentation, end user acceptance test cases and schedules. * Mentored and trained 10+ employees on IPG Product Generation IT specific policies and procedures. * Selected to represent the Information Systems Analyst community on the IPG IT Information Standards Board. * Interviewed & evaluated 6+ candidates for Business/Data Analyst & Technical Architect positions within IPG IT.
Hewlett Packard (HP), Palo Alto, CA 06/1999 -- 12/2002 IT Specialist, Supply Chain Information Systems (SCIS) (06/1999 -- 12/2002) * Successfully supported and enhanced multiple worldwide daily data feeds from 5+ sources to enable effective supply chain management for the Network Systems and Mobile Computing divisions of HP. * Led the testing and implementation of a custom developed interface between an existing enterprise data warehouse and the DesignWin application enabling faster analysis, increased data accuracy and improved usability of the DesignWin application. * Performed the management responsibility of offshore development resources to support the Caesar Data Warehouse Migration Project which included defining the scope of work, acceptance criteria for work completed, and key milestones as required by the ePIT Software Development Lifecycle (SDLC) * Increased workforce readiness by developing company-wide end-user and support training and documentation for numerous business tools, including Buypower, KeyChain, and eMercury. * Traveled internationally and domestically to train 6+ IT support staff ("Follow the Sun support") and end users on key strategic business applications for HP.