PROJECT MANAGER/PROGRAM ANALYST Resume Example

Contracted to partner to service multiple projects and account operations with engagement knowledge by initiating and executing systems integration, COTS hardware and software, ITIL, project management processes, controlling, and logistics.

• Mount Sinai Health System (Winston Resources) - Collaborating with functional and project teams throughout the system on a host of projects inclusive of the COTS software integration and customization while reconciling, retrieving, and organizing data for management reports, analytics, and dashboards enabling key implementation decisions and process improvement by iteration.
• Greenberg Traurig LLP - Initiated, planned, and executed requirements gathering data, utilizing business intelligence and financial tools to capture stakeholders' needs within stated time frame and ensure its placement on the financial scheduling management system.
• Curtis, Mallet-Prevost, Colt, Mosle LLP - Cemented the way forward for a key stakeholder's cache of clients utilizing business intelligence tools (dashboards and analytics) and financial tools from their financial database system resulting in higher realizations.
• Shearman & Sterling LLP - Facilitated a favorable transition on an SDLC project resulting in exceeding stakeholder's expectations. Oversaw the transition and reconciling of senior partner's accounts (500+) from one database to a newly developed software tasked to streamline the process making it user based and efficient. Tasked to mitigate the risks associated with the process and troubleshoot accordingly. Coached and mentored workshops delivering group and individual group training sessions, as well as remotely accessing users stations to troubleshoot issues and provide guidance for implementation.

Developed and managed the creation/startup of the company and its subdivisions. Utilized PMBOK processes and made every subdivision, every department a functional entity. Procured COTS software useful for systems development and customization. Built global multidisciplinary teams, reporting to the Project Sponsors, and ensuring the quality control throughout the ITIL, SDLC, and PM lifecycles using various methodologies (i.e. balanced scorecard, Six Sigma, TQM).

• Managed multiple projects (Budget $3M) from inception to closing working with project sponsors and stakeholders to complete the project. Utilized Agile/Iterative methods to address the need to manage this effort limiting risk. Responsible for scope definition, goals, deliverables, requirements gathering, resources, budget, scheduling thus creation SOPs and best practices.
• Assess project issues and identify solutions to meet productivity, quality, and stakeholder goals.
• Guarantee the attainment of key milestones by proactively tracking metrics and project outputs.
• Managed matrixed resources and related relationships within each functional area.
• Planned, developed, and wrote proposals that secured the first 7 projects for the company.

Oversaw and managed the stakeholders' accounts (Senior Partnership). Utilized the systems integration process along with COTS software to be customized. Created a dashboard for the finance metrics to monitor productivity for financial processes. Business intelligence tools were utilized to negotiate with the stakeholders the nuances of the system.

• Post-Y2K systems being implemented.
• Compiled, managed, and executed stakeholders' billing and receivables.
• Reviewed, edited, and reported data in the financial systems and via presentations to the stakeholders according to their communications plans.
• Reconciled accounts with missing payments due to systems integration. Created billing functionalities to achieve revenue goals.

Contracted for projects involving resolving account delinquency issues. Utilizing project management processes spearheaded national account management functions, including targeting, forecasting, planning, and collection.

• Built a high-performing infrastructure through effective staff supervision and guidance.
• Reduced delinquent accounts, days still outstanding (DSO) 55+% from 120 to 65 days by coordinating the collection process.
• Drafted action plans and led meetings with department executives to review project status and proposed changes.
• Delivered status reports to stakeholders for budgeting and planning purposes.

Collaborated with stakeholders through the initiation process and analyzed areas deficient or non-existent.

• Through rigorous planning session and the subsequent execution established, built, and defined all aspects of the financial infrastructure, including research analysis, billing process, and account monitoring operations, driving profitability and corporate growth.
• Analyzed, identified, implemented, and maintained key strategic initiatives to enhance drive for growth and expansion.