• Highly motivated, self-directed, team-oriented project manager offering over 20 years of project management, software release management, process re-engineering, and consulting.

Industry:	Information Technology
Occupation:	Project Manager
Highlights:	As software release manager at Reynolds and Reynolds (R&R), I managed three 9-month ERP release efforts simultaneously. A few years later, I added the role of managing the new ERP release working with a new team within the company. The first release was a flawless success that earned me their annual award recognition. I was very proud of the respect I had earned from peers in this position. They saw the all of the behind-the-scenes hard work that went into making the improvements we did and knew what a challenge it was.
Ideal Companies:	Honestly, I don't have a particular company I desire to work in. I do like the idea of working with smaller companies rather than large ones. Other than that, I'm open in that regard.
Education level:	Bachelor
Will Relocate:	Yes
Location:	Xenia, OH

8/2006 - 4/2008

Nationwide Floor & Window Coverings

Self-Employed

• Owner / operator of a mobile floor and window covering franchise. Marketing model required building relationships with builders, remodeling contractors, real estate agents, interior designer, and property managers. Additional responsibilities included in-home sales calls, installation and business management.

8/2001 - 8/2006

The Reynolds & Reynolds Co.

Individual Contributor

• Managed the pilot and rollout of quarterly software releases for the company's two core products to over 10,000 automotive dealerships. This included managing each team toward the readiness of all supporting rollout requirements: marketing, sales, customer support, training, documentation, order fulfillment, and internal support systems. Managed all release-related customer information and reporting, as well as an internal website for all release communication.

8/1998 - 8/2001

Atos Origin, Inc

Contractor / Freelance

• Managed the coordination of the sales effort for a web-enabled dealer communication system to over 500 Toyota and Lexus dealers throughout the US. This effort contributed to a 17.5% incremental sales increase to Toyota dealers and a 34% incremental sales increase to Lexus dealers for the client. • Reduced the average implementation process by 41% from 70 days to 41 days. • Developed an MS Access Project Management Database consolidating multiple databases and spreadsheets eliminating duplicate entry and streamlining project management and reporting. Coordinated the roll-out of software product enhancements to over 10,000 customers; developed installation, training, and on-going support plans for the software releases; managed development of deliverables from sub-team members; monitored results of software enhancement through delivery phase. • Developed an MS Access Software Release Management Database that increased productivity, enhanced tracking capabilities, and improved information sharing. • Designed and developed a web-enabled training and information support tool for the service organization providing an accurate, easy to use, and comprehensive product support resource. Managed the release of a 15-hour Y2K software application update at over 300 client sites in the US. Worked with multiple functional areas, managed client issues in conjunction with the national customer call center. • Developed and managed a release project plan to monitor schedule issues and used a risk mitigation approach to manage schedule delays. Completed update 9 months ahead of schedule. Managed the training implementation for the company’s global rollout of Lotus Notes. Involved coordination of over 18,000 employees, 8 instructors, and multiple conference rooms at their 6-building, city-wide campus. • Planned and coordinated a major project recovery effort in a limited period of time to turn a behind-schedule project into one meeting all client expectations. • Streamlined the implementation process allowing the training project to be turned back over to the client ahead of schedule.

1/1993 - 7/1998

Mary Kay Cosmetics

Self-Employed

• Responsible for defining customer requirements, marketing, and managing business accounts. Recruited, trained, and managed sales team. Developed and implemented sales programs to drive sales/revenue.

8/1991 - 12/1992

United States Air Force

Individual Contributor

• Managed and administered a $250M budget for the Tri-Service Global Positioning System (GPS) Range Applications Joint Program Office. Initiated, controlled and implemented all financial actions to support nine contracts serving 15 DoD agencies. Coordinated financial planning actions with OSD, Army, Navy, and Air Force. Developed near- and long-term budgets to accomplish program objectives. Analyzed contractor cost, schedule and performance data; highlighted problem areas and recommended corrective action to the Program Director. Prepared financial requirements section of seven acquisition program baselines, coordinated with the user, and submitted for Commander’s approval.

8/1990 - 8/1991

United States Air Force

Individual Contributor

• Financial manage for the C-17 Aircrew Training System (ATS) and Maintenance Training Device (MTD) programs valued at over $600M. Developed program cost estimates for the Air Force budget and for key management decisions. Analyzed contractor cost data to determine the financial status of programs. Prepared requests for proposals and developed source selection criteria for new acquisitions. Prepared fiscal program documentation for the program objective memorandum (POM) and budget estimate submissions. Analyzed cost proposals submitted with contractor change proposals. Skillfully defended C-17 ATS and MTD program funding requirements throughout the President’s budget cycle to aircraft program office, Aeronautical Systems Division (ASD), HQ USAF, and Congressional committee. Result – no funding cuts for these vital MAC programs while other programs lost 10-15 percents. Aggressively pursued causes for the C-17 ATS contractor’s low billing rate which would normally result in funding reductions and found significant errors in the automatic billing program of the Defense Logistics Agency. Result __ upon correction, avoided significant funds decrease to this critical program. Participated in a review of the MTD contractor’s cost and schedule reporting. Contributions led to a complete turnaround in contractor performance and usable, approved reporting systems.

11/1989 - 8/1990

United States Air Force

Individual Contributor

• Prepared cost estimates during or prior to conceptual phase of the acquisition of advanced aeronautical systems, missiles and remotely piloted vehicles Served as lead cost analyst on studies and projects being managed with the DCS, Development Planning with projected life cycle costs in the billions. Performed cost effectiveness analysis for selection among alternative systems. Coordinated and integrated technical guidance to contractors on matters relating to cost estimating structure and analysis. Developed initial cost estimates for next century multi-role fighter aircraft. Briefing of alternatives to Air Staff was an unqualified success; directed to continue.

5/1988 - 11/1989

United States Air Force

Individual Contributor

• Office manager of a 350-person deputy – the largest support deputy in FTD. Assistant to the deputy, assistant deputy, and technical director. Oversaw a senior NCO and a three-person administrative staff. Prioritized, coordinated, facilitated, and administratively controlled the business of the deputy. Advised the deputy on organizational and policy matters. Prepared routine correspondence and initial deputy position on issues. Acted as preliminary interface to higher headquarters, command section and other deputies. Performed quality review on all OPRs, APRs, awards, and important documentation.

5/1987 - 5/1988

United States Air Force

Individual Contributor

• Developed and implemented automated systems to aid engineers, analysts, and managers in the production and tracking of management information and technical intelligence. Designed and conducted tests to verify the proper operation of information handling applications and determined the adequacy of the hardware being used for the application. Participated in the review, selection and implementation of improved techniques and systems for the development of application software.

2002

Master Degree

The George Washington University

• Master's Certificate in Project Management

1990

Bachelor Degree

Wright State University

• Business: Financial Services

1986

Bachelor Degree

Rensselaer Polytechnic Institute

• Management

project manager