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Work Background
Self-employedInformation Technology Consultant
Jul. 2025Continuing to work with the Yale Prosper Project to support all Technology needs.
Pitney BowesCall Center Cloud Application Technical Manager
Aug. 2019 - Jul. 2025Shelton, Connecticut, United States1. Lead and manage the development team focused on Genesys Call Center cloud solutions, ensuring high quality deliverables. 2. Collaborate with stakeholders to define project requirements, establish timelines and deliverables. 3. Oversee the design and implementation of integrations between Genesys Cloud and other systems 4. Ensure best practices in coding, testing, and deployment with the Genesys Cloud environment. 5. Address any technical challenges that arise. 6. Stay up to date with Genesys product updates and industry trends to drive continuous improvement. 7. Mentor and develop team members, fostering a culture of collaboration and innovation. 8. Communicate status and challenges to leadership and stakeholders. 9. Managed technical migration of Genesys PCC to Genesys Cloud.
Pitney BowesEnterprise Technical Project Manager
Sep. 2014 - Aug. 2019Shelton Connecticut1. Worked with an interdisciplinary team to re-mediate, map and integrate master and transactional data across multiple platforms during two large scale IT initiatives to retire existing and move to newly implemented common platforms (SAP, CPQ, SFDC, OLFM, Rapport, HANA etc.).
2. Managed large scale cross platform projects across diversified teams (SAP, CPQ, SFDC, Rapport, Web Extender, Web etc.)
3. Collaborated with the Development Team regarding requirements, technical design, testing and deployment. 4. Monitored the Development Workflow(s) and provided updates to the schedule to the Project Team.
5. Collaborated with our business partners to ensure there was tie back from the technical design to the functional requirements.
AvonSr. IT Manager Global Marketing Systems
Sep. 2013 - Sep. 2014•Responsible for developing IT strategy for the enhancement and integration of current applications (Enovia with downstream applications) in addition to the retirement of legacy systems within the Marketing Product Portfolio and Development area. •Responsible for managing and implementing core initiatives throughout the projects lifecycle using both Waterfall and Agile methodologies..
•Responsible for evaluating cost vs. benefit vs. risk of global business solution enhancements and/or projects.
•Managing multiple global business solutions at the program level in support of Marketing Product Portfolio and Development Management (PDM, PLM and PPM) area.
•Managing on and off shore development team.
•Managing cross matrix teams throughout project lifecycle.
•Managing Technical Lead, PM, Business Analysts.
AvonGlobal IT Project Manager/Business Analyst
Jun. 2010 - Sep. 2013Rye, NY•Managed and implemented multiple global business solutions projects in support of Marketing Product Portfolio and Development Management (PDM, PLM and PPM) area.
•Drove all phases of IT Software Development Lifecycle (SDLC) using both Waterfall and Agile Methodologies.
•Executed additional activities in support of SDLC such as RFI, RFP’s, Business Case Development, Rough Order of Magnitude Estimation (ROM), Benefits/Realization/ROI Planning and Change Management Impact Assessment and Standard Operating Procedures (SOP) development.
•Executed Business Process Analysis, Modeling and Mapping.
•Assessed, developed and provided application vision diagrams to Sr. Management in order to effectively communicate and solidify the future benefits the solution will provide.
•Owned the transformation of enterprise global application area business requirements into technical specifications and delivering solutions.
•Managed on and off shore development teams.
•Developed, sold, and implemented comprehensive project plans with team structure, resource assignment, and ending with a control plan identifying both business process metrics and IT platform quality requirements.
•Identified critical path decisions, made recommendations, and influenced program leaders and business process owners to maximize project payback. •Performed project management of all tasks and resources, estimating and tracking progress against individual plan with multiple work streams, and monitoring development activity to overall enterprise plan.
•Developed effective communication strategy across projects and constituency using best practice project management methodologies.
•Managed cross matrix project team.
•Managed BA’s throughout project lifecycle to ensure SDLC was executed
New Generation ComputingRegional Manager, Consulting and Professional Services
Mar. 2007 - Jun. 2010•Hands-on management and delivery of multiple projects to meet technology and business requirements on time and within budget for multiple clients.
•Responsible for effective project kickoff, identification of all project stakeholders, defining and clarifying project roles and responsibilities.
•Built relationships with stakeholders and project teams to effectively manage and deliver quality products
•Worked closely with sponsors, stakeholders, users, technical team leads, technical and non-technical resources, and management to execute core project management functions end to end on strategic projects that range in scope, budget and team size to the level of large, involving moderate to high levels of risk and complexity.
•Proposed changes to methodologies, frameworks, best practices for continuous process improvement; participated in teams that undertook continuous process improvement initiatives.
•Had responsibility for maintaining effective management of multiple concurrent project assignments, project tracking, issue resolution, time gathering and reporting, and communicating project progress. •Built and maintained relationships with Business, CIO and ITS Leaders, channel leads, product owners, shared resource leaders, technical team leaders, technical and non-technical team members. •Responsible for completing Business Process Analysis, Mapping and Impact Assessments.
•Responsible for all implementation activities for various customers and solutions ranging from PLM, PPM and ERP solutions.
American Marketing EnterprisesDirector of MIS
Jan. 2004 - Dec. 2007•Managed day to day operations of IT Department, including EDI, networking, programming (Both projects and enhancements) and support of all in-house applications (ERP)
•Managed the implementation of EDI. (Mappings for all major retailers, user files, interface programs to both ACS and their third party warehouse management system)
•Managed the implementation and wrote the operational procedures needed in order to implement ACS (ERP) and the conversion plan from the legacy Enterprise Resource Planning System (ERP). •Managed the implementation and wrote the operational implementation plan needed to retrofit business procedures of Gallery (PDM).
•Managed four EDI/AS400 RPG Programmers, one EDI Coordinator, one Network Administrator and one PC Technician.
Saks Fifth AvenueMerchandising Planning Manager
Jan. 2000 - Dec. 2000Greater New York City Area•Managed all aspects of $800 million forecast (Door allocation and management of inventory).
•Liaison between business unit and MIS for implementation and deployment of STARS Planning System.
WarnacoSr. Director of Global Systems
Jan. 1999 - Dec. 2004Greater New York City Area•Managed worldwide implementation from legacy systems to ACS, PDM, PKMS, Lawson, Demand Solutions and Micro Strategy.
•Managed development (interfaced between business unit and MIS) and maintenance (responsible for programming, change management and quality assurance) for all divisions worldwide for ACS, PKMS, Lawson, Demand Solutions, Rockport, Micro Strategy and Gerber Web PDM.
•Managed Sarbanes Oxley Compliance Project for IT
•Managed all Due Diligences’ for Acquisitions and Sales for IT •Managed One EDI/AS400 RPG Programmer, one Security Manager, three Help Desk Specialists, one Systems Trainer and all consultants attained by the company.
WarnacoProduction Planning Manager
Jan. 1996 - Dec. 1999Greater New York City Area•Managed all aspects (forecasting, work-in-process planning and tracking, materials resource planning and customer fulfillment) of $800 million forecast.
•Managed one assistant and three sizing assistants.
•Liaison between business unit and MIS for year 2000 conversion and implementation of ERP, WMS, PDM, and Data Warehouse applications.
Ames Department StoresReplenishment Manager
Jan. 1994 - Dec. 1996•Reviewed and approved ladder plans and store rankings, planograms (space allocation versus sales), trend and stock analysis by store and all inventory allocations for both existing and new stores. •Managed the installation and day to day management of Inforem (replenishment system).
•Managed the installation and day to day management of MMS (planning and allocation system).
•Managed five allocation analysts and one logistics analyst.
caldorLead Analyst/Planning Mangager
Jan. 1989 - Dec. 1994•Managed all aspects of forecasting, replenishment and allocation of basic and fashion merchandise for both existing and new stores.
•Managed the installation and day to day management of Inforem (replenishment system).
•Managed the installation and day to day management of MMS (planning and allocation system).
•Managed four allocation analysts and two logistics analyst.
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