CGI INC., Davenport, Iowa / United Kingdom . 1996-Present
Global IT services provider.

Engagement Manager (2001-Present)
Promoted to lead a project to support legacy IT applications for client Alcoa, Inc. Draft, negotiate, and evaluate SLAs governing scope of work. Coordinate appropriate execution of all SLAs. Drive new business by identifying new service opportunities within the client organization. Supervise teams of application support personnel. Develop relationships with the client management team in order to resolve issues and facilitate service provision.

Monitor deliverables for both internal and external quality compliance. Cooperate with client staff to identify areas for improvement and devise delivery and quality enhancement strategies. Contribute to annual process and deliverables audits. Manage profit and loss, invoicing, weekly timesheets and expense reports, and accounts payable. Train, mentor, appraise and guide career progression for internal team members.

• Designed a customized methodology distributing work phases between onsite and offshore teams, resulting in closure of the sale with Alcoa.
• Boosted annual account revenues from $1 million to $2.6 million over 7 years.
• Secured and negotiated an operations support contract valued at $3.5 million over 7 years.
• Delivered a support contract extension valued at $22 million over 12 years as a result of high quality deliverables and performance.
• Gained a position of trust with multiple key contacts on the Alcoa account.
• Lowered financial liability for the company and restructured all SLAs to align with Alcoa expectations.
• Addressed and solved more than 11,000 production problems without falling out of SLA compliance.
• Led implementation of more than 800 projects of varying scales and scopes over 7 years.
• Repeatedly ranked between 8-10 on client satisfaction ratings by developing a world class delivery team capable of achieving all SLA objectives.
• Consistently led teams to pass annual internal and external SOX and process audits.

Quality / Process Release Manager (2000-2001)
Managed quality and process administration for clients Cybercare, Clickship, and Straightaway. Enabled project tracking through the creation and implementation of reporting procedures. Designed build release procedures in alignment with objectives. Monitored compliance with FDA requirements. Developed application test processes. Coordinated with project management to pioneer user training and implementation plans. Addressed and resolved process and staffing issues.

• Delivered results that successfully passed FDA audit.
• Completed 3 application and 4 software version implementations in 12 months with no quality errors.
• Coordinated with the project manager to address production bottlenecks and develop a solution.

Resourcing Manager (2000)
Directed allocation and utilization of internal resources. Developed and delivered unit management forecast demand reports. Analyzed skill profiles against demand profiles in order to identify gaps in skill areas, develop training processes to fill said gaps, and recruit appropriate personnel. Coordinated with project managers to strategize allocation of resources between multiple projects. Orchestrated recruitment efforts and provided hiring recommendations. Discussed available resources and resource gaps during corporate resourcing review meetings. Provided training and mentorship to selected staff to ensure succession.

• Answered growth in demand by increasing the unit 100% to staff 20 projects over 6 months.
• Ensured appropriate allocation of resources by building a rapport with project managers and management teams.

Quality / Process Consultant (1999-2000)
Took an integral role in both internal corporate QA and external QA consulting for clients First Union Bank and Xerox. Pioneered the implementation of appropriate quality procedures and development methodologies. Performed process audits for internal projects. Addressed exceptions and executed resolution plans. Reported on project status to corporate management. Built solid trust-based relationships with delivery managers. Consulted with clients on internal quality issues. Acted as the face of the company in external audits. Led CMM and ISO quality training sessions for internal personnel. Provided training and mentorship to junior managers. Supported due diligence activities prior to and after acquisition of new companies.

• Drove repeat business through implementation of quality improvement processes and procedures.
• Contributed to sale of a portfolio management process to First Union Bank, resulting in prioritization of client project backlogs via common objective measurement.
• Designed a PMO strategy for Xerox and gained client buy-in, allowing the client to improve performance management on poorly performing projects.

Project Manager (1998-2008)
Led Y2K impact assessments for client Aon. Secured client buy-in by delivering impact assessments and costed remediation strategies to senior management. Established assessment and conversion teams, and retained an offshore code scanning team to ensure completion on schedule. Supervised team collaboration and managed profit and loss. Orchestrated project transition to the assigned project manager. Contributed to compliance verification.

• Delivered a $6 million project to ensure Y2K compliance of legacy code by performing impact assessment.
• Led all stages of successful Y2K planning and remediation according to client requirements.
• Overcame the obstacles of obscure application environments and program languages by recruiting external resources and allocating applicable tasks among internal resources.

Account Manager, Schroeder's (1997-1998)
Acted as interim project manager for the client's Y2K compliance and remediation initiative. Oversaw profit and loss, scheduling, and project milestones. Drove additional sales by strengthening a failing client relationship and rebuilding client trust in company abilities. Coordinated team activities and functions. Performed personnel appraisals.

• Regained trust from senior executives at Schroeder's by addressing progress concerns.
• Successfully recovered a failing project to achieve schedule and delivery objectives.
• Generated $200,000 in additional consulting work by identifying new business opportunities on the account.
• Reassigned 2 permanent project managers without undermining client confidence in project management.
• Won a $7 million contract for application support services, replacing the existing 3rd party provider.

Prior positions with CGI include Project Manager for the Sony Finance and Dunn & Bradstreet accounts. Additional roles include Project Office Manager for Computer Sciences Corporation.