Ronda Gary - Sr. Manager IT Planning & Strategy, Serta Simmons Bedding, LLC

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Work Background

Serta Simmons Bedding, LLCSenior Manager, IT Strategy & Planning

Feb. 2023Atlanta, Georgia, United States• Spearhead initiatives across portfolios, enabling, enhancing, and sustaining business operations. • Enabled predictive analytics using cloud-based solutions to streamline all Cash, Collections and Deduction processes. resulting in a 40% increase in labor productivity due to AI and automation. • Forge trusted relationships and cultivate collaboration to influence teams at all levels including the senior leadership team. • Establish and implement roadmaps and budgets in alignment with business goals, priorities, scope, and sequence key initiatives while ensuring visibility into roadmaps for tradeoff discussions with leadership and other stakeholders. • Development of comprehensive and actionable business cases, obtaining necessary approval for each capital project or program. • Identify, research, and maintain relationships with vendors. • Enable audit processes by reviewing systems, data, reports, and access to tools to find and mitigate potential risks and ensure compliance. • Monitor program progress against key metrics, clarifying ambiguity, reporting results and making data-driven decisions. • Assist with quarterly IT Town Hall meetings by compiling and highlighting data and updates from all technology areas to provide the current status of IT.

Cox CommunicationsLead Program Manager, Outside Plant Construction & Engineering

Jul. 2020 - Feb. 2023Atlanta, Georgia, United States• Led a team of 9 project managers through compliance activities for the implementation of network expansion programs deploying 14,000+ node actions. • Minimized unhealthy construction in progress for all regions combined from $38M in 2021 to $3M by 2022. • Designed and implemented compliance tools that provided a weekly compliance snapshot from different data elements thereby mitigating risks to the Network Transformation program and financial health of the Outside Plant Engineering program. • Developed suitable governance and compliance data tools, KPIs, and metrics. • Prepared “Monthly Compliance & Financial Deep Dive” reporting and presented them to a total of 11 Regional VPs and Directors. • Mitigated financial risks by increasing assets placed in service across all regions post 14 days after completion from 42% in 2021 to ~92% in 2022. • Collaborated with boundary partners to create tools and solutions to monitor workflow efficiencies, deploy network expansion and streamline activities. • Captured relevant feedback to incorporate successes and areas for improvement into future iterations of each program. • Partnered with business leadership to determine success metrics and measure impact of each program over time. • Collaborated with a cross-functional team of more than 30 members in the planning, execution and management of network projects. • Executed data strategies aligned with company goals to improve data-driven decision-making and business outcomes. • Formed and enforced data governance policies, standards and procedures in compliance with regulatory requirements and industry best practices while promoting a data-driven culture. • Analyzed data to identify trends and patterns thus forming insights, presenting findings and informing strategic decisions. • Liaised with business stakeholders prioritize initiatives and communicate project status/outcomes. • Conducted panel interviews to hire new employees and third-party labor to join my team.

Daugherty Business SolutionsPrincipal, Delivery Leadership

Sep. 2014 - Jul. 2020Atlanta, Georgia, United States• Supervised delivery of strategic projects leading multiple delivery teams of 2 to 10 consultants. • Championed the use of innovative practices, methodologies and emerging technologies across the entire organization. • Led the development of data automation tools in support of the strategic conversion and execution of legacy voice technology platforms to IP solutions, thereby achieving more than $1.5M in annual savings. • Served as an agile consultant for retail and manufacturing clients, supporting their strategic Enterprise Agile Transformation initiative. • Led the CI/CD of a Customer Loyalty app to over 6,000 store locations with more than 5M customers. • Led a team of consultants’ delivery of a touch screen mobile application for a travel client thereby reducing the port check-in processing time by 66% (30 minutes down to 10 minutes or less) and ultimately enhancing customer experiences. • Mentored and motivated consultants on the implementation of client’s technology strategies. • Created and reviewed SOWs for consulting engagements. • Cultivated strong relationships with client leaders, increasing engagement and generating revenue for the business. • Produced and implemented case studies to help train other consultants and serve as a guide for future client engagements.

CapgeminiSenior Program Management Consultant

Oct. 2011 - Sep. 2014Atlanta, Georgia, United States• Senior Program Consultant for 5 mergers and acquisitions (M&A) that opened new revenue streams for my clients, • Found M&A synergies and opportunities to reduce integration costs, eliminate redundancy, and identify system compatibility. • Assembled and managed a team of 15-20 Consultants, delegating tasks and ensuring prompt delivery. • Consulted and delivered more than 12 complex cross-workstream projects and products to a diverse suite of clients. • Directed multiple Front-End Ordering Systems, Salesforce and Master Data initiatives while leading approximately 80 on- and off-shore, cross workstream resources and coordinating project plans, risks, issues, action items, testing and change management. • Interlocked activities with interdependent projects and work-streams like ERP, Enterprise Data Warehouse, Services, and Products, managing cost and budget for Enterprise Apps and offering portfolio level reporting to the Executive Leaders. • Led the organization and facilitation of daily scrum, sprint reviews, retrospectives, sprint, and release planning activities. • Worked cross-functionally with the newly formed Master Data Management team through several M&A activities. • Established and deployed effective stand-up meetings that engaged on- and off-shore team working on the projects.

Morehouse CollegePMO Lead

Jan. 2010 - Oct. 2011Atlanta, Georgia, United States• Coordinated day-to-day business, software building, system development, integration, and data center move. • Led projects from analysis through design, development, testing, execution and post-production support. • Formed project management standards, managing project schedules and distributing executive status reports. • Enhanced customer service and QA through development and implementation of Student Customer Service System and Customer Service Portal for students, ensuring 100% secure access through Wi-Fi implementation. • Supported an atmosphere that promotes teamwork with multiple teams by setting clear objectives and a vision for customer service and involving associates with the outcome of a positive high energy work environment. • Produced concise proposals and SOWs while providing inputs to RFPs and other customer generated requests. • Cultivated vendor relationships while procuring various development projects through federal funding process.

American Cancer SocietyProject Manager

Nov. 2007 - Oct. 2009Atlanta, Georgia, United States• Managed multiple software development projects, instituting process improvements and resolving daily issues. • Created project schedule and monitored timeline, milestones, tasks, resources, dependencies and critical paths. • Drove resource forecasting and executive summaries while decreasing labor and increasing mission funding. • Identified potential risks, managing risk prevention/mitigation, reporting projects and preparing documents. • Developed Automatic Customer Acknowledgement Initiative due to current system not updating customers on status of orders and the need for customer to call customer service to track orders and monitor all transactions. • Ensured the new customer software issued an automatic acknowledgment at time of purchase and as each order continued through ordering process, boosting service quality and maintaining consistent satisfaction levels. • Implemented an Automatic Customer Acknowledgement Initiative decreased customer service calls by 70%. • Enhanced the process of meeting the expected delivery dates by calculating weekends and holidays for shipments, implementing procurement process enhancements and reducing shipping costs by $300K annually.