Schedule a Call

Working through MBO Partners, Inc., representing PricewaterhouseCoopers for their client, Global Payments Inc., a payment technology and services conglomerate. Currently, we are working on migrating over 100 on-prem internal and external application solutions to Google Cloud Platform, GCP, to support the Data Center exit. This includes reviewing and solutioning internal/external network connections, server and storage sizing, CPU and latency performance reviews and solutioning, and working with the application owners on installation configurations to complete their migrations.

• I am leading the 4 infrastructure teams in prioritizing and coordinating the development of application-sizing requirements documents with the application owners, aligning resource capacity to support build assignments to meet delivery timelines.
• I am supporting architecture reviews of application designs to confirm we are meeting security standards via the Architecture, Design and Build document, fact checking the ADB to confirm revised cloud connections, server sizing and security levels.
• I am leading the effort to support application owners completing the 62-line items of the ATO (Authority To Operate) checklist in order to meet Go/No-Go requirements for release to Production.
• I am verifying application migrations to confirm server assignments are ready to proceed with decommissioning efforts.
• Led the effort to identify process gaps in the Architecture Review and ATO process flows, leading to reduction in review cycles.
•  I am also extracting Project financial reporting via monthly financial reports detailing FTE and Contract resources, as well as breaking out Services and Licensing costs. I’m also maintaining the project schedule in Jira and reporting in Google docs.

Working remotely to support the IT Digitization effort for Walgreens Boots Alliance over 3 distinct projects:

• Leading a DevOps team for the SAG API Migration to Apigee project, a lift-and-shift effort to migrate 80+ APIs from the Software AG platform to Google's Apigee platform. As the APIs are located and migrated, we coordinate client and target endpoint cut-over efforts with the publishers. Using Microsoft Azure DevOps (ADO) boards to track tickets.
• Led the effort for process refinement in review of API functionality leading to enhanced requirements, and reduced deployment lead times.
• Supporting the Enterprise Digitization project in the effort to use Microsoft's Form Recognizer to automate insurance card data entry for Pharmacy via card scanning OCR software. Leading daily scrums with offshore developers and coordinating infrastructure builds with on-shore/off-shore teams. Providing a 10x ROI in time process time savings.
• Leading the Data Migration project of the Customer Identity program. Supporting the migration plan development and coordinating design to build the Kafka to Event Hubs Microsoft solution to migrate off MongoDB to Cosmos DB. Key component is the Change Data Capture needed to maintain data synchronization during the migration period.

Leading Healthcare team on initiative to implement Salesforce as the new Provider Contract processing tool. Salesforce will now become the System of Record by building real-time integration between the GE IDX system for Provider record builds, Cactus for Credentialing and the MACESS document management system.

• Working directly with the Salesforce development team to lead the effort to realize the technical solutions to support the Business process.
  • Supporting the maturing of the Development Team through implementing the correct Agile process steps for grooming, sizing, and planning. Using the true Fibonacci to slot backlog Stories for the Sprints.
• I am bringing a systematic approach to align the project in a proper SDLC process
  • Getting buy-in from Stakeholders on the Mission Statement and Scope of the project, resulting in an accurately reflecting Charter document, leading to properly aligning Requirements gathering sessions.
  • Leading tech team meetings to carefully review and select technical options for basis of Solution Design document.
• Conducting weekly and bi-monthly executive team status updates to insure full transparency of IT project developments.
  • Conducting meetings where I lead the discussion to provide a clear path of communication on project progress, technical solutions, and careful analysis of actionable risk items to leadership.
  • Increasing leadership trust through presentation of deliverables to support targeted timelines.

Headed initiatives for Finance and PMO teams to stabilize and update the enterprise through new technology innovation initiatives.

• Governed program work for Thomson Reuters Elite 3E stabilization, remediation, and upgrade.
  • Inspected key process finance queries, Bill Sum, Journal Manager, and Proforma to streamline performance and usher in record locking features to prevent lockups during year-end closing (YEC).
  • Devised new infrastructure standards based on TR best practices to deliver augmented hardware support for YEC.
  • Reviewed and supported infrastructure upgrade implementations to Windows Server 2019 in virtualized environment. Worked with Operations team to spin up new environments, load OS and upgrade 3E software.
• Formulated new PMO best practices for coaching current project managers using Atlassian suite of tools (Jira and Confluence).
  • Constructed Confluence template for status reports and automated aggregation of reports by departments. Use of page structures, tags and headings to allow PMs to make updates, then have the individual pages roll up to progam level reports, and sort by status criticality (Stoplight structure).
  • Composed best practices for positioning projects in Jira; supported update of Jira fields to obtain key stakeholder information, align status reporting using structure to display epics, stories, and tasks in proper hierarchal matter.
• Delivered 1st epic deliverable having a massively positive impact on stability of current application by controlling requirements in setting up meetings with Finance Team. Gathered pain points of previous project interactions between Finance and IT and inspected the Finance request. Built a new Finance project portal in Confluence to enable self-service on project reporting.
• Delivered product update of existing legal directories SharePoint pages, for Practice Innovation team.
  • Followed SDLC process to engage the stakeholders and set delivery expectations and received Product stakeholder approval to proceed with developed product plan.
  • Engaged technical resources to understand application infrastructure processes. Engaged business resources to locate product customers and developed working relationships to identify key features.

Led different teams throughout enterprise on infrastructure, application, and business development projects. Program Manager for PMO and Scrum Master in Sony (Scaled Agile Framework) SAFe and Product Manager for CRM transactional marketing emails. Developed new business workflows for functional transactional email requests and performed business analysis to confirm requested email functionality met Sony marketing and legal standards.

• Winner of Best Design Prize for Ring Video AWS breakout session at 2017 AWS re:Invent with 4-person tech team.
  • Attend the AWS re:Invent conference in Las Vegas with the Sony DevOps team to learn about AWS capabilities and to better engage and relate to the DevOps team members.
  • After a successful stint at re:Invent, management then agreed to have me attend the AWS intro course at UCLA. This gave a great insight to AWS architecture as it related to the DevOps responsibilities for Sony.
• Engineered new Confluence space to convey PMO process, present documents, and deliver status on requests
• Piloted two AWS application migration efforts using lift and shift process (TVO and PacMan (PlayStation Acct Management)).
• Took on Product Ownership of Transactional Emails to lead development of client requirements, developed new request submittal process, supported 3rd party vendors in developing new emails templates, where I also created the mockups from the email HTML, worked with Marketing and Legal teams in reformatting email to Sony Marketing brand standards and developed new QA process for release of 19 new emails.
• Led Database Ops team in database migrations and backup strategy revisions to move data off mag tape backup process.
• Supported Network and Infrastructure teams in new LV datacenter cage build outs supporting LA datacenter closure.

Allied with Customer Experience Team to build new generation Order Management System. Gathered business specs for Business Requirements Document (BRD). Issued feedback on solution analysis specifications as well as inspected HLD and FSD documents. Vetted new business functions and recorded new business flows with MS Visio.

• Presented customer flows to executives for business requirement reviews to allow deeper comprehension of application designs, which received immediate approvals.
  • Developed full deck of OMS Customer Flows to display subscription options, including a shopping cart mockup in Excel to display cart pricing options with real-time data selections.
  • Review shopping cart programming with cart vendor to understand field characteristics and gap analysis for development effort.
  • Unfortunately, leadership rejected the vendor cost for the updates needed and cancelled the project effort.

Travel assignment to Orlando, FL., to develop data system for SAP data archiving and data migration from legacy Capital Projects system. Picked up business requirements for master data structure, developed MS Access database to retrieve legacy data, convert formats, align data mapping, and upload data to new SAP environment. Archived data needed to be viewed by team members of capital projects, entertainment, and marketing departments. Partnered with SAP developers to examine failure points and edited programming of system.

• Capturing business requirements for Master Data structure, identifying format conversions, and aligning data mapping.
  • Worked with NBC legacy systems team to understand data requests and review Captial Projects system, a proprietary system developed by NBC.
• Designed and built MS Access database for extracting legacy data for SAP systems data migration.
  
  
  • Included reviewing SAP system and identifying required data fields and executing data extraction.
  • Updated MS Access features to include automated emailing of data upload process to presented fields uploaded, data samples, and count of records per table to validate against Capital Projects and SAP records
• Developed system upload process and email alerts to indicate process complete and alert key business analysts to review
  • Documented Capital Projects data extract and SAP data upload processes.
  • Used trend analysis the define timing schedule of data extracts and uploads to confirm porject delivery dates.
  • Successfully uploaded all data to new SAP system.

Cross-functional Team Lead for IT Technical Services and SEI business units. Essential resource for issuing vital scope specifications on multiple projects. Finalized high-level design documents with Technical Services Team. Calculated resource levels for budget proposals, including ushering in a new budget tool for incorporating budget submissions from multiple IT Service teams.

• Led Tata Consulting Services (TCS) team in developing Business Requirements and Use Cases for Digital Asset vendors as part of RFP process for new Digital Asset Management tool that would provide enhanced secured access for 3D CAD engineering and marketing assets throughout the Honda enterprise.
  • Led technical reviews and team engagements with Honda customers to review and develop requirements documentation.
  • I personally developed a new enterprise-level MS Access database requirements tool for use by scope vendor, to provide formatted BRD.
    
    
  • Led the effort for technical re-writes for requirements gaps from customers reviews.
• Led the requirements gathering effort to identify scope for the updated functionality request of the National Highway Traffic Safety Administration (NHTSA), to bring Honda in compliance with NHTSA Recall regulations
  • Reviewed legal compliance requirements with Recall team and Honda legal in regards to new NHTSA regulations.
  • Documented and presented new requirements to telemarketing vendor for new Robo Dialing process flows. Taking advantage of new telemarketing technology to capture change of phone numbers for customers, redialing when directed to voice mails, and most importantly, allowing end customer to self-identify and acknowledge receipt of recall phone message.
• Led requirements gathering for new proposal of Recall Desktop Scanning effort to enhance speed and data extraction of returned Recall Postcards received by Honda
  • Led requirement sessions with Recall Scan Team (RST) and TCS to document postcard scanning requirements. Key item was setting up data capture tool, an in-place Access database, to receive new data from the scans
  • Reviewed requirement documentation for gap analysis, scope edits and requirement re-writes.
  • Finalized documentation and led process reviews with the RST for submitting the RFP to scanning tool vendors.

Administered development of SharePoint Project Management application to facilitate five offsite service partners implementing different EHR systems to 3k+ providers in the Los Angeles region. Developed process documentation with Director of EHR Technology to identify project deliverables for template project delivery.

• Developed targeted marketing process to identify and escalate key providers in hot market areas to be early adopters of the EHR systems and support evangelizing EHR implementations.
  • Built interim Meaningful Use Practice Assessment tracking tool in MS Access to support the onboarding of Providers, and align Providers with L.A. Care omboarding agents.
  • Created reports from Salesforce used by the Marketing Team, imported these to the MS Access Meaningful Use Tool, then aligned assignments based on Provider regions
  • Streamlined service partner invoice process in SAP and Salesforce.com to measure invoice milestones.
• Managed design and development of SharePoint site using native Microsoft WebParts and customized JavaScript programming. Used Agile process to insure proper timely delivery by external developer.
  • Developed Product Backlog, maintained Burndown Chart, developed test cases and executed UAT for in-house development of our SharePoint Customer Service Tool.
  • Refined Service Partner Invoice Process in SAP, used by Finance, and Salesforce, used by Marketing, to track invoice milestones supported by SharePoint reporting.

As part of an IT cost savings initiative for Los Anglese World Airports (LAWA), I managed the planning, engineering and deployment of the Cisco VoIP telephone system to over 2,400 employees. This covered 8 major sites between LAX, Van Nuys, and Ontario Airports, at a cost of $2.5m. This project was projected to reduce phone costs by 75% annually, over standard PacBell phoneline costs, and save roughly $1.7m a year.

• Managed matrix team of 14 resources to deploy Cisco VoIP phones and supporting infrastructure including IDF Closet build outs and remediation and identifying new Cat5 cable runs.
  • This included leading the team of 3 contracted Cisco VoIP engineers, and 11 LAWA facilitiy and management employees.
  • Closet build outs also included one new construction site, where I discovered the telecom closte designed would not meet the requirements of the Cisco equipment and cable spacing needed.
  • Several remote sites, such as the Maintenance Yards and Lunchroom in the terminals, needed new Cat5 cable runs. In some cases reusing existing wiring runs, in some cases, needing new tube runs.
• Worked with VoIP Technical SME to determine site compliance for VoIP infrastructure and design site specific architecture. Produce High Level Designs for review with Infrastructure stakeholders.
  • Reviewed HVAC surveys and scheduled construction remediations with construction manager.
  • Identified locations to use analog converters for VoIP service instead of re-cabling remote sites.
  • Created phone number log tool and process for assigning block numbers for departments, including alignment of vanity numbers to support currently advertised LAWA numbers
• Developed PMO status reporting process using Niku Clarity to monitor remaining $125m portfolio of projects, resulting in co-managing various projects budgeted at $12-$68m
  • Supported PMO budgeting for overall approach to tracking and budget planning for 2011 Facilities Enhancement projects.
  • Mentored other Project Managers on buget submit process and supported submission ducumentation reviews for accuracy and PMO process alignment.
  • Produced status reports tracking current projects for resource availability to support resource planning.

As part of ADP diversifying its customer service offerings, I managed development of the Escheatment Services supporting applications. They reached out to me to lead an Agile-based approach to developing key database applications supporting Financial Services' Escheatment process.

• Developed Access database interface for SAP to process outstanding payroll instruments for Escheat processing and financial recovery.
  • Identified business process flows leading to requirements documents and product development.
  • Managed daily reviews of development status and functionality enhancements.
  • Conducted stakeholder presentations of application functionality.

HR Compensation Management Systems Implementation - Farmers Insurance has an initiative to provide their managers with a web based, self-service tool regarding employee compensation. I was chosen to lead the implementation of the new web based HR compensation tool, Rewards. The tool was developed and hosted by Watson Wyatt, a world leader in HR consulting software. In the end, I saved the company over $400k by catching a loop hole in hosting fees.

• Managed SaaS application customization effort by 3 person off-site Vendor development team from Watson Wyatt
• Completed the BRI (Business Requirements Identification) document to capture high level business requirements, functional requirements, and system requirements for IT ROM. Worked with IT to reduce budget to $1.8m, down from previous $2.2m by removing off-site hosting fees.
• Reviewed and revising business HR Compensation process with Business Unit stakeholders based on new application business flow.
• Conducted weekly reviews of Farmers IT extract file requirements based on revisions of vendor application data structures and revised business data processing requirements.

As part of the Toyota Motor Sales new Next Generation Telematics program, I provided project oversight and Program Management support for the four separate projects. A key deliverable was to get all projects to be compliant with Toyota's new BluePrint Lean project management methodology. In doing so, my responsibilities have increased from not only mentoring and managing the projects, but helping the BluePrint team to revise their RUP methodologies to take into account project funding variations. My responsibilities:

• Used BluePrint estimation methods with PMO lead to refine the project cost and duration estimation and participated in the team Scrum calls and in tracking project artifacts
• Managed 12 Toyota IT team leads in reviewing project plans for BluePrint PMO compliance and project best practices in scope fulfillment.
• Reviewed project strategies with the National Delivery Manager, Program Manager and 4 person Business PMO team to adjust current planning assumptions using Lean programmatic best practices.
• Supported RFP to identify new single source solution provider and reviewed project budget proposal, working with national level executives, to develop project budget uplift from $3.7 to $22.8m
• Worked with Oracle Financials systems for tracking project budgets, resource contract costs, and enter current project burn rates.

Los Angeles Unified School District (LAUSD) engaged MAXIMUS as a developing partner of the new J2EE based SchoolMAX, their $112m web based student information CRM system for LAUSD.

• I successfully managed off-site and off-shore development teams and managed $3.5m application requirements using J2EE technologies and report development project utilizing:
  • 8 person onsite Business Analysis team for requirements gathering.
  • 12 person Scottsdale, AZ application development team. This included regular travel to Scottsdale for development oversite.
  • 10 person off-shore resources reports development team in Riga, Latvia. This included after-hours calls with the team to confirm requirements and review development issues.
• I managed MAXIMUS' Business Analyst's efforts and assignments to gather report requirements from LAUSD SMEs.
  • I identified Reports Team scope with MAXIMUS executive management team.
  • I was the liaison to 12-person team of LAUSD SMEs to gather report requirements and reconcile Report Inventory from 1,249 reports to less than 500 reports.
• I onboarded the new requirement tool, Borland Caliber, template to facilitate data entry of requirements into database tool, merging with Word, for a standard look, and QA test script integration.
  • I was responsible for review of each report requirement document created by analysts for delivery to development team.
  • I conducted the Requirements Walk Throughs with the Developers to confirm their understanding and set functional expectations
  • I personally uploaded the requirement document to Borland to facilitate the conversion of the Word doc to Use Cases for the Testing team.

To support the development of Requirements for the Epic EHR deployment to Kaiser's northern California facilitities, I was brought on as part of the Solution Design and Consulting (SD&C) team to help build out the Project Information Portal (PIP). The tool was being conceived as an in-house development solution option to the cost of using Niku Clarity.

• As part of the PIP team, I was responsible for gathering executive project reporting requirements, and develop the tool in HTML as a web-based solution.
  • I worked with the PIP team to identify IT and business executive reporting gaps from the current options of Niku and PowerPoint status reports.
  • Documented reporting requests for Program level reporting from the various executives, SD&C team members and business stakeholders.
  • Developed the PIP tool in HTML with an mySQL back-end and presented weekly demos on progress. Presented a full working demo at staekholder meeting, and met with great support.
• Spending part time also working with project leads to support development of project plans, and risk identification.
  • Participated in Risk Management Team weekly reviews to understand current detrementals to project progress.
  • Built monthly Risk report to show Risk identification and mitigations.
• As Project Coordinator, met with team to gather project status and update MS Project server mega-plan of entire program. Project plan opened and updated one week. Then Project Reporting team would lock project plan to complete reporting the next week. Then they would re-open the project plan the following week.

As a full-time employee, I worked with and led many efforts.

• Credit Card Transition Project
  • Project to switch AAA credit card processing from BankAmerica to BankOne/FirstUSA. Business move netted AAA $22m portfolio return. IT also implemented new processor tool for CSAA treasury department.
  • Identified 85 AAA district offices, 9 AAA Travel Stores, 8 Auto Guardian, 3 Car Care Plus, and the Elk Grove and Livermore call center locations for Verifone compliance.
  • Managed business and technical requirements capture effort. Presented requirements to Business leaders for signoff, then scoped and scheduled the project for budget presentation to PMO leadership.
• PMO Resource Planning and Program Coordination
  • Supported to the PMO in identifying project schedules, risk identification and summarizing mitigation plans to support project escalations.
  • Supported PMO in reviewing project schedules and initiating Earned Value reporting on approve project plans.
  • Developed format for weekly program reviews and project status reporting via Excel sheets and MS Project plans.

Supported the Alliance (Shell & Texaco merger) Common Operating Environment Project and Raytheon ORION Transformation efforts

• I supported the PMO and created WBS and project schedules in Microsoft Project software from project SOWs while interfacing with Project Management team members. Timelines ranged from 6 months to 18 months with a total program cost of $75m.
• I developed the MS Project macro to create project Earned Value performance charts for the project executives.
  • To support the Shell-Texaco merger, I maintained the single unified project plan and developed an Earned Value macro process.
  • I hacked the MS Project 98 Earned Value macro to export the project data on demand. Then I developed Excel macros to build weekly reports of project progress. This allowed us to extract data from a project plan of over 1,000 lines, run the macros, and generate the 14 project slides in the program in a matter of minutes. It was a game changer for the leadership. The ability to see that level of work v. budget detail allowed the team to better judge project delays and realign project resources to match delviery expectations.
  • I also developed the entire workbook on project scheduling, reporting and Earned Value, which stands to this day! The Earned Value presentation was used to present to executives on weekly project status.
    
• I was the only Consultant permitted to travel on the project, and supported the migration effort in Houston, TX.
  • Using the Earned Value reporting, I was able to show the progress of each of the 14 Projects of the overall Program, and show exact details of progress and performance.
    
    
  • When Texaco demanded the project leadership to work from Houston headquarters, I was asked to join the team in a travel program.
  • I self initiated cost saving efforts to purchase corporate rental agreements to house key personelle, instead of expensing hotel rooms. This saved hunder of thousands of dollars across a team of 15+ resources.