Experience

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  VMware

  • United States
  • Software Development
  • 700 & Above Employee

  • Senior Technical Program Manager

    • Feb 2023 - Present

  • Technical Program Manager

    • Nov 2021 - Jan 2023

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  World Wide Technology

  • Greater New York City Area

  • Senior Program Manager/Senior Project Manager

    • Nov 2018 - Nov 2021
    • Greater New York City Area

    • Responsible for leading a $4 million firewall installation project for a Fortune 500 pharmaceutical company headquartered in the UK. Firewalls are being installed in 78 sites in North America and South America. Facilitate internal/external collaboration and teamwork. As a result, this project is on track to complete as scheduled on June 2022. Below is a list of major tasks performed: • Developed the project plan, communication plan, risk management plan, and lessons learned. • Participate in resource planning with other PMs and management to get resources assigned to the project. • Ensured project was on plan and deliverables being produced to standard and to schedule. • Managed virtual teams that are located across the world and in different time zones. • Conduct an Internal Project Kickoff meeting with internal and vendor resources. • Led an External Kick-off with the client to communicate project scope, schedule, budget, risks, mitigation strategies, status, and expectations. • Communicated weekly status to WWT management through a presentation at a meeting. In a separate meeting with the client communicated the status through a report and dashboard. • Minimized risk and issues by following WWT project governance procedures. • Ensure accurate client billings and resolved any billing issues. • Review and understand the contractual terms and scope of the project. Ensure scope and budget are aligned. • Ensures profitability of projects by managing and analyzing revenue, margins, bill rates, and utilization across projects.

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  Wells Fargo

  • Project Manager (Consulting Assignment)

    • May 2017 - Nov 2018

    • Leading a $5 Million PVSI Cloud Migration project to move 29 APIs into Pivotal Cloud Foundry environment utilizing DevOps/Agile and Waterfall. Interact with senior leadership and major stakeholders to establish strategic plans and objectives for this project. Responsible for end-to-end project management following the Enterprise Program and Project Methodologies to manage all activities, required documentation, and EPM records in a project life-cycle, including initiation, planning, executing, controlling, and closing. As a result, the project plan, risk analysis, and communication plan are completed. The project is on track for 3Q2019 deployment. • Managed people, risks, scope, and schedule of a $10-15 Million End of Life (EOL) program to remove or upgrade unsupported versions of Microsoft products. Interacted with senior leadership and stakeholders to establish strategic plans and objectives for the program and projects. Provided rigorous monitoring and escalation of dependencies, risks, and issues. As a result, the project completed on time and exceeded expectations. • Led a Splunk Web Logging project of 50-75 people, which were geographically dispersed and included cross-functional teams. This was an MRA with tight deadlines. Ensured project-related risks were managed according to the Project Management Policy. Developed and implemented project level processes, procedures and performance metrics. As a result, the project completed 2 weeks early. • Drove the standardization of reporting. Created a process of collection and distribution of data and reports pertaining to performance. As a result, leadership received weekly status of the projects.

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  Chubb

  • Greater New York City Area

  • Business Project Manager

    • Dec 2016 - May 2017
    • Greater New York City Area

    • Created a project plan and manage scope for a Commercial Insurance Middle Markets Analytics project. Partnered with operations, actuarial, underwriting, technology and lines of business to determine the details of a new process. The project is on track to complete on time. • Work with leadership and key partners to define a project plan to rollout out a new Integrity+ Cyber product in a timely manner. As a result, there will be a new product will be rolled out early April. • Identify and manage through potential risks and issues to drive business decisions and resolution.

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  TIAA

  • Iselin, New Jersey

  • Project Manager

    • May 2016 - Jul 2016
    • Iselin, New Jersey

    Co-Led the planning and the implementation of a $10 million project to change the account identifier from 7 digits to 12. Some of my responsibilities were -• Facilitated the definition of project scope, goals and deliverables. • Designed a report to track project progress.• Provided direction and support to the project team.• Involved with management of project budget and schedule.

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  New Jersey Manufacturers

  • Business PMP Project Manager

    • Oct 2010 - Feb 2016

    • Managed 4 complex medium projects simultaneously that took a year to complete. During the course of the projects, scope was added. By reassessing timelines and resources was able to complete all 4 projects on time, maintain quality and achieving more than the original require-ments. • Completed formal risk assessment and mitigation plans at the beginning of each project. Identified and investigated issues and risks as the occurred during the project. Neutralized them by quickly vetting them and proposing and executing solutions. As a result risks did not impact project timelines and quality. • Created and executed a communication plan for over 30 stakeholders(including project sponsor, multiple levels of management, team members, external team members) that kept them informed of critical issues, project status, and changes on a consistent basis. As a result all stakeholders were current on project information throughout the project.• Coached, trained, advised, and managed from 6-17 member teams for 7 projects. As a result team members were high performing contributors to all the projects. Team members went on to leadership positions after the projects. • Utilized the PDLC and SDLC methodologies. Started projects by determining project scope and decomposing it into a Work Breakdown Structure (WBS). Then, created a project schedule including critical mile-stones. Establish and assemble the team. Communicated to the team their tasks and the timeframes. As a result everyone on the team knew the goal and objectives. So, projects exceeded the business expectation.

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  Metropolitan Life Insurance Company

  • Project Manager / Senior Business Systems Analyst Consultant

    • Sep 2007 - Dec 2008

    • Managed a medium complex project for an eBusiness Human Resources application that took 15 months to complete. Worked with matrixed cross functional team of 4 people to identify project tasks, estimate durations and create technical project schedule with milestones. Tracked the pro-gress of the project milestones and communicated status to 10 stakeholders through meetings, status reports, email and instant messaging. The project met its deadline and the business objec-tives. • Reviewed and analyzed the business requirements to an eBusiness Human Resources applica-tion. Investigated and determined solutions to address requirements. Articulated solutions in writ-ing in a functional specification document. As a result the developers had detailed information to commence the design and the business had confidence all their requirements were addressed.

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  Merrill Lynch, Avaya

  • Project Manager / Senior Business Analysts - Short Term Consulting Assignments

    • Aug 2006 - Sep 2006

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  Munich Reinsurance America, Inc.

  • Project Manager/Senior Business Systems Analyst

    • Dec 2002 - Jun 2006

    • Directly responsible for the management of multiple small release that took 3-4 months complete. Created the schedule, risk register, communication plan, and resource allocation plan. Led a cross functional team of 3 people to meet project milestones. Together we completed the project on time and meeting project objectives.• Wrote the scope documents/release notes for programmers and testers for projects. As a result programmers and testers were knowledgeable in what the projects entailed.

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  Prudential, Avaya, AT&T, Merrill Lynch, Givaudan-Roure

  • Senior Business Systems Analyst / Business Systems Analyst

    • 1994 - 2002

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  IBM

  • Systems Engineer / Marketing Representative / Programmer

    • 1983 - 1993

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  ISO - Insurance Services Office

  • New York, New York

  • Data Quality Analyst

    • 1981 - Mar 1983
    • New York, New York