Bill

Led the final development, integration with a 3rd party platform, testing, and implementation of a financial management application to support advisor onboarding and business expansion loans. Managing IT activities for corporate Mergers and Acquisitions. Areas include mainframe decommissioning, data migration, and existing corporate system enhancements to support M&A activities. Oversaw the initial phases to leverage the corporate advisor management platform and create a cloud-based business development/training platform to improve new advisor adoption and satisfaction during M&A activities. Project involved development and infrastructure activities.

Provided program and project management lifecycle support for the Software Conformance Intuitive within the Cisco CX group, led the Inform practice area that focused on global internal and external communications. Projects involved a wide range of functional areas, including business process reinvention, change management, and web development.

Provided program and project management life-cycle support to the Network Security and Innovation groups. Program Manager for the Network Security group, supporting several corporate initiatives for enhancing the corporate information security posture. Efforts included data loss prevention (DLP), disaster recovery (BCP/DR), offensive and defensive teams providing network security monitoring, network enhancements and resiliency, proof of concept validation, and security enhancements. Led a high visibility project for the Innovation Group to integrate platform with new clients to provide additional functionality beyond current platform. Worked on several acquisition activities, including onboarding a recently purchased company in India and due diligent activities for several possible candidate companies.

Managed two Agile development teams to support the benefits management platform for Aflac Insurance with a record of exceeding capacity and quality. For 2017, the platform has 24,000 users, 200,000 enrollments groups, and targeting $400m in sales. Responsible for standard project management duties and responsibilities. Developed and improved organizations relationship with the Product Owner, who was located remotely and operated in a traditional waterfall methodology environment. Used various Agile techniques practices to increase productivity and keep morale high. Coached new and current staffing to improve overall efficiency. Coordinated with both internal stakeholders and product owners to deliver work on time, with quality, and addressing the business needs. Member of the management team that oversaw product intake, strategic backlog grooming, capacity planning, release management, resource coordination, and deployment schedules. Part of the Release Train leadership for an end-to-end deployment/release management.

Provided project management support following PMI, PMBOK, and CMMI Level 3 standards to multiple projects involving the integration of the BNS acquisition from Tyco. Responsibilities included ensuring that all projects were delivered on time with quality, managing the integrated IT and business staff teams, coordinating information sharing, and identifying and mitigating risks and issues. Interacted and received support from Quality Assurance, Security, IT Infrastructure, and Legal. For manufacturing quality, managed a web-based quality issue and defect tracking application to centralize all global issue tracking platforms. This project is serving as the first pilot of employing Agile/Scrum within CommScope. In addition to serving as the Scrum Master/Scrum Coach, responsible for the configuration and deployment of JIRA for the pilot effort, development of CommScope specific training materials, educated senior leadership on Agile/Scrum, and adapting existing CommScope processes to fit into an Agile Project. For Sales, projects included migrating the BNS sales staff from two SalesForce environments onto the single existing CommScope platform. The effort included migrating over 800 BNS staff and data of opportunities and leads, configuring the CommScope platform to support the new business models, change management/training, and initial support to maintain smooth operations during the beginning of the new fiscal year. For Marketing, projects included the migration of the BNS product catalog. In addition, mobile
applications and content into the CommScope system, updating the external corporate website with a new structure and visual design, and reconfiguring the existing CommScope information to support the new business model.

Scrum Master to the Global Technology and Operations LOB organization for Bank of America on the multi-year effort to re-platform the Enterprise Credit Risk System from Main Frame to a Hadoop solution. The new platform was a critical business operations system operating under CMMI Level 3 requirements. Responsible for between 2 to 4 scrum teams, with an average of 7 members per team, operating in Agile Scrum with two-week sprints with geographically dispersed team members, including on-shore and off-shore. Coordinating program level backlog prioritization between Business Owners and the Technical Team. Led the training and knowledge transfer of new Scrum Masters assigned to the project. Was a crucial member in the transition of the project for employing Jira to Version One.

Scrum Master supporting a Premier in meeting cost, schedule, and project execution requirements of mission-critical efforts. Responsible for all standard Agile Ceremonies and best practices. Responsible for four teams, utilizing JIRA, with an average of 6 members.

Project Manager for a corporate human resource/recruitment IT upgrades system for a commercial retail company. The project entailed developing and configuring several COTS products, including PeopleSoft 9.2, involving multiple vendors and staff located both on-shore and off-shore.
Scrum Master for modernization of a corporate intranet to SharePoint 2013 for a significant financial investment organization. The project involved the rebranding of improved user experience, social collaboration, integration with existing corporate systems, transferring over 5000 existing SharePoint 2010 pages, and the first large-scale cloud-based solution. Responsible for all standard Agile Ceremonies and best practices.

Managed the entire life-cycle of the development, operations, and maintenance for the Defense and Veterans Eye Injury and Vision Registry application, supporting the data collection from various Department of Defense and Department of Veterans Affairs medical records systems. This project required strict adherence to PMI, PMBOK, and CMMI Level 3 requirements and standards. This effort was separated into two projects with distinct stakeholders, schedules, budgets, and a combined staff of over 30 people, including subcontractors, vendors, and consultants. The IT development effort employed Agile Scrum with a single team. The data extraction and integration effort utilized a hybrid Scrum effort. Provided support for systems administration, data integration, application maintenance and enhancement, and Information Security (IS). In addition, managed the data abstraction staff, developed training materials, and created business rules and procedures for abstraction. Scrum Master for the development team and created agile processes that governed the team’s activity. As this effort was the first agile effort within the organization, a critical activity involved providing Agile training and understanding to leadership and other organizations. Responsible for all standard Agile Ceremonies and coaching. Provided subject matter expertise during the implementation of technology enhancements that included design, testing, and database administration. Performed post-implementation analysis and recommended system improvements and modifications.