Project Manger

• Working with a small cross functional team, identified the scope and core functionality for financial services client's project portfolio reporting system, then developed, delivered, and implemented a working prototype. Documented and transferred support responsibility to client staff. Designed and wrote routines to identify and display exceptions to cost and schedule. The prototypes immediately became executive management's instrument for monthly project review and financial control.

• As consultant to the project manager responsible for configuring and installing the client's trade management system at a new European site, established the project management infrastructure including status tracking, communications plan, organization definition, high level project plan, phase transition process, and requirements phase plan detail.

• Assumed responsibility for the Project Office driving claims processing software implementation in a restructured insurance company in New York City months after the project was underway. Identified and installed the necessary elements of project control issue tracking, project planning, software change control, and risk management. Identified and prioritized major risk factors and assisted Sr. Management in their effort to address and manage those problems. Worked closely with third party consultants to ensure project success.

• Managed development and rollout of advanced manufacturing control systems to support new product startup. Synchronized IT infrastructure change components of the larger manufacturing project.

• Rolled out key manufacturing IT system under extreme challenges in schedule, resource and technology. Core system configured, installed, with user training complete in under a month, auxiliary systems in less than three months. Publicly recognized by management for effective technical leadership.

• Led the project team rolling out the first manufacturing engineering information system at IBM’s E.Fishkill semiconductor plant site. Developed a process-centered methodology to accurately identify requirements and raise issues for discussion and decision. System was installed on time, and on budget. The project demonstrated the viability and importance of computer based information support in technically complex production operations.

• Information Systems manager responsible for overseeing software applications development and support for manufacturing control and equipment automation systems. Contributed manufacturing domain and end user experience to support aggressive software development schedules with successful project completion.

• Initiated a major data base conversion to relational design without disruption to product production. Result was 10X-100X improvement in data analysis / reporting productivity, and considerable customer good will.

• Led the development of a critical logistics control system for a "bottlenecked" component plating operation in a demanding time urgent situation. Designed and installed in less than three months, the system quickly reduced rework to 1/5th the baseline and improved product quality 2X. Some time later the system detected and prevented a logistics error having a 10 million-dollar loss risk.

• As a project manager, prepared the financial justification for a 15 million dollar greenfield manufacturing control system, actively participated in functional specification, then oversaw code / unit test, followed by installation.

People Manager

• Asked to take responsibility for managing an IBM internal systems support department experiencing morale problems. Developed the department into a high performance, successful team with a strong customer focus. Within two years, the department received the location's highest quality team recognition.

• Successfully managed diverse technical groups in applications development, systems support, equipment engineering, and process engineering over a ten-year period. 

• Groups ranged in size from 7 to more than 50 engineering and computer professionals.

Consultant

• Assumed the position of VP of Technology for a private University in Eastern Pennsylvnia.  Reorganized Academic Computing and Administrative Computing into "University Computing," redesigned and installed a responsive management system with full accountability at the President's Cabinet level, developed and published ten strategic briefings during the first academic year in position.  Serving as a full member of the President's Cabinet.

• Worked directly for the CIO supporting multiple business lines in a large international financial services firm. Presented findings and made recommendations in areas of project management, software quality improvement and human resources. Provided direct analytical assistance to site controller supporting the CIO.

• Effective improvement coach, moving clients from identification of opportunity to implementation. One client cut non-value rework in half followed up with a continuous improvement effort that ultimately cut rework in half again.

• Senior member of the team that increased client’s production capacity by 60% over baseline.

• Client list includes firms in financial services, semiconductor, electronics, chemicals, pharmaceutical and metals industries in the US, Europe, and Australia.