Final Boss

• Jan 2022 - Present

IT Project Manager II

• May 2021 - Dec 2022

•CCC Modernization Project - competitive path initiative to increase overall efficiency of Contact Center’s operations through a combination of process improvement initiatives and workflow application implementationo Established overall project roadmap through collaboration with IT and business stakeholders to decompose use cases into project phases based on desired organizational change management roll out strategieso Initiated use case/user story prioritization to elicit priority from business to adequate rank for development, while soliciting complexity concerns from IT partnerso Contributed to project delivery through establishment of agile ceremonies to increase communication between internal team and vendor teamo Consistently coach team on agile values and principles to increase adherence to agile thinking (and steer away from waterfall practices)• Business Loan Auto Decision Expansion Project – to expand the Fast Track and Auto Decision rules/products to increase operational efficiency and increase marketplace competitive advantageo Collaborated with project sponsors and development team to create delivery roadmap that was sustainable and allowed consistent value-delivery to the organization on a monthly release scheduleo Increased requirements effectiveness through active engagement with business stakeholders, which lead to high-quality requirements elicitation and created transparency between business and development teamo Implemented testing best practices, to increase turnaround on testing process and defect resolution Show less

Project Manager III

• Jul 2019 - May 2021

•Loan Booking and Review Transformation Project - to automate the loan booking process to decentralize the workflow and facilitate scalabilityo Utilized Kanban approach to improve overall project performance to consistently deliver results across three different workstreams increasing project status from yellow to green, and ultimately accomplishing project goalso Actively coordinated with workstream’s agile process to successfully deliver results with Kanban and Scrumo Closely monitored the project budget, along with scope delivery, to reduce the budget by $1 million (roughly 20-25% of overall project budget)• Pathway Enhancement Program – enterprise-wide business process management program to enhance organization efficiency and contribute to competitive advantageo Implemented strategies to address risks/issues that were impacting project delivery to hit goal of 15 new initiatives within project timelineo Identified and escalated budget issue with senior management, and subsequently corrected with change request to update projections and estimateso Applied Corporate Project Office governance to project for adherence to auditing compliance Show less

Project Manager I

• Mar 2019 - Jun 2019

• Web Replacement Project - continued digital transformation initiative to replace legacy online platform, increase digital presence, create better infrastructure interoperability, and eliminate technical debt. o Coordinated with stakeholders and vendor to identify use cases, business requirements, and product gapso Worked with stakeholders to establish project scope to facilitate planningo Proactively identified project risks for consideration and discussion in architecture designs based on lessons learned from mobile app implementation• Mobile Remote Deposit Capture (MRDC) Feature - project to develop high-demand MRDC feature, including building the necessary infrastructure.o Increased project delivery efficiency for a project with many moving parts and department involvement through application of project management tools, techniques, and trackingo Initiated requirements gathering sessions for documentation of necessary infrastructure, and subsequent testing strategies to accurately gauge scope of work for schedule developmento Developed schedule to solicit stakeholder buy-in and accountability while creating visibility of project timeline to senior managemento Identified and escalated several schedule risks for resolution and mitigation prior to becoming issueso Identified environmental testing gap to reduce risk of testing efforts during end-to-end testing of infrastructure and feature Show less

Project Coordinator I (IT Project Manager)

• Oct 2016 - Feb 2019

• Mobile Application MVP - high-priority, high profile project to kick off the organization’s digital transformation through implementation of Android and iOS app. o Increased sprint velocity through engagement at daily planning events to identify and resolve roadblockso Improved project delivery through implementation of sprint retrospectives action items, or escalation to senior management as neededo Maximized team’s development time while adhering to scrum ceremonies through a combination effective scrum ceremony facilitation, adhering to, and enforcing ground rules, and time-boxing eventso Increased sprint velocity by protecting team from stakeholder interference, allowing the team to focus on delivering value through feature development o Gained stakeholder support of agile process through proactive communication, relying on reporting transparency to convey the impacts of waste (e.g., priority/feature change, and multitasking) on overall delivery o Supported the responding to change through constant coaching of the project team, and senior management, within a rigid, waterfall environment• Identity and Access Management (IAM) Project - engagement to decrease manual password resets, increase password security through implementation of single sign-on application, and expedite employee on/off boarding and transfers while limiting permission creep via IAM solution.o Actively engaged key stakeholders to maintain progress on a project that consistently suffered from competing priorities and resource constraintso Increased project performance through scope reduction negotiation with project stakeholders, which was needed due to environmental technical constraintso Implemented strategy to increase project efficiency using Lean Thinking to eliminate project team constraint issue o Identified gap in vendor-created project schedule regarding organizational dependencies, resulting in reduced schedule risk Show less

Senior Financial Services Officer

• Sep 2013 - Sep 2016

• Provided support to leadership team through role as shift supervisor• Applied win-win conflict resolution to more than 90% of member-employee escalated interactions• Continuously acquired training on several financial services applications to better serve SECU's members, in addition to providing training and mentoring to junior employees on these systems

Fire Control Technician

• Apr 2011 - Aug 2012

• Graduated with distinction from training schools • Received Personal Excellence Award at culmination of sub school training • Granted SCI security clearance • Honorable Discharge • Graduated with distinction from training schools • Received Personal Excellence Award at culmination of sub school training • Granted SCI security clearance • Honorable Discharge

Logistics Team Leader

• Sep 2006 - Feb 2011

• Managed day-to-day operations for store’s inventory (Backroom) and replenishment (In-Stocks) work centers • Initiated and executed process improvement projects which utilized the synergy of the inventory and replenishment work centers resulting in an increase of all backroom scores to green across the board (a score above 90 on a 100 point scale), and reduced the time to complete daily tasks by 10% • Contributed to on-time completion of two store remodel projects through a combination of effective training and mentoring strategies, and motivational techniques for members of assigned project teams Show less

Operations Supervisor

• Mar 2002 - Jul 2006

• Managed day-to-day store operations for the location’s 12 souvenir / newsstands and specialty shops at Raleigh-Durham International Airport • Developed and implemented schedule that introduced warehouse operations into the weekend schedule, which increased weekend revenue by 15% without the need for additional resources • Managed day-to-day store operations for the location’s 12 souvenir / newsstands and specialty shops at Raleigh-Durham International Airport • Developed and implemented schedule that introduced warehouse operations into the weekend schedule, which increased weekend revenue by 15% without the need for additional resources