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Work Background
Apex SystemsSenior Program Manager
Jun. 2023Remote• Successfully led the completion and closure of a high-profile project for a major retail and commercial bank, addressing a critical regulatory matter involving C-Level stakeholders and multiple departments.
• Orchestrated stakeholder meetings, user training, and artifact collection to support the implementation and ongoing utilization of a modified Change and Change Risk Management system across several bank subsidiaries.
• Played a key role in developing and implementing an EPMO process and policy, aligning with the rollout of new functionality to drive effective project management practices.
Wasabi TechnologiesSenior Technical Program Manager
Mar. 2022 - Apr. 2023Remote · RemoteHands on Project and Program Leader. Develop, maintain, and drive cross-functional plans on key projects. Ensure appropriate resources are assigned and provide insight into program readiness for decision making.
• Led end to end resourcing, work planning, and execution of multiple simultaneous high profile assigned infrastructure installation programs of approx. $60M in spend.
• Managed ambitious program to locate, build, and bring multiple new data centers online to match aggressive growth goals.
• Built new process for tracking and executing all phases of hardware needs, budgets purchases, and installations in the company’s data center fabric.
UNICOM EngineeringSenior Program Manager
May. 2016 - Mar. 2022Canton, MATop leader for all client relationships with a long history of successfully creating and sustaining integrated partnerships with original equipment manufacturers and delivering purpose-built appliance software solutions, agnostic platform services, business analytics, and consultations that achieve all product, marketing, integration and sales goals. • Operational manager for 7 major customer programs worth $50M in annual revenue. Delivered 100% customer satisfaction, quality, timeliness and sales target results.
• Key continuous improvement team member that defined and implemented lean strategy for IT architecture and digital transformation that optimized current operations and established value-adding business operations. • Successfully ensured complete regulatory certification and compliance of 75 separate product line across 7 segmented brand identities.
• Led multiple global technology company engagements with over 60 product configurations, resulting in successfully achievement of all engagement and product KPIs. • Redesigned product lines for 3 customers simultaneously, with both achieving vastly improved metrics. • Recognized for building, maintaining, and expanding great relationships with customers and internal teams.
Santander Bank, N.A.Operations Director/Program Manager (AVP)
Mar. 2014 - May. 2016Dorchester, MAPilot Branch program and Model Office testing program lead, responsible for ensuring smooth bank-wide rollout of IT solutions which included interface with internal, external, technical and non-technical stakeholders to set expectations and reinforce procedures, and directing product testing during development phases. • Initiated, won approval for, and completed an organizational redesign of the testing services operation that enabled successful completion of all program deliverables on time and to standard. • Spearheaded the application of Santander UK’s successful Model Office program implementation throughout the United States.
• Validated new products and features implementation for sale to branch, commercial, and corporate customers ensuring smooth transition and improved customer experience.
• Managed innovative product testing R&D phases for automated transactions in-branch, resulting in shorter in branch wait times and enhanced customer experience.
• Performed production validation for more than 30 large and 200 medium-sized projects.
CVS Caremark CorporationSenior IT Program Manager
May. 2013 - Jan. 2014Warwick, RIContracted to provide program management support for major effort to improve previously identified issues. Analyzed data compiled from prior $37M effort designed to improve system performance. Beyond bringing it out of dormancy, reignited original purpose of the program—to better identify opportunities for continuous improvement. Project Portfolio Management: Ensured that project, development, and hardware budgets were rationalized and prioritized by organizing and executing a series of project meetings with application owners and infrastructure leaders. Further examined portfolio of projects to uncover revenue, data, or development opportunities hiding between the lines of various projects. • Built detailed measurement criteria and reporting for senior management, further investigating new KPI development for better metrics and strategy planning. • Created and presented briefings to C-level officers to outline plan of action for upcoming season.
• Studied and developed key metrics and detailed measurement criteria. With that, won C-Suite approval for an action plan that set numerous structured programs into motion. • Delivered 4X ROI over next 5 years through this program.
EMCSenior IT Program Manager
Oct. 2012 - Mar. 2013Southborough, MALed strategic execution for 2 key elements of $20M UnITy program. Planned and supervised execution of tasks for global internal resources, contractors, and external vendors. Assisted other PMs implementing ITSM methods. • Implemented vendor-supported, cloud-based knowledge management (KM) solution by engaging with global SMEs (subject matter experts). Partnered with management to further decrease time-to-repair metrics.
• Planned and executed rapid design workshops to develop frameworks for change management processes.
• Managed technical documentation and SOP development while identifying opportunities for future programs.
RBS Citizens GroupProgram Manager
Apr. 2012 - Oct. 2012Cranston, RIDirected IT Transformation program to implement and operationalize strategic partnership with top tier contracting firm. Managed program of 4 work streams to transition 500+ employees to external strategic sourcing vendor. Proactively designed new risk mitigation strategies as one of 10 project managers (leading 150+ resources). • Prepared and participated in executive stakeholder meetings. • Supervised the onboarding and HR logistical needs for all staff and contractors. • Ensured meaningful knowledge transfer is completed on schedule and in accordance with budget.
• Documented standard operating procedures (SOPs) for risk-and-issue reporting and Change Management.
• Safeguarded $27M financial benefit by clipping issues in advance & by adjusting on-shore/off-shore resource and utilization ratios.
Produban USProject Manager SME II
Mar. 2011 - Apr. 2012Dorchester, MAProduban US supports Banco Santander, the parent company of Sovereign bank, a large international retail bank. Sovereign Bank branches have become Santander branches out in the retail marketplace. Initiated stakeholder meetings in which to clarify project scope and target milestones for all Financial Networks projects. Modernized bank technology and processing while managing a $25M evolving Financial Networks project portfolio & leading nationwide project teams up to 30 people on projects ranging from 100K to 500K. Additional and special projects include: • Led a team to deploy new software to 800 branch locations globally. • Managed $20M transaction project for 755 branches.
• Executed $25M project to insource 1,200 ATMs worth $36M.
• Demonstrated mastery of Microsoft Project, MS Excel, and other project tools.
• Built new Help Desk/Shared Services operation, hiring 4 full time employees in 2 locations within just one week of presenting this plan to management to obtain buy-in.
• Implemented Mobile technology bank wide.
Army Reserve - Command Sergeant MajorChief Operating Officer - Logistics Division
Jan. 2011 - May. 2016Londonderry NHTechnology and Operating executive for a 561 soldier-employee regional supplies, supply chain, and logistics organization. Achieved highest promotional ranking in the military due to extraordinary people and process gains. • Participated in a consortium of senior leaders setting strategy for the operation and lobbying for its interests. • Drew up mock P&L plans to identify, analyze and squeeze improvements out of limited operating latitude. • Initiated further improvements that became best practices of sorts, and which were shared beyond the region. • By comparison to private sector KPIs, achieved metric improvements of 10-20% avg. across-the-board. Created a cohesive operation that far outperformed peer organizations, while fostering outstanding employee relations. Delivered strong leadership, mentorship and coaching for non-commissioned officers and soldiers. • Encouraged CEU obtainment and pushed it even with those who are less inclined to pursue career growth. • Personally identified, groomed and placed 2 strong master sergeants into First Sergeant logistics positions.
• Developed new leaders through proactive coaching and formal succession planning.
• Instituted challenging and engaging training that drove peak attendance and gave a big morale boost.
• Made sure every team member was timely evaluated, uncovering any performance or training gaps. • Administered other human resources functions locally at the base, adding a coaching and mentoring function.
U.S. Army Corps of Engineers (USACE)Operations Manager
Jan. 2010 - Mar. 2011Kandahar Air Field, Kandahar AfghanistanSupported $1.2B in construction projects, ran an operations center, and led its 35-person joint military-civilian team. Handled complex HR and achieved full staffing while launching the Operations Center under severe conditions. • Increased mission capability 200% by vastly increasing and upgrading resources—staff, vehicles/systems, technology, defense, and enhanced security and safety. Provided additional cross-training and upskilling. • Built and implemented a SharePoint page on the Afghanistan “secret” internet service for the U.S. Army Corps of Engineers through which classified information was transmitted into and out of the theater of operations.
• Enabled full staffing of organization from initial 50% for the Operations Center and 20% for the maneuver unit team by improving recruiting and retention of both military and civilian staff. Achieved 90% retention.
• Hired 12 civilian personnel for the Operation Center. Created job descriptions and job ad campaigns. • Recruited 15 military personnel over to the op, adding to the 8-person military-civilian contractor team.
U.S. Army ReservesSenior Operations Trainer
May. 2009 - Mar. 2010Ensured effective deployment of officers to Iraq and Afghanistan while leading mentoring and guiding 90 personnel. Turned around unit performance after being hand-selected to lead exercise operations by collaborating with senior-level officers, including the commanding General. Primary instructor for Basic Contingency Operations Training for the Defense Logistics Agency. • Led Digital Support 4-person team. Maintained and trained units on internal ABCS custom systems.
• Led a 3-person instructor team to rewrite Operations course from 150 source publications.
• Doubled number of people who could teach a key tactical operations course by developing and implementing a train-the-trainer program.
• Improved simulated evaluation exercises by championing easy-to-use Microsoft Exchange and SharePoint portals to other training units. These technologies were adopted regionally.
State Street CorporationDirector - Release Management, Global Markets Technology
Jul. 2007 - Dec. 2008Boston, MAPromoted after State Street Bank acquired Investors Bank & Trust based on superior performance. Managed $50M enterprise-wide release program for 3 trading business lines. • Implemented 150+ successful projects valued at $500K to $2M each.
• Evaluated project portfolio for hidden program opportunities. • Led 10 onshore and offshore resources.
Investors Bank & TrustDirector, Enterprise Support Services / Systems Director
Dec. 1997 - Jul. 2007Boston, MADirector, Enterprise Support Services, Investors Bank & Trust 2003-2007
Reduced System Incident resolution time 75% by playing a key role in building a new $10M Network Operations Center (NOC) with enhanced software monitoring through integrating existing dashboard systems with 3rd-party software (Tivoli and SPOTLIGHT). • $7.5M annual budget and supervising up to 30 project personnel. • Delivered $2M in unexpected cost savings. Systems Director, Technical Solutions & Application Support Services, Investors Bank & Trust 1997-2003
Maintained IBT systems operation until they could be transitioned to the State Street architecture by directing Production Operations. - Cut $10 million/year IBM Help Desk costs 25% by leading outsourcing the Help Desk and Network Engineering functions to the Montreal site by porting Remedy applications to Tivoli-based system and implementing and aggressively marketing a Virtual Help Desk. - Allowed system to grow by leading a $500,000 project to improve report prioritization.
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