Highly energetic/skilled IT Professional with 30+ years with small/large scale DB projects. 13+ years as a "hands on" Technical Project Lead/Manager all with under budget and ahead of scheduled completions. Contracting - 20+ years as principal, analyst, and developer. Very good communication skills at all levels with a commitment for customer value, trust and satisfaction. Very positive role model with a never-ending willingness to help others succeed. Certified PM (ITIL, PMP, SCRUM, Agile, and Lean Six Sigma). As the Technical Lead/Manager - I represented the Tech team as the liaison between many customers, vendors and sales groups While with Fidelity as a contractor for 15+ years - I volunteered and was selected to be part of the migratory team to create their newest migratory process - moving code, files, apps through development - all the way thru Production while staying within the infrastructure teams' ITIL/Waterfall, PMP and Agile/Scrum initiatives.
I have managed technical teams from 1 to 30. I have been part of projects that involve upwards of one hundred at any one time. I have managed one to several projects at the same time. I have been held responsible for the reviews and performances of my tech team members and as such - I rarely had problems with any tech team members due to my coaching, support, scheduled performance meetings, and training skills that I personally foster.
11/2013 to Current
I needed a short break from IT Contracting but not this long.
Flipping homes and home remodeling ($100K+ profit made first year while most was made selling my other home after renovations).
Negotiating contracts and led projects with Painters, Plumbers, Carpenters, Electricians, Roofers, HVAC, Window repair services and Real Estate agencies.
Other - seasonal swimming pool openings and closings.
Uber Driver - "Top Partner" rating is 4.84.
My rating: 4.86 out of 5.0.
Plenty of "People Skills" tested in this job.
MS Office / Studios01/2013 to 01/2016
My first year at BJ's Wholesale - lead the tech team to help hit the company's first One Billion Dollar ever sales objective.
Designed the Development and Execution of: the Tech portion of the "800" (hub) clubs, Purchase Order and Replenishment Restructure, installation of EDI, DSI and Auto-fax products.
Savings: Reduced Trafficking/Trucking costs/delivery times, hubs to clubs increased more products delivered to the stores increasing more saleable products while reducing surplus inventory now stored in hubs.
Purchase Orders with partners increased 30% while storage and trafficking costs were cut 10%.
Computer cuts in systemic run times helped increased PO productivity and availability by 30% which assisted in increasing customer base 25% and better customer base satisfaction by 20%.
Auto replenishment jumped to 75%.
McCormack and Dodge - Presented deliverables in front of Annual, Semi and Quarterly User Conferences for all of our clients.
These presentations summarized our upcoming Accounts Payable and Purchase Order deliverables hosting an average of 10% increase in benefits and functionality for each of our two very diverse and "customer friendly" products.
Taught and assisted in the improvement of our Tech classes for those two very large products adding more value each time Performed on-site installs and support (continental US and Far East) gaining a positive "comfort feel" for our customers.
Fidelity - part of a very small group tasked with the design and internal restructuring of the migration process from Dev to Prod vastly limiting: redundancy, cost, time and frustration while implementing a more "at ease" migration process for all of Fidelity.
Savings: millions of dollars in out dated migration procedures, while productivity increased 10% company-wide.
Fidelity - lead a team to correct a SMTP matter which had stymied/halted the rollout of MS 2013 Outlook throughout the company and resulted in tens of thousands of weekly Alerts from going out.
This fix enabled the successful Outlook rollout.
Fidelity - Saved $1+million very large install by provided a temp solution to correct an installation problem that had temporarily halted multiple team/projects across the company.
All projects successfully installed that same very early am.
Professional Certifications ITIL® - (PeopleCert/Axelos Oct 9, 2015) PMP - (QPS - April 28, 2015) SFC - SCRUM Fundamentals (SCRUMstudy Feb 10, 2018) SMC - SCRUM MASTER (SCRUMstudy May 6, 2015) Agile Expert (QPS - May 8, 2015) Lean Six Sigma Green Belt (QPS - April 10, 2015) Obtained MS product certificates between jobs (2015 - 2018).
Fidelity InvestmentsBoston Merrimack, MA NH.IT Contractor11/1997 to 11/2013
with breaks in between (contract expirations).
Ten plus straight years with the Stock Plan Services Negotiated Best-in-class services for many Fidelity initiatives such as SMTP Collaboration, B2B + E2E projects, Web Experience, Fidelity Internal access security/authenticity/authorization levels, 401K reporting/enhancements, SPS International, Audit - Statement Remediation, Sell to Cover, EPAM, OGA retention, Grant Load and Grant Maintenance, MPT and more.
Though originally hired as an IT Tech - I was able to perform several PM positions including several of the above - under budget and on time utilizing inherent Infrastructural ITIL practices while incorporating Scrum, PMP, and Waterfall Project Management practices for these application deliverables.
I was given this opportunity because of my 13+ prior years as a project lead/manager in previous employs.
Wrote a personalized online ("How-To Manual") for Fidelity's mid-ware software developers.
Over time - I became rather specialized and more and more technical associates were interested in obtaining a copy.
This saved me the time of having to explain or even assist in these numerous developers' problems, processes, misunderstandings, etc.
on a daily to weekly basis - permitting me to do the job that I was hired to perform.
I wrote several other such Help manuals.
Lead a small joint ITIL and Scrum SMTP project - for all of Fidelity.
I helped design the Iterative development process and with the collaboration of several departments we Self-Organized and were given the responsibility for fixing automatically generated emails with newest MS Outlook (2003).
Fixed this problem for all of Fidelity via Batch and Online changes.
Set ongoing standards for both new batch and online email generators.
Saved the company weeks of already delayed roll outs as well as the monies (hundreds of thousands) the company was losing due to loss of A/R monies, production, numerous frustrating work-around(s) and the time to roll out MS Outlook as a whole.
Planned, Managed, Resourced, Developed, Tested, Implemented, Monitored and Supported projects - while writing: System, Tech, Unit Test and Acceptance Designs.
Created: Project, Test, Validation and Implementation plans while constantly monitoring existing and recently installed projects (continued service improvements) using MS Project, Excel, etc.
Lead a team incorporating several groups to perform second level security enhancements for online access to both main-frame and front-end applications through mainframe CICS transactions, mid-ware and front-end applications.
This secured the authenticity of those permitted to use any proprietary application as well as the level of authorization of those permitted to use those applications.
Provided education, leadership and support for our team members: locally, the continental U.S as well as India and China.
Retail - Project Lead / Manager (Waban - BJ's): Negotiated Best-in-class strategies for many very large scaled projects incorporating a very emphatic desire to meet customer's needs / demands while providing "value" and "trust" to new and existing customers.
Worked tirelessly through Listening / Collaborating / Communicating with Stakeholders, business community and management to come up with Strategies, Designs, Transition, Operations and on-going continued support of each project.
Increased our customer base 30% with the inclusion of our own new proprietary software married with our own Infrastructures and third party (vendor) software.
Eliminated lesser appreciated/uncooperative customers by 5%.
The elimination of customers saved thousands of man- hours annually (performing daily manual efforts) while saving hundreds of thousands of dollars with automation and cooperation.
Cut operation costs by millions through order consolidation, hub creation and product distributions.
Coached and developed a highly energized, fast paced, detail oriented and organized team in which to accomplish these sets of projects while still working on other projects simultaneously (as did we all).
Reduced costs in the way we procured and managed merchandise purchasing saving close to a million dollars annually.
Provided daily meetings with team members (now known as Agile/SCRUM) to discuss briefly what was accomplished and any pit-falls in which to avoid on-going.
Provided weekly reports and matrixes to stakeholders and management of where the project stood and plans on-going.
Brief Summary: Retail for 7+ years: as the Project Manager at this one company, my team and I met with Stakeholders, Finance group, Infrastructure teams and other cross-functional teams to deliver multi-million dollar projects which changed drastically the way we performed purchase orders, supply deliverables, truck tracking, supply storage, hub openings and auto-purchase ordering while integrating that set of projects within our already established Financial Account Applications and with little to no hick-ups.
Aside from designing proprietary software for this project that met our infrastructure strategies we also installed as part of this project - third party software such as EDI in which to communicate with new and existing customers.
This allowed us to auto-transmit merchandise orders (back and forth) eliminating manual and phone call efforts.
This helped us secure the number one Merchandise provider at the time (Proctor and Gamble) to become a customer.
This was huge for our core business.
Once we got Proctor and Gamble, additional customers (large and small) began to come aboard as we had demonstrated the willingness and the ability to move forward with the latest technical products available at the time with an extreme focus on providing "value" and "trust" to our customers with a high level of customer satisfaction as our very highest priority.
Other third-party software included DSI (Truck Trafficking), Auto-faxing.
There is a funny story involved with one of our customers and the Auto-Faxing roll-out.
Education and Training
GraduateBentley University, Waltham, MA
Bachelors:Computer Information SystemsComputer Information Systems