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Skillful Senior Program Manager resume

Shawn Raynor, MCSA
Summary

With more than 20 years of program and project management experience in the Information Technology field, I am well-versed in impossible deadlines, mission-critical support and exceeding expectations. I build consensus among groups with vastly different goals, evaluate, propose and complete projects to meet business requirements and motivate others to excel. I complete projects within scope and with stakeholders fully informed at every juncture.

Professional Value Offered
  • Eliminated downtime for 300+ retail stores during Canadian headquarters move
  • Achieved 91% call volume reduction via call deflection after analysis of IVR volume data
  • Ensured PCI-compliance issues noted in annual audit were resolved, avoiding costly fines
  • Saved $350,000+ annually via vendor negotiation and bid analysis in procurement process
  • Saved $108,000 annually for Internet access at 85+ offices while significantly increasing bandwidth
Projects

INFRASTRUCTURE


  • Data Center Migration & Consolidation
  • Disaster Recovery Space Construction
  • Business Continuity Mobile Unit Construction
  • WAN Deployment
  • Security Modernization
  • Network Topology Change
  • Carrier Circuit Change
  • Facility Construction
  • Facility Move, Closure

INFORMATION TECHNOLOGY


  • Software Development
  • iOS App Development
  • WebSite Platform Transition
  • Process Improvement
  • Server Farm Virtualization
  • VOIP Deployment & Migration
  • PC Client/Server Refresh
  • Email Platform Migration
Core Competencies

IT Project Management (24 years)

Program Management

SLA Management

Process Improvement

Service Transition

Risk Management

Contract Management

Client and Vendor Negotiation

Budgeting and Forecasting

PMP Certification (Imminent)

Project+ Certification

PMBOK Guided Project Management Methodology

Business Analysis

ITIL Certification, ITSM, Six Sigma

HIPAA, HITECH, PCI Compliance

Major Retail, Construction, Business Continuity, Disaster Recovery, Managed Services, Non-Profit, Retail, University, Telecom Industries

Specialities

SKILLS


SCRUM Master & Product Owner, Agile

ITIL Process Mapping v3, ITSM, Six Sigma

Project Lifecycle Management (PLM)

Application Lifecycle Management (ALM), SDLC

E-commerce, Web Site Monetization

HIPAA, HITECH, PCI Compliance

Disaster Recovery, Business Continuity

Portable Satellite Setup, VSAT Deployment

Cloud Computing, Amazon Web Services (AWS)

SAAS, IAAS, PAAS

Active Directory, Domino Server Administration

SQL Server

Web Site Design, Domain and SSL Certificates

APPLICATIONS


Project Management:Clarity, MS Project, Planview, Oracle Primavera, ServiceNow, SmartSheet, WBSTool

Agile/SCRUM Board: Jira, Scrumwise, Trello

Service Desk: ServiceNow, HelpStar, Heat, HD Pro

Prototyping: Axure, Balsamiq

MindMap: Mindview, Mind Manager, MindMeister

Virtualization: VMWare vSphere, Fusion

MS Office: Visio, Excel, PowerPoint, Word, Outlook, Office 365

Database Development: SQL Server, Access

CMS: SalesForce, SAS, Documentum, Confluence, Jive, Insightly

Finance: ADP, Great Plains, Harvest, Oracle

Certifications & Continuing Education

CERTIFICATIONS


PMP - Imminent

CompTIA Project+

Microsoft Certified Systems Administrator (MCSA)

ITIL v3, Six Sigma

SCRUM Master, SCRUM Product Owner

Rackspace CloudU Cloud Certification

CompTIA Security+, Network+, Server+, iNet+, A+

CIW Web Foundations

Microsoft Certified Professional (MCP)

Microsoft Office Specialist: Access 2003

Microsoft MTA: Database Administration

CONTINUING EDUCATION


PMP, Project Management, Prince2

SCRUM, Agile, SDLC, ITIL, Business Analysis

Cloud, Virtualization

VMware Data Center Virtualization (VCP5-DCV)

Product Management, Risk Management

Microsoft Project, Excel, Visio

Microsoft PowerPoint, Access

Microsoft Office 365 & SharePoint Migration

iOS Development, Mobile App Development

SQL Server, Windows Server, Active Directory

HIPAA, HITECH, PCI Compliance

Experience
Senior Program Manager, Infrastructure 09/2017 to Current Serta Simmons Bedding, LLC (Headquarters) Atlanta, GA
Manage team of project managers and business analysts and portfolio of 25+ IT Infrastructure and Security projects. Manage multiple IT Infrastructure projects including: facility upgrades/moves, datacenter buildout, AD/MS Exchange/Voice remediation, OTS integration, Lean and Green initiatives, carrier line upgrades and other infrastructure efforts.
 
Review, revise and implement new business processes to streamline processes and reduce time and efforts required.​ Conduct annual survey to determine breadth of projects needed and helped align projects with business needs to prioritize IT Infrastructure efforts. Review floor plans, project schedules, network diagrams and related visuals to determine appropriate changes based on business needs and constant feedback.
 
Determine business requirements and determine likely schedule and IT resources available based on prior commitments and upcoming projects. Conduct weekly meetings with IT Infrastructure staff to update all on project status, determine areas of concern and align resources to meet project and operations schedules. ​
 
Project: Corporate Campus Build  (Budget: ~$73M; Methodology: Waterfall): Consolidate 4 corporate facilities from Chicago and Atlanta areas into a combined corporate campus in Atlanta, GA. Build MDF and IDFs to facilitate wired and wireless network needs. Oversee all facets of IT Infrastructure including: compute needs, MDF/IDF rooms, network cabling, wireless, physical security and gates, . Defined HID badge standards to begin rollout to all corporate facilities, ensuring one badge for all sites.
Results: Completed construction of 5-story corporate tower, R&D facility and parking deck. On target for April 2019 occupation.
 
Project: DR Site Build  (Budget: TBD; Methodology: Waterfall): Move existing middleware system and corporate IT assets from Chicago facility to new DR site.
Results: Completing DR site asset moves through November 2018.
 
Project: Carrier Circuit Migrations  (Budget: $250K; Methodology: Waterfall): Migrate MPLS and DIA (Internet) circuits for plants and administrative offices in Canada and USA from Level3 to AT&T.
Results: 35 locations migrated with no production time lost, significant monies saved due to lower circuit costs, productivity increased due to higher bandwidth and vendor "guaranteed spend" agreement commitments met.
Senior Program Manager 04/2017 to 09/2017 The HALO Group - Serta Simmons Bedding (Headquarters) Atlanta, GA
Manage multiple IT Infrastructure projects including: facility upgrades/moves, datacenter buildout, AD/MS Exchange/Voice remediation, OTS integration, Lean and Green initiatives, carrier line upgrades and other infrastructure efforts.
 
Review, revise and implement new business processes to streamline processes and reduce time and efforts required.
Conduct initial survey to determine breadth of projects needed and helped align projects with business needs to prioritize IT Infrastructure efforts.
 
Review floor plans, project schedules, network diagrams and related visuals to determine appropriate changes based on business needs and constant feedback.
 
Determine business requirements and determine likely schedule and IT resources available based on prior commitments and upcoming projects.
 
Conduct weekly meetings with IT Infrastructure staff to update all on project status, determine areas of concern and align resources to meet project and operations schedules.
 
Project: Mississauga HQ Renovation  (Budget: ~$150K; Methodology: Waterfall): Migrate subset of users to Toronto during Mississauga HQ renovation. Work on stack move to Mississauga to upgrade and standardize IT environment with company standards.
Results: Completing initial phase (pre-renovation work) before construction begins on 9-11-2017.
 
Project: Kirkland Plant Remediation  (Budget: TBD; Methodology: Waterfall): Implementing stack upgrade to standardize IT environment with new company requirements. Updated technologies will include: Cisco VOIP phones, IP speakers, current printers including Zebra tag units.
Results: Completing plant IT infrastructure remediation on 10-10-2017.
 
Project: ADP Time Clock Installations (Budget: $100K; Methodology: Waterfall): Install additional ADP time clocks in plants to meet regulatory and SSB requirements.
Results: Due to efficiencies identified early in the project, time clock schedule has been reduced by 40% to complete 3 months early.
Senior Project Manager 09/2016 to 02/2017 Aspirent Consulting - The Home Depot (Headquarters) Atlanta, GA

Evaluated Customer Care call center to determine areas for optimization.  Conducted extensive interviews and observations of call center management and staff to determine concerns and issues.  Worked with management to rank areas of concern and recommended solutions based on ease of implementation and best value to the business.

 
Prepared SOW, project plan, timelines, workflow charts, status updates and related deliverables.
 
Project: Call Center Optimization  (Budget: $100K; Methodology: Waterfall): Conducted extensive interviews and observations of call center staff to determine potential areas of improvement. Used IVR and SalesForce data mining results to rank optimization strategies and recommend call tree and categorization changes.
Results: Proposed changes implemented. Call deflection and IVR changes resulted in immediate call reduction of 91% in top 5 categories.
 
Project: Call Center WorkFlow Evaluation (Budget: $49K; Methodology: Agile): Analyzed and documented process workflows for standard processes across multiple Lines of Business (LOB). Reviewed best cases for process improvement and determined best future state solutions to employ.
Results: Current state deliverable presented and approved. Future state solutions identified and submitted for approval to implement.
Senior Project Manager 02/2016 to 09/2016 Aspirent Consulting - Carter's (Headquarters) Atlanta, GA

Managed Tier 1 (highest) and Tier 2 internal infrastructure projects. Worked with multi-national teams to implement solutions and ensure that high quality standards are maintained at all times.

Solutions included all aspects of infrastructure including: LAN room and network design, application, server and database moves and analog / digital phone to VOIP conversions. Mitigated PCI Compliance issues and implemented short and long term solutions to meet audit requirements.

 

Assisted PMO leadership with management of all infrastructure projects within the organization.

 
Created new processes to streamline purchasing, configuration, distribution and implementation of all technology in new store technologies including VOIP phones, server, printers, pin pads, registers, security cameras, customer foot traffic sensors, laptops, WIFI and network equipment.

Selected Projects

 

Project: Relocate Canada Headquarters (Budget: $750K; Methodology: PMLC/Waterfall): Transitioned all IT assets (server and network resources, AV & PCs/Macs) from old facility to custom-built office space. Built datacenter within new facility with appropriate cooling, electrical and space requirements for all equipment, allowing for future growth.  Migrated (VEAMed) virtual servers between facilities and migrated physical servers to VMs.  Converted existing Panasonic digital system to Cisco VOIP solution for new facility and a separate distribution center. Coordinated multiple line deliveries with long lead times to meet aggressive timeline.

Results: Transitioned facility to new location within time, budget and scope.


Project: Call Center Transition (Budget: $140K; Methodology: PMLC/Waterfall): Migrated from external provider to in-house call center. Assisted staff in rerouting of calls and communication to all regarding changes and new support numbers.

Results: Eliminated costly fees to external service provider and toll-free number (center services internal staff only). Project was delivered on time and significantly below budget.

Project: PCI Compliance for Call Centers (Budget: $90K; Methodology: Waterfall): Ensured that all items on previous year's PCI audit were addressed and mitigated. Short term solution involved use of thin clients to eliminate handling of protected information (credit card and cardholder info) by call center staff. Long term solution involves use of phone tokenization to allow customers to provide their card information via phone without call center staff's intervention, removing PCI compliance risks from call center staff.

Results: Short term solution was implemented in four months, avoiding potentially large fines by credit card processor and clearing PCI Audit.

Senior Technical Program Manager 06/2015 to 02/2016 Skava, an Infosys company (iOS & Mobile Web Development for Major Retailers) Duluth, GA

Manage native iOS app and mobile web projects for major retailers. Work with product and engineering solutions teams to launch high-visibility omnichannel and multichannel solutions including mobile and digital projects for Fortune 500 and Internet Retailer Top 500 brands.


Serve as primary contact to designated customers for major retail events including Black Friday and Cyber Monday.


Serve as a point of escalation for all customer requests and technical issues for in-flight projects. Conduct daily status meetings with customers and upper management to manage expectations and communicate project progress.


Assist the sales team with responses to RFPs and Project Proposals by providing technical analysis of proposed projects and Level of Effort estimates. Create technical requirements with architectural guidance using company's platforms and solutions. Manage and maintain SOWs from approval through project delivery and invoicing.


Develop dashboard and Agile boards in Jira to provide instant metrics for upper management and customers.  Prepare daily and weekly project status and ticket resolution reports.  Develop project charters, statements of work (SOW), project and sprint schedules.


Conduct daily sprint standup meetings with on-shore and off-shore engineering teams to ensure projects are kept on track and proactively help clear any potential roadblocks.​


Triage all technical projects and technical Change Requests.  

 

Selected Projects

 

Project: Major Retailer - Initial iOS App Development (Budget: $3M; Methodology: Agile/Waterfall Hybrid):

Planned and executed design and delivery of company's first native iOS application. Reset relationship with client, aligned offshore and onshore development and QA resources to focus efforts and reconfigured Jira environment to meet customer needs.

Results: App launched on 09-15-2015 with no significant bugs reported.

Project: Fortune 500 Retailer - Website Platform Conversion for Multiple Brands (Budget: $5M+; Methodology: Agile/Waterfall).  Work with 15+ vendors to integrate APIs into new platform for multiple, Fortune 500 websites.

Results: Project is on time and below budget with an expected completion date of July 2016.

Project Manager, Infrastructure | Implementation Specialist, Ded. WorkGroup (N. America) 10/2013 to 05/2015 Sungard Availability Services (Business Continuity/Disaster Recovery for Large Institutions) Atlanta, GA

Developed and managed the project portfolio for Dedicated WorkGroup (DWG) installations (custom disaster recovery facilities for customer staff) across 34 North American facilities in Canada, Mexico and the USA.


Managed a portfolio of 10-15 active projects at any given time. Projects included cloud-based backup recovery solutions incorporating Amazon and Rackspace hosting (dependent on client's needs), private, custom-built disaster recovery rooms for key personnel and business continuity solution hosting for line-of-business (LOB) applications.


Conducted pre-sales needs assessments with prospective and current customers and Account Executives. Prepared Cisco switch proposals for VOIP and data needs of customers, reflecting required port counts and allowing for future growth. Reviewed resulting “sales pipeline” weekly to determine likelihood that prospects would ultimately be converted to customers. Reviewed customer needs with Product Management and Facility Engineering groups to determine appropriate requirements and cost. Proposed appropriate language with Legal group for all assigned contracts and reviewed final contract prior to submission to client.


Provided complete lifecycle of project management from pre-sales specifications to room requirement implementation to decommission of all assets at contract end.


Led weekly meetings with customers to ensure that customers' business requirements, documented in customer interviews and specified in the contract, were implemented to customers' complete satisfaction.


Managed the update and refresh of equipment and DWG room specifications, based on additional requirements, as part of contract renewal process. Upon contract completion, decommissioned all assets and circuits in preparation of room for resale to a new customer.


Designed and managed the build-out of customer data centers, IDFs and custom floor-space to accommodate servers, enclosures/racks, routing, VOIP, switches and related network gear. All aspects of the space (cooling, power/UPS/generator, security, lighting and network requirements) were reviewed with the customer prior to implementation of their needs.


Managed rollout of ServiceNow project (see details below). Documented, attached and tracked all project requirements, tasks and deliverables in global, cloud-based ServiceNow database. Maintained company, group and user records in ServiceNow (increased security permissions) to ensure customers were informed of alerts occurring only at specific facilities. Assisted company staff in India with project updates and requirements as needed.


Developed best practices using ITIL and Six Sigma principles to standardize support efforts, eliminate meetings that didn't add value and streamlined all processes to make them more efficient.


Created and streamlined workflow processes, ensuring that:

  • Large costs (network switches, recabling) weren't incurred without being factored into a customer's contract pricing
  • Technical requirements (switch count, power and cooling capacity) were accurate and met customer's needs
  • All items requested by the customer are included in the contract to avoid scope creep and cost overruns

Prepared and reviewed proposed room layout with customer prior to construction start. Developed process to convert “frozen” room layouts in PDF format into editable Visio documents.


Documented, attached and tracked all project requirements, tasks and deliverables in global, cloud-based ServiceNow database. Maintained company, group and user records in ServiceNow (increased security permissions) to ensure customers were informed of alerts occurring only at specific facilities. Assisted company staff in India with project updates and requirements as needed.


Met weekly with real estate vendor to locate potential facilities for future expansion and to evaluate financial viability of existing facilities across North America. Closed low-performing facilities and ensured that all appropriate circuit agreements were terminated.


Cross-trained European staff on North American Dedicated Workgroup policies, procedures and ServiceNow project documentation requirements.


Traveled to all Dedicated WorkGroup facilities in Canada, Mexico and the USA, including the five North American Mega Centers, as required by projects.

 

Founding Member of the Global Service Transition Advisory Board, tasked with the review, prioritization and implementation of all enhancement requests used to improve the Service Transition experience, globally.



Selected Projects


Project: Dedicated WorkGroup Build-Out (Budget: $5M; Methodology: Waterfall): Constructed new 180-seat disaster recovery space from bare floor for large financial customer. Turned around late-starting implementation inherited from former project manager and reduced build time by 45 days to meet customer deadline. Avoided potential credit issuance to customer and obtained additional 45 days of revenue.

Results: Increased client satisfaction with company and ensured that all post-implementation components (PCs, circuit, network) were installed after our construction tasks were complete.


Project: Disaster Recovery Data Center Consolidation & Relocation (Budget: $10M+; Methodology: Waterfall): Constructed new 150-seat disaster recovery space from bare floor for large utility company, per client's requirement. Transferred existing data center assets from a remote location with another vendor. Merged data center racks and equipment from utility's newly acquired subsidiary. Completed transition of both data centers to new facility in accelerated timeframe due to existing vendor's contract expiring.

Results: Established new industry (railroad) for future customer base expansion and ensured future business with client.

Project: ServiceNow Implementation (Budget: $1.2M; Methodology: Waterfall): Gathered incident and project management requirements from users and management. Implemented ServiceNow modules for user/group administration, service desk ticketing and project management. Replaced multiple Lotus Notes-based service desk databases and geographically disparate MS Project servers with a single-login, web-accessible, cloud-based ServiceNow application (SAAS).

Results: Eliminated support costs by consolidating multiple databases, further reduced costs and increased functionality by implementing a COTS (commercial off-the-shelf) solution, increased transparency to customers and vendors and provided web accessibility for all users.


Project: Mobile Unit Decommission (Budget: N/A; Methodology: Waterfall): Developed plan with customer to remove equipment from 16 racks mounted in 2 mobile data center trailers. Coordinated removal of HVAC, power, circuits and trailers with local authorities and company staff.

Results: Mobile trailers returned early and leased immediately, recovering revenue sooner than anticipated.


Project: Facility Closure (Budget: $2M; Methodology: Waterfall): Closed under-performing disaster recovery facility. Migrated all customers to alternate facilities, terminated or moved all circuits, renegotiated all open contracts to minimize loss due to early termination and coordinated asset removal and transfer to other facilities.

Results: Preserved customer goodwill and loyalty (no customers lost), eliminated costs for non-revenue generating facility and reduced support costs.

Executive Director | Senior Project Manager 04/2013 to 12/2013 Triumph Software Solutions (Startup for iOS and Web Site Development for Small Business) Atlanta, GA

Designed, revitalized and monetized client web sites and apps. Reviewed client web sites and analyzed sites to improve site rankings in search engines (SEO).


Developed WordPress themes for purchase. Collaborated with staff and independent contractors to develop mobile app and software solutions.


Conducted client meetings to resolve customer complaints, cross-sell services based on client's unique needs and insure that all client's issues are resolved quickly. Provided pre and post sales support to clients. Established and maintained excellent customer relations, insuring that company brand is constantly promoted to existing and potential customers. Followed-up with customers to market new services, discussed outstanding invoices and deliverables and ensured constant communication between all.


Informed stakeholders of project progress on a pre-determined schedule, as determined by the needs of the the client.


Lead daily Scrum meetings with developers, project managers, business analysts and stakeholders to develop iOS and Android mobile and web-based apps per the client's specifications. Researched and evaluated source code templates and existing apps for "reskinning" as a "new" app for distribution.


Prepared project budget and timelines for client projects. Monitored progress, assuring that all milestones were met and expenditures didn't exceed expected costs.


Selected Projects


Project: Website Consolidation (Budget: $35K; Methodology: Agile): Created portal site to centralize multiple client web sites, integrating a shopping cart, Paypal and a SQL Server backend to process orders.

Results: Direct sale of products from shopping site, reduced support costs and streamlined maintenance.


Project: Private iOS App Development (Budget: $5K; Methodology: Agile): Created a new iOS app using xCode to track client interactions for clients' sales force. Integrated app with client's mySQL database to eliminate need to "sync" data at work location.

Results: App was produced on time and under budget due to limited scope creep and great resource allocation.


Project: Mobile App Re-Skinning (Budget: $2K; Methodology: Agile): Purchased an existing iOS app's source code, "reskinned" the user interface and produced it as a new application on the Apple Apps store.

Results: App was reskinned and submitted to the Apps store, beating client's expectation by three weeks.

Director of End User Services/Divisional Liaison | Senior Project Manager 11/2011 to 04/2013 The Salvation Army - Territorial Headquarters (International Non-Profit) Atlanta, GA

Directed the efforts of multiple support desks and 70+ support staff throughout the Southern Territory. Centralized service desk operations across 13 states, supporting 13,000 computer users. Adopted ITSM principles (change management, configuration management, performance management) and streamlined existing service management and service desk policies and procedures to implement ITIL best practices.


Managed and supported Divisional Liaisons in 13 states. Served as divisional "voice" to CIO and senior IT management, sharing needs and expectations of divisional units. Acted as divisional liaison for all divisions, as needed (ran Georgia Division in 2012).


Appointed Security Officer for Southern Territory (9 divisions, 13 states). Oversaw Data Governance initiatives. HIPAA, HITECH, SOX and PCI compliance resource for IT. Promoted continuing education and IT certification to improve staff skills across the Southern Territory.


Interviewed and hired divisional IT staff (including divisional directors).


Conducted weekly meetings with divisional liaisons to review technical issues, share solutions, provide current status of territorial projects and upcoming events. Discussed project ROI and P/L statements with stakeholders.


Recommended staff reductions and position realignments as part of IT department transformation.


Established and maintained excellent rapport with customers, management and staff. Met frequently with vendors and IT management to review and propose technical solutions to business issues.


Assisted in annual budget preparation for territorial IT department. Conducted annual staff evaluations.



Selected Projects


Project: Support Center Consolidation (Budget: $3.8M; Methodology: Waterfall): Consolidated 9 independent divisional support centers of the Southern Territory into the centralized Territorial support center. Met with divisions to ensure that all needs and concerns were addressed or conveyed to CIO, as appropriate.

Results: All divisional IT departments were integrated, exceeding initial compliance goals and participating in weekly management calls.


Project: Standardization of Service Desk Solution (Budget: $110K; Methodology: Agile): Standardized 12,000 computer users and IT staff onto new ITSM-compliant service desk solution. Eliminated all other outdated and non-standard service desk software. Proposed cloud-based solution in tandem with Active Directory rollout.

Results: Eliminated competing service desk solutions and created Territorial standard, saving $25,000+ annually.


Project: Territorial Standards for Staff Development (Budget: N/A; Methodology: Waterfall): Researched, developed and specified appropriate career paths and certifications for all IT positions in the Southern Territory.

Results: Increased staff retention rates and promotional opportunities for internal staff.

IT Director | Senior Project Manager 06/1994 to 11/2011 The Salvation Army - Divisional Headquarters (International Non-Profit) Lutz, FL

Managed daily computer operations of the Information Technology department, servicing 1,800 user PCs throughout Florida. Reporting sections included application support and development, network management, desktop support and server administration and systems monitoring. Oversaw all IT projects, insuring that IT policies and procedures were followed.


Resolved escalated support requests, meeting and/or contacting users to insure that their needs were met and IT's excellent reputation with our customers was maintained. Discussed each project's potential ROI, profits, risks and mitigation efforts with stakeholders prior to project start.


Presented annual overview of current and upcoming IT projects, policy and procedure changes to 50+ senior divisional managers. Conducted training seminars for IT support personnel on Windows Server administration, IT Policies and Procedures and VMWare solutions.


Met with local leaders to determine their business requirements and prepared proposals and requisitions for the purchase of computer, security, A/V, copier, telephone, digital signage and related systems. Met with vendors to evaluate new technologies and possible cost savings on a regular basis.


Designed, reviewed specifications and developed Lotus Notes, SQL Server, Microsoft Access and other databases to ensure that user needs were met.


Promoted continuing education, industry certification and employee discounts to 1,800 users to improve staff skills and promote IT value to other employees. Reviewed each site's network bandwidth needs annually, eliminating costly T1 lines and using faster, cheaper connections to increase responsiveness of network resources (email, Internet access, Lotus Notes databases) and the overall user experience when conducting online business with vendors.


Provided guidance in SOX regulations and its applications to financial and IT processes. Evaluated internal control measures and procedures for SOX requirements and reported non-compliance as required.


Acted as IT HIPAA and HITECH Officer for 75+ sites in division. Evaluated compliancy with HIPAA, HITECH, PCI, SOX and related government regulations for 75+ offices.


Selected Projects


Project: Corporate Headquarters Facility Construction and Move (Budget: $18M+; Methodology: Waterfall): Planned and executed corporate headquarters facility move, combining two large offices, into 110,000 square foot facility. Services transitioned included all IT, Audio/Visual, phone, biometric door, gate and camera security systems, HVAC, Central UPS and generator services.

Results: All services and PCs were transferred from two facilities over two days and fully operational prior to work resuming the following Monday.


Project: Minicomputer Migration (Budget: $3.1M; Methodology: Waterfall). Transition 750 users at 7 locations from UNIX and Alpha Micro minicomputers and terminals to PC-based, client-server networks.

Results: Saved $403,000 annually due to elimination of costly minicomputer and terminal service plans.


Project: Transition to Document Management System (Budget: $85K; Methodology: Hybrid): Implemented document management system, eliminating filing cabinets, increasing document availability and search capabilities.

Results: Reduced time to fulfill documentation requests to less than 5 minutes from request to email receipt. Due to client praise, IT department asked to spearhead similar company efforts throughout division.


Project: Local Support Program Management (Budget: N/A; Methodology: Waterfall): Established Area Computer Experts (ACEs) program to provide local support resources to division's computer users, providing timely support and reducing costs.

Results: Reduced time for response by offloading simple requests to local support person. No additional costs incurred as local support person was already on local payroll. Program was replicated in other divisions to reduce their support costs and increase user satisfaction with timely service provided.


Project: Data Center Virtualization (Budget: $230K; Methodology: Waterfall): Virtualized 21 physical servers by implementing vmWare vSphere with HP Proliant DL380 servers. Converted physical to virtual servers and installed HP SAN for storage of virtual machines and data.

Results: Reduced monthly operating and maintenance costs. Server uptime also increased.


Project: Establishment of WAN (Budget: $5.8M; Methodology: Waterfall): Established first divisional high-speed WAN with 80+ sites using Lotus Notes - Domino servers, client-server networks and Cisco firewalls and network switches.

Results: Improved reliability via high-speed Internet connections versus dial-up service.

Previous Companies 06/1991 to 06/1994 Older Projects

Project: Call Accounting System Installation (Budget: $35K; Methodology: Waterfall): Installation and configuration of Fujitsu PBX and custom call accounting system for 150-room hotel. Repatched all 110-block phone connections into new PBX and tested associated phone sets in all rooms.

Result: Increased long-distance call revenue for hotel and employer (profit sharing), provided additional call services to hotel guests and reduced phone system administration required of hotel staff.


Project: Client-Server Transition (Budget: $145K; Methodology: Waterfall): Converted Alpha Micro minicomputer and UNIX server to PC-based client-server network. Project included installation of network switches and cabling, migration of data and training of users.

Result: Headquarters facility experienced limited downtime during the conversion. No data was lost though it had to be converted from multiple resources in a tight time frame.


Project: Cabling Plant Conversion (Budget: $25K; Methodology: Waterfall): Improved network stability by converting multi-user PC-MOS, shared-serial networks to Artisoft Lantastic, Ethernet networks.

Result: Networks became significantly faster and more reliable, capable of supporting client-server applications.

Education
Bachelor of Science: Business - Information Technology Management 2019 Western Governors University
A.A. 2003 Hillsborough Community College
Recognitions

Founding Member of Global Service Transition Advisory Board 

Founding Member of Territorial Information Technology Steering Committee 

Recognition Award (Gold Stars) for Global PM Performance Metrics (each month since inception) 

Recognition Award for Exemplary Service

Received maximum raise for merit and accomplishments (11 years in a row)

Volunteer Opportunities
Taught "Developing a Skill Set" course to homeless individuals attending self-sufficiency training at the Atlanta Center for Self Sufficiency (ACSS).
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Job-winning Senior Program Manager resume

Vikram Gandhi
Skills
  • Program Management
  • Client Engagement
  • Business planning
  • Project management
  • As Is, To-Be Analysis Custom Solution Design
  • Business Development
Professional Summary

Customer success leader in new age and high-tech industry. Innovating on behalf of the customer and collaborating with cross-functional partners to deliver results. Expertise in driving business growth, program management, IT solutions, consulting, operations & relationship management

Work History
Senior Program Manager, 04/2018 to Current
UBER Technologies Inc.San Francisco, CA

Program to Manage and  Enhance Finance product for Uber Fintech

Responsible for business growth, program management and customer satisfaction along with ownership of services P&L

  • Addressed and resolved technical(business process corrections) and operational concerns by working with cross functional stakeholders
  • Provided visibility to ongoing risks and blockers to leadership to maintain program health
  • Streamlined and identified gaps within the existing processes - as a result in increasing driver CSAT to 4.8 (30% increment)
Technical Program Manager, 01/2017 to 04/2018
StarbucksSeattle, WA

Responsible for program planning  & delivery for NA Starbucks store development

  • Launched Starbucks digital fraud prevention initiative leading to projected saving ~2M annually
  • Managed the successful launch of COMPASS capability addition to Starbucks which resulted in 23% maintenance cost savings YoY
Program Manager, 04/2011 to 01/2017
Cisco Systems Inc.San Francisco, CA

Led multiple programs across CISCO ecosystem verticals (Supply Chain, Services, Sales,Digital Market place)

Responsible for program on planned timelines, solution building, leadership communication, collaboration, resource planning, backup planning,   budget allocation & risk mitigation

Universal order visibility program

  •  Orchestrated smooth and efficient program development by collaborating 12 cross-functionally across departments.
  • ~5M per quarter Cisco services revenue increased with enablement of real time visibility and other relevant indicators in sales team dashboard                                                                                                                   

Sunset  : Legacy ERP Retirement & Boundary System new integration

  • Successfully delivered a large program involves 17 teams and 2 months prior to planned delivery date
  • 500 % Scalability increased for Supply chain applications with 100% resilient architecture 

Supply Chain -Logistics Operations 

Responsible for logistics operations of IT business applications, ensuring the applications functions as per business requirements & Optimization.

  • On time shipment improved to 96% from 84% virtue of ideating and delivering multiple proactive solutions.
Project Leader, 12/2007 to 03/2011
Wipro LimitedBangalore, India

Responsible for logistics operations of IT business applications, ensuring the applications functions as per business requirements.

  • Provided IT support to SONY USA for order to cash business function; inventory optimized by 20%.
  • Oracle production IT support to Avago for order to cash business function, MTTR reduced by 30%
Education
Bachelor of Engineering: 2007
Visvesvaraya Technological University
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Top Senior Program Manager skills

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Experienced Senior Program Manager resume

Joe Branco
Professional Summary

15 years of Executive Leadership in Operations, Strategy, Start-Ups, New Media, Social Media Optimization, Engineering, Agile, and Product Development and Release. Thought leader in developing go to market product strategies. Strength in operationalizing company visions.  Currently President of NexTek LLC software company and KonnexME LLC Marketing and Technical Support company: part of Gradient Financial Group.  Drove Apple's Interactive Media Group for the Mac product division. Product Launch Leader for all Server and Tool Division software and Windows 8 at Microsoft.  Vice President of Strategy for the #1 Global Franchise (Anytime Fitness) according to Entrepreneur Magazine.  

Skills

Executive Leadership

Software and Hardware Leadership
Strategy Development and Execution

Professional Development

Project Management Expertise

Product Development

SAFe 4.0 Certified Agilist

Operations Management

Social Media Marketing

Hockey Industry Influencer

Efficiency Driver

Communications Authority

Media Specialist

Agile Expert

Work History
01/2018 to Current
PRESIDENT NexTek LLC & KonnexME LLC Arden Hills, Minnesota

Run the daily operations, strategic vision, and product development leadership for the NexTek LLC - a technology company (part of the Gradient Financial Group)

Lead an amazing technology and marketing company of 70 rockstar software developers, architects, business analysts, quality assurance engineers, business intelligence analysts, scrum masters, virtual marketing, web design, graphic and print design, social media, TV, radio, and book teams as well as technology support.

Transforming the company into an Agile (Scrum) structured development approach capable of scaling at a rate that supports our aggressive product vision moving forward.

Pioneering a new product go to market strategy within the financial marketing organization landscape.

Oversee the successful execution of our product strategies and development pipeline as well as the marketing infrastructure to support our ambitious market share goals.

01/2016 to Current
FOUNDER CULTURAMA HOCKEY St. Paul, Minnesota
  • Pioneered a startup media and production company in 2016 that produces hockey culture videos, hockey and sports comedy videos, hockey and sports promotional campaigns, and all forms of social media penetration and distribution
  • Built strategic partnerships with Mode Hockey, HockeyShot.com, Oneiric Hockey, Bay Area Hockey Repair, OneHockey, and SuperSeries AAA that resulted in Product Sales increases and audience expansion.
  • Media Director for SuperSeries AAA Hockey Tournaments
  • Generated a 55K follower base on Social Media Platforms
  • Direct Hockey Campaigns leverage the Culturama Platform to reach an average of 100K unique views per post delivering considerable value with incredible exposure
  • Specialize in Sports promotions
01/2016 to 01/2018
DIRECTOR OF DEVELOPMENT MAGENIC Saint Louis Park, MN
  • Clients: Deloitte, Crowe Horwath, Bank of the West
  • Drive interpreting Client needs into a strategic approach with a Delivery Path for success
  • Catalyst between the Technology Delivery team, Client Executives, Client Product Owners, and the Sales team
  • Expertise in taking client or executive visions and operationalizing an approach to achieve those goals
  • Form and Lead team of successful Developers, Project Managers, Architects, Solution Managers, Business Analysts, and Principal Consultants
  • Saved a failing $10M dollar project, turned it around and was able to sign a $2.5M extension.
  • Agile Expert and Coach.Process refinement and continuous improvement focus.
  • Drive accountability, foster collaborative environments, form and motivate high performing teams.
04/2016 to 09/2016
VICE PRESIDENT of STRATEGIC INITIATIVES ANYTIME FITNESS Woodbury, MN
  • Propelled Anytime Fitness to #1 Global Franchise per Entrepreneur Magazine
  • Operationalized Company Vision
  • Pioneered the discovery, approach, and delivery of new strategic initiatives for a Billion dollar franchise corporation.
  • Created the operational infrastructure to intake new initiatives, align with company priorities, plan, execute and rollout projects.
  • Drove the shift to Agile/Scrum framework for enterprise-wide technology projects.
  • Lead the Strategy and Execution of enterprise wide initiatives.
  • Develop program planning and execution strategy and processes.
  • Integrate road-mapping and prioritization tools and strategy.
  • Develop strategic vendor partnerships.
  • Agile/Scrum Master Integration and Leadership.
10/2013 to 04/2016
SENIOR ENGINEERING PROGRAM MANAGER APPLE Cupertino, CA
  • Lead the MacHW Program Management NPI team for Interactive Media Group (Graphics, Audio, Video, Media).
  • Drive strategy, planning and execution with 20 Engineering Directors/Managers and 400 engineers for ALL Mac products including iMac, MacPro, MacBook Air, MacBook Pro, MacBook, Mac-Mini
  • Act as the sole leading representative of this 400 engineer team (IMG) for Mac products and projects to Apple executives and all teams across the company.
  • Actively lead the Project Management of the entire Mac suite of products for the Interactive Media Group, who develop the software and hardware deliverables for Graphics, Audio, and Media for every Apple product.
02/2012 to 10/2013
MANAGER OF TECHNICAL PROGRAM MANAGEMENT NVIDIA Santa Clara, CA
  • Drive the planning, execution and release for the Mobile and Embedded division of NVIDIA.
  • Integrate Agile and sprint-based software development practices into the engineering teams within the Automotive division.
  • Drive talented team of 4 Technical Program Managers and 2 Release Managers.
  • Own NVIDIA releases for Automotive (BMW, Audi, Tesla, Honda, etc.) - portfolio worth over 100M.
  • Form, motivate and lead high-performance cross functional teams.
  • Integrate Agile methodology and Sprint structure and toolset for Automotive Division.
  • Spearhead the Tesla S infotainment and instrument cluster project.
08/2008 to 02/2012
SENIOR PROGRAM MANAGER MICROSOFT Redmond, WA
  • Served on both the Operations and Engineering sides of the house at Microsoft.
  • Started as a Product Launch manager (PM) in Operations planning and executing the product development and preparations outside of the engineering development including supply chain, marketing, logistics, packaging, artwork, security, keys, etc.
  • Moved into an Engineering PM role on the Windows International team driving the development of 45 localization and test engineers as well as multiple interpreter vendors to develop Windows into 107 languages at various code level immersion.
  • Product Launch Services (PLS) Lead Program Manager for Server & Tool products including Windows Server, Windows HPC, Forefront, System Center, BizTalk, and Commerce Server.
  • Also launch Promotions, Bing Maps, and Venture Integration (new acquisition) products.
  • Drive International Strategy for Windows 8 Release.
  • Collaborate and foster relationships with International project teams to build consensus and execute on project deliverables.
  • Direct the Development of 45 Software Engineers.
  • Act as International Advocate to deliver great Windows customer experiences for multiple regions and cultures.
  • Contributed to building long term, multi-product strategies for Windows International release.
  • Manage Windows Partners to include localized software files into Windows 8 including
06/2007 to 08/2008
PROJECT MANAGER T-Mobile USA Bellevue, WA
  • Lead high impact cross-functional initiatives across sales & marketing teams from initial concept through operational acceptance on enterprise wide projects & programs.
  • Drive business process & requirement gathering.
  • Plan, manage and oversee business deliverables, project and budget resources.
  • Successfully planned and executed activations project nation-wide, saving T-Mobile $14.2 Million annually.
09/2002 to 06/2007
SENIOR BUSINESS ANALYST PeaceHealth Bellevue Ketchikan, WA AK
  • Managed gathering business requirements and developed project approach for procurement platform upgrade.
  • Supervised 4 System Analysts Performed scope analysis, cross-functional coordination, change request management, supply chain experience.
  • Managed procurement platform implementation across 3 states and 6 facilities over 2 years.
Education
August 2007
MBA: Business Administration
University of Alaska Southeast - Juneau, AK
May 2005
BBA: Business Administration
University of Alaska Southeast - Juneau, AK
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