home remodeling and improvements resume example with 20+ years of experience

Jessica Claire
Montgomery Street, San Francisco, CA 94105 (555) 432-1000,
Executive Profile

An Outstanding & Results-Oriented Director with excellent strengths & knowledge for developing and organizing Software Development Teams into Disciplined, Process-Oriented, & High Quality Driven focused on delivery of new and/or modified Software Products/Systems at or under Project Budgets.

An Innovative Director who practices a Management Style that emphasizes On-Schedule, Defect-Free Software Delivery to Customers while concurrently satisfying all Customer Expectations.

A Highly Motivated Director with excellent skills in Talent Recruiting, Staff Development, Asset Protection, Financial Management & Customer Relations Management.

Skill Highlights
  • Self-Motivated & Self-Starter
  • Team Player
  • Innovative & Out-of-The-Box Thinker
  • Excellent Interpersonal Skills
  • Strong Presentation Skills to Senior Executives


  • Project Management Knowledge/ Expertise
  • New Product Delivery & Operational Support
  • Risks Management


  • Customer-Oriented Focus & Relations Management
  • Service & Product Quality & Total Quality Management
  • Vendor Selection, Sourcing
  • Contract Negotiations Expert


  • CAPITAL Budget Management Expertise
  • EXPENSE Control & Management
  • Budget Forecasts
  • Cost Reductions & Management


  • Human Resources Skills
  • Staff Recruitment, Staff Development & Motivation
  • Employee Relations Maintenance
  • Team Building
Core Accomplishments

Portfolio of Responsibilities - 1999-2011 (12 years; all areas having enterprise-wide scope)


  • During these 12 years, for each Team/Organization under my management, I mandated these teams develop & implement documented processes for Intra-Team & Inter-Team Workflows to support effective team functions for delivery High Quality Software within Budget, On-Time & Delighting the Customers.
  • I mandated, with my CAP Spending Approvals, the purchase of sufficient additional systems HW for implementation of separate systems HW environments for Software Development, Software Release & User Acceptance Testing, & deployment of 24x7 Production-Ready Disaster Recovery Infrastructure.
  • Also, under my Guidance, Innovations, and “Out-of-the-Box” Ideas for Project Management, Budgets Management, Quality Software Development, Automated Software Testing, centrally managed & integrated Requirements Development & Test Plan Creation (i.e., Clarity), along with my adamant insistence of Fully Automated Daily Backups of all Team Members’ Desktop PC systems (Asset Protection), my Organization was the Leader and Trailblazer for many “First-of-a-Kind” Innovations within my Exec Director’s Larger Organization. These “Firsts” were eventually adopted as Best Practices across all of my Exec Director’s other Director Organizations.
  • 1999-2011: I directed the Network Dept. Data Mediation Organization (of 3 teams/ 35ppl, consisting of Operations, Implementation & Engineering/Vendor Management functions) performing up to completed 100+ Small-to-Large Projects annually. I mandated stringent Pre-Production Testing to ensure 100% Error-Free Mediation of over $60 billion Revenue in Voice/SMS/IP Records transmitted to IT Billing (w/identified annual Revenue Losses of only $10k-$50k (with an amazing low Lost Revenue Rate of only 0.00002%-0.00008%!), consistently exceeding Senior Exec desires of no more than $100k in Losses.
  • 2002-2006: I directed the Network Dept. Cartographies/Service Coverage Maps Team (6 ppl team) to improved reoccurring monthly Coverage Map Update deliveries from 30 days to fewer than 5 days, exceeding Senior Exec expectations of 15-day updates. In 2006 at my suggestion, this Team transferred, to the Network RF Performance Team due to the obvious affinities of team responsibilities & similar technologies alignment.
  • 2002-2007: I directed the Network Dept. Circuits/Equip. Inventory Team. Directed implementation of a Single, Corporate Uniform Inventory DB Schema (reversing a prior Director’s direction allowed for 25 divergent regional schema designs). From March to May, 2002, I reduced unacceptably Excessive CAP Spending ($500k monthly) to under $75k monthly ($3.4m of annualized CAP Reductions), exceeding Senior Exec Expectations by $250k+, and simultaneously improving Customer Ownership & Satisfaction with Circuit/Eq. Inventory results.
  • 2004-2007: I directed the Network Dept. Prepay Cellular Subscriber Support Systems Team to ensure 100% success of all Vendor Software Updates while maintaining uninterrupted Prepay Subscriber Services, achieving Senior Exec expectations.
  • 2002-2007 & 2009-2011: I directed the Network Dept. Real Estate Accts Receivable/Payments System Team to achieve 100% accuracy of system performance for Network Real Estate Customer Users, greatly exceeding Cust. Expectations (with management of over $2 billion in annual transacted Property Lease Payments).
  • 2009-2011: I directed the Network Dept. “NetView” Team that provided CTO & Network Vice Presidents with Corporate-Level reporting of Network Financial Performance vs. Executive Targets. I directed the creation of User-Acceptance Testing Env. for Pre-Release Validation of Exec Requirements.

Team Organization

  • Within 3 month upon becoming Director, I observed weaknesses in Team Goals, Objectives, & Responsibilities (GO&R). I then developed & implemented clearly defined Team GO&Rs ensure Proper Assignment, Alignment, & Coverage of Major Team Duties & Tasks.
  • Upon Team being assigned to me, I required each Team Manager to define GO&Rs for each of their Team’s Members, clarifying everyone’s roles and responsibilities where these were undefined or lacked sufficient clarity.

Human Resources

  • I recruited successfully 12 managers during 11 years, 11 of which became invaluable and great managers. Unfortunately, one hired manager ultimately proved to be ineffective, resulting in his termination due to inadequate performance
  • There were ZERO HR complaints filed against my Management Team during 11 years, while my Exec Director’s other Organizations each received numerous HR complaints, ultimately with most found to be valid.
  • I had, on average, only one Employee Departure annually (out of up to 90 staff) for non-work related & personal reasons (i.e., marriage, to attend Law School, start up a Small Business, Career Growth, etc.)
  • I ensured a 25% EBE allocation was made to provide for Vendor-supplied training for Team Members
  • I fully supported full EBE funding all College Coursework leading to BS/Masters Degrees earned by Employees
  • From 2006 thru 2011, I conducted Semi-Annual Skip-Level Meetings with all Team Members with a focus on Employee Concerns & Ideas. Three Major Ideas came from these meetings. However, the Most Important Discovery was to learn of one Manager’s Incompetence & Unfairness in managing his Team Members

Project Management

  • In 2000, I created the First-Ever & Initial Project Management Team within the Network Dept., staffed by PMP-certified or PMP-in-training PMs. This PM Team’s efforts resulted to 100% completion of all Projects
  • By 2004, this PM team was re-aligned to my Exec Director to provide his Larger Organization w/ the Quality Results of utilizing a Professional PMP-Qualified Project Management team.
  • By 2007, the Network Dept. created a similar Network Implementation PM Team for large Network-sized and cross Departmental Projects, modeling their Fundamentals and Principals from my Original PM Team.
  • I implemented and used a "Red/Yellow/Green" Project Color-Code Status Methodology, where Management focused on Yellow/Red Status Projects during my Bi-Weekly Project Status Reviews
  • I ensured my PM team had my 100% Director-Level support for resolving Project Roadblocks and Issues

Budget Management

  • I submitted CAP Budget Forecasts of between $10m-$20m in July annually & Negotiated Final CAP Allocations thru by Dec.
  • I created Annual CAP Spending Planning in Jan for 100% of the annual Allocated CAP Budget (between $10m-$20m) & held Weekly Director-All Manager CAP Spending/Planning Reviews w/updates to ensure 100% compliance Senior Exec expectations for By-Quarter Budgetary Spending Targets throughout the year.
  • Similarly, I submitted annual EXP Budget Forecasts (between $5m-$8.5m), with comparable EXP Spending Planning development in Jan, with similar Weekly EXP Spending/Planning Reviews & Updates to maintain plans within allocated EXP Budget Allocations.
  • Note: My inclusion of Team Managers not only ensured the most accurate Spending Plans but also provided Team Managers with Hands-On & Experience Director-Level Budget Management training for their future careers.
  • I consistently met or exceeded Senior Exec’s Annual CAP & EXP Spending expectations.
  • An example, in March of 2010, my Exec Director required a 3.5% EXP Spending Reduction ($300k) from an initial $8.5m allocation. I negotiated Vendor SW Maintenance Cost & EBE Spending Reductions resulting in greater than an Overall 5% EXP Spending Reduction (totally over $450k) without affecting Team Performance.
Professional Experience
08/2011 to Home Remodeling and Improvements Ascension (System Office) | Bonner Springs, KS,
  • Performed house construction, remodeling and improvements upon my primary residence and my rental property.
  • Established & now operating two Clean and Sober Living Homes (my residence & my rental property).
09/1999 to 07/2011 Director, Network Engineering Verizon Wireless | City, STATE,

See details provided in above Resume sections

11/1992 to 09/1999 Principle & Lead Software Engineer NewVector/Vodafone AirTouch | City, STATE,
07/1980 to 11/1992 Technical Systems Anaylst/System Admiistrator/Project Manager Pacific Northwest Bell/U S WEST Communications | City, STATE,
Expected in 1998 to to | C++ Language Programming Certificate University of Washington, Bellevue, WA GPA:
Expected in 1997 to to | Project Management Certificate University of Washington, Bothell, WA GPA:
Expected in 1993 to to Master of Science | Software Engineering Seattle University, Seattle, WA GPA:
Expected in to to Bachelor of Science | Electronics University of Scranton, Scranton, PA GPA:

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Resume Overview

School Attended

  • University of Washington
  • University of Washington
  • Seattle University
  • University of Scranton

Job Titles Held:

  • Home Remodeling and Improvements
  • Director, Network Engineering
  • Principle & Lead Software Engineer
  • Technical Systems Anaylst/System Admiistrator/Project Manager


  • Master of Science
  • Bachelor of Science

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