Experience

Osg Ship Management Inc

• United States
• Maritime Transportation
• 1 - 100 Employee

• Program Manager

  • May 2018 - Present

  Tampa/St. Petersburg, Florida Area OSG Ship Management via Donnesys, Inc, OSG is a premier shipper of raw and finished petroleum products under the US Jones Act. Their fleet of 25 ships, from 200K barrels to 1.3 M barrels, deliver products mainly throughout the gulf coast and from Alaska to the lower 48 for most of the large oil companies. I served as Program Manager for the implementation of JiBe, a specialized marine ERP system for managing ships, crews, cargoes, maintenance, and environmental safety for large shipping… Show more OSG Ship Management via Donnesys, Inc, OSG is a premier shipper of raw and finished petroleum products under the US Jones Act. Their fleet of 25 ships, from 200K barrels to 1.3 M barrels, deliver products mainly throughout the gulf coast and from Alaska to the lower 48 for most of the large oil companies. I served as Program Manager for the implementation of JiBe, a specialized marine ERP system for managing ships, crews, cargoes, maintenance, and environmental safety for large shipping companies. • Assisted with contract negotiations for both the SaaS use of JiBe and for the implementation of the system. • Established all basic project and program management infrastructure, including Communications Plans, Risk Management Plans, Issue Management Plans, Change Management Plans, and overall PMO Reporting and management mechanisms. Established and reported on the interactions of various inter-related projects as the ERP system moved toward implementation. • Provided project management for the vessel technology refresh project – a precursor to installing the new JiBe ERP on all OSG vessels. • Provided Project Management for the JiBe ERP implementation. Ensured that Jones Act requirements were communicated and clarified to the vendor, reviewed and approved their development plans, reported progress, and oversaw the testing once the necessary changes were delivered. • Served as Enterprise Architect for OSG, fixing several nagging interface issues between existing systems and their SaaS-based HCM system (Ceridian Dayforce – HR & Payroll). Designed system interfaces for the new ERP system to use including the movement of HR and Payroll data to Ceridian DayForce and the movement of financial information (PO, Invoice, Customer Billing, Accruals) into Oracle EBS. Show less



Jackson Hewitt Tax Service Inc.

• United States
• Financial Services
• 700 & Above Employee

• VP Enterprise Systems

  • Mar 2015 - May 2017

  Sarasota, Florida Area Jackson Hewitt (JH) is a leading provider of Tax Preparation services with 6300 locations in the US. I serve as VP –Enterprise Services overseeing the HCM (Human Capital Management), ERP (Oracle Financials/Prophix), Data Warehouse, and DBA teams. • Led the JH Data Warehouse team in modernizing the data warehouse and adding BI Tools for end-users self-service reporting by implementing (QlikView). Introduced data modeling concepts and tools by implementing SAP… Show more Jackson Hewitt (JH) is a leading provider of Tax Preparation services with 6300 locations in the US. I serve as VP –Enterprise Services overseeing the HCM (Human Capital Management), ERP (Oracle Financials/Prophix), Data Warehouse, and DBA teams. • Led the JH Data Warehouse team in modernizing the data warehouse and adding BI Tools for end-users self-service reporting by implementing (QlikView). Introduced data modeling concepts and tools by implementing SAP PowerDesigner. • Consolidated Reporting and BI development into a single Scrum team and led that team in their conversion to Scrum-based development as their interim Product Owner. • Transformed the DBA team, ensuring Idera tools and DB monitoring were functioning properly , then led a performance analysis cross-functional team to identify and eliminate performance issues prior to heavy systems loads (Tax Season). • Established processes and reporting to ensure compliance to PCI-like audit criteria for all DB servers, including access controls, patch management, monitoring, alarming, and alerting, and audit data collection. • Assisted the HR department in configuring and deploying Ceridian DayForce HCM for managing employee information, benefits, payroll, and recruiting. • Led a team to research, review, select, and plan deployment for a cloud-based POS product. Show less



FIS

• United States
• Information Technology & Services
• 700 & Above Employee

• VP NA Card & Payment Solutions Infrastructure Management

  • Oct 2007 - Jan 2015

  St Petersburg, FL October 2007 – January 2015 FIS is the leading provider of financial services to the Banking Industry. The NARP (North American Retail Payments) division of FIS provides credit and debit card processing, real-time risk and fraud management for credit, debit, personal check, and payroll check transactions, and provides loyalty, gift card, and dispute resolution processing for over 3000 Financial Institution customers. For FIS, I served as infrastructure architecture as well as in staff… Show more October 2007 – January 2015 FIS is the leading provider of financial services to the Banking Industry. The NARP (North American Retail Payments) division of FIS provides credit and debit card processing, real-time risk and fraud management for credit, debit, personal check, and payroll check transactions, and provides loyalty, gift card, and dispute resolution processing for over 3000 Financial Institution customers. For FIS, I served as infrastructure architecture as well as in staff management roles. I was responsible for managing the deployed 1500 server midrange infrastructure including virtualization, SAN, software licensing, and hardware deployment as well as managing the Card Data Warehouse, System Administration (SA, Linux, Unix, and windows) and DBA teams (Oracle, SQL Server, ParAccel, and DB2) – up to 50 personnel. • VP overseeing five datacenters, Infrastructure, System Administration, Database Administration, Hardware and Data Architecture. • Led several studies to quantify performance bottlenecks and propose technology solutions to eliminate them – the largest of which resulted in a successful business case to refresh the storage architecture and better match system demands to storage performance. • Consolidated status reporting & created dashboard reporting on database and system capacity and performance. • Transitioned 50% of the team offshore and maintained that model. • Led PCI 2.0 and 3.0 Audit efforts for data warehousing and POS-integrated authorization/fraud detection applications, and databases covering 118 applications • Oversaw the installation of virtualization for both servers and desktops, resulting is better system utilization and improved data security. • Overhauled and standardized the access request policies, procedures and forms to establish database owners and appropriate signature processes. Show less



GPI

• Costa Rica
• IT Services and IT Consulting
• 500 - 600 Employee

• Director Store Systems

  • Oct 2004 - Oct 2007

  Carquest, at the time, was the 4th leading aftermarket auto parts distributor in north America. For Carquest, I served as Program Director for the Exploris program – a virtual team of 11 departments and 200 personnel brought together to deploy a new windows-based POS system for Carquest’s company owned and franchised stores (~3300 stores). • Program Director for the software development and deployment of a new windows-based point of sale (POS) system for Carquest’s ~3300 stores… Show more Carquest, at the time, was the 4th leading aftermarket auto parts distributor in north America. For Carquest, I served as Program Director for the Exploris program – a virtual team of 11 departments and 200 personnel brought together to deploy a new windows-based POS system for Carquest’s company owned and franchised stores (~3300 stores). • Program Director for the software development and deployment of a new windows-based point of sale (POS) system for Carquest’s ~3300 stores. Including 45/55 split of company-owed to franchised stores. This included developing and delivering training, new PC deployment (~14000 units), network connectivity upgrades, at-store installation, and asset recovery • Implemented standard project management practices, requirements governance, use-case-based process and procedure re-engineering. Established an SDLC, and release planning and management practices. Stabilized production control and supporting processes, and re-baselined the program schedule and budget. • IT Director of Store Systems, Managing development, testing, deployment, and suppport of POS system releases as well as managing the Oracle and MySQL DBA teams. • Director for the Vision project – CARQUEST Vision provides the infrastructure and web services to allow the CARQUEST infrastructure (POS systems) to electronically bond with CARQUEST suppliers to perform real-time product availability check and paperless special ordering including electronic ASN receiving. • Convened and led an ad-hoc architecture group to document system interfaces and identify issues and performance bottlenecks. Identified action plan and SOA implementation priorities. Planned for self-recovering, self-verifying system interfaces with near real-time data availability. • Delivered a consolidated purchase and AP consolidation project to reduce the overall costs of check writing/AP processing thus creating a standard method for all company owned stores to purchase not-for-resale supplies. Show less



The Casey Group

• United States
• Information Technology & Services
• 1 - 100 Employee

• Senoir Project Manager

  • Sep 2003 - Sep 2004

  Clearwater, FL H. Lee Moffitt Cancer Center & Research Institute Tampa, FL Moffitt Cancer Center is one of the top-ten cancer research and treatment centers in the United States and has been designated as Florida’s only comprehensive cancer center. For Moffitt, I served as team lead for designing and implementing a new look and feel for their WWW website. • Performed site analysis, re-engineering and assisted with project planning and project management. Recommended actions and estimates… Show more H. Lee Moffitt Cancer Center & Research Institute Tampa, FL Moffitt Cancer Center is one of the top-ten cancer research and treatment centers in the United States and has been designated as Florida’s only comprehensive cancer center. For Moffitt, I served as team lead for designing and implementing a new look and feel for their WWW website. • Performed site analysis, re-engineering and assisted with project planning and project management. Recommended actions and estimates for remediating the 16,000+ files that Moffitt had deployed on their WWW web site. The end product significantly reduced click-to-information from an average of 12 clicks to an average of 5 clicks. • Architected, designed, and assisted in building a new infrastructure for the web site, including new headers, images, utility routines, site templates, and directory structure. Created a database driven navigation system in conjunction with the SoThink menu system. Designed and built automated tools for generating a sitemap and bread crumb trail derived from the site directory structure. Designed and built a database-driven 404-page re-director that recorded the mapping of old to new file locations and automatically routed 404-errors to the new location. • Designed and built a content management system for routinely updated content (Press Releases, Media Watch, Events/Promotions, News Briefings, et al). Designed and implemented all security, development, testing, and file generation/handling utilities necessary for the system

• Senoir Project Manager

  • Oct 2002 - Aug 2003

  Clearwater, FL DANKA St. Petersburg, FL Danka was a leading supplier of mainly Cannon and Toshiba copier equipment, including sales, service, and leasing. For DANKA, I served as project/program manager for the Oracle Invoice Format project (3 months) and the Corporate HQ Relocation project (9 months). • The Oracle invoice Format Project added a prism front-end for local invoice printing, complete with envelope stuffing, to Oracle’s text-based invoice format along with several oracle… Show more DANKA St. Petersburg, FL Danka was a leading supplier of mainly Cannon and Toshiba copier equipment, including sales, service, and leasing. For DANKA, I served as project/program manager for the Oracle Invoice Format project (3 months) and the Corporate HQ Relocation project (9 months). • The Oracle invoice Format Project added a prism front-end for local invoice printing, complete with envelope stuffing, to Oracle’s text-based invoice format along with several oracle enhancements and readability improvements. The project was completed within budget and schedule. • Designed, created and implemented a MS Access error reporting and tracking database that captured problem reports, tracked them to builds and requirements, and reported statistics on problems for management review. • The Corporate HQ Relocation project encompasses all facets of relocating DANKA’s world-wide headquarters. Included in the program were: overseeing the construction; locating network, power, data, and voice infrastructure (call center); outfitting training and conference rooms; planning the relocation of ~1500 personnel; establishing maintenance contracts; and creating and tracking all program financials. The program was completed on schedule and under budget.

• Senior Project Manager

  • Aug 2001 - Sep 2002

  Clearwater, FL Ceridian St Petersburg, FL Ceridian is a leading third party HR-services administrator specializing in payroll, health & welfare, COBRA/HIPAA, FSA and retirement planning services. For Ceridian, I served as program and project manager for the COBRA Rewrite project. The COBRA rewrite is ~$8 Million undertaking. • Successfully led the project through the Inception phase. The team produced a High-level Requirements Document, Vision Document, and Scope Document as output of that… Show more Ceridian St Petersburg, FL Ceridian is a leading third party HR-services administrator specializing in payroll, health & welfare, COBRA/HIPAA, FSA and retirement planning services. For Ceridian, I served as program and project manager for the COBRA Rewrite project. The COBRA rewrite is ~$8 Million undertaking. • Successfully led the project through the Inception phase. The team produced a High-level Requirements Document, Vision Document, and Scope Document as output of that phase.Led the project into the Elaboration phase (where detailed requirements, logical data models, business process models, and functional specifications would be created). At the client’s request, successfully transitioned the on-schedule, under-budget program to Ceridian personnel for its completion. • Established the COBRA program budget baseline and tracking spreadsheets, as well as a project plan including Inception and Elaboration phases. Adapted Ceridian’s internal processes to the delivery methodology and re-estimated the project based on the negotiated methodology. • Created the large-project project management infrastructure for Ceridian including: Management Structure and Controls, Budget Structures, Business Case Management, Requirements Management, Project/Program Vision, Change Management, Document Management, Risk Management, and Issue Management as well as templates for all program and project deliverables. Deliverable documents were organized into a document tree that detailed how large projects were to be executed using several iterations. • Established a basic PMO to integrate the activities of multiple projects, establish dependencies and prerequisites provide a common time and issue management structure, and provide for consistent communications regarding project activities.



Engel Consulting

• Staffing and Recruiting
• 1 - 100 Employee

• Clarify Architect

  • Jan 2001 - May 2001

  Rochester, NY Global Crossing (via Engel Consulting) Global Crossing is a leading Telecommunications Communications Provider that specializes in high-bandwidth international voice and data communications for medium-sized to large businesses. Responsible for solutions architecture for the Clarify Sales and Trouble Ticketing program covering both the existing 8.0 implementation as well as the planned move to Clarify 10.1 with the Service Provider eCRM (1.1) vertical add-on. • Created and proposed an… Show more Global Crossing (via Engel Consulting) Global Crossing is a leading Telecommunications Communications Provider that specializes in high-bandwidth international voice and data communications for medium-sized to large businesses. Responsible for solutions architecture for the Clarify Sales and Trouble Ticketing program covering both the existing 8.0 implementation as well as the planned move to Clarify 10.1 with the Service Provider eCRM (1.1) vertical add-on. • Created and proposed an enterprise release plan that contained the tactical architecture tasks necessary to both support the business as well as transform the architecture to a global, scalable solution for Global Crossing’s CRM systems. • Architected and presented a tactical architecture strategy for rapid system consolidation and infrastructure deployment surrounding the sales to order process. • Participated in a cross-functional team that recommended the content of and location for key business object data including customer, site/location, product, pricing, network inventory, and customer product inventory. • Assessed the impact of various candidate architectures on the Clarify 8.0 and 10.1 baselines. Provided formal estimates and participated in development of the associated Statements of Work to implement the chosen architecture. • Prepared and performed several presentations describing the new/changed architecture features from Clarify 8.x to Clarify 10.1, including presenting the new Service Provider vertical features and capabilities. Show less



Intermedia Communications

• Director of Release Management

  • Jun 1998 - Jan 2001

  Tampa, FL Intermedia was a leading Integrated Communications Provider (ICP) specializing in voice and data communications (including web access and hosting) for small to medium-sized businesses. I was responsible for managing the QA (Software Testing), Software Quality Assurance (SQA), Release Management, Enterprise Test Lab, and Operational Change Control (OCC) departments as well as two major programs including Y2K initiatives. • Designed and implemented a release management function by… Show more Intermedia was a leading Integrated Communications Provider (ICP) specializing in voice and data communications (including web access and hosting) for small to medium-sized businesses. I was responsible for managing the QA (Software Testing), Software Quality Assurance (SQA), Release Management, Enterprise Test Lab, and Operational Change Control (OCC) departments as well as two major programs including Y2K initiatives. • Designed and implemented a release management function by combining elements of release coordination and a project office into a consolidated position for managing integrated software releases. This included formalizing changes and operational change control. • Led a cross-functional team in the development, publication, and rollout of the IT System Development Life Cycle (SDLC) and the Service Request process (IT front door). • Introduced testing standards (test plans/results, status reporting, problem trouble reporting, and metrics collection), methods, and procedures as well as introduced automated testing tools (HP Mercury Interactive). • Introduced standardized project estimation models and methods. • Managed the IS portion of Intermedia’s Y2K application upgrades. This program consisted of 64 sub-projects (250+ staff) as well as full end-to-end enterprise testing. Both client-side and server-side upgrades were necessary to bring Intermedia’s 176 desktop and custom-built applications into Y2K compliance. • Managed the OPS (Order Processing System) program. This system, once implemented, would provide workflow management of Intermedia's order fulfillment process as well as a data repository for order status, tracking, and fulfillment metrics. The program was projected to spend $17.5 Mil (55+ staff) over 18 months. After completing the requirements and HLD phases on schedule and budget, the Intermedia officer team reviewed the business case and found the return on investment to be well outside their target window of opportunity. Show less