Professional Summary

I am a resourceful Project Manager with experience in corporate, university, and nonprofit industries; a creative, strategic and customer oriented solution provider.  I have successfully supported complex environments, as well as managed multiple projects simultaneously.  I continually demonstrate excellent interpersonal and leadership skills and maintain the ability to build relationships and inspire teamwork among diverse groups and multifunctional units.  I am formally trained and certified in PMI, Scrum, and ITIL v3 methodologies which I enjoy leveraging in highly regulated environments such as PHI, HIPPA, and intellectual property.

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  • Service Manager / Infrastructure Delivery Technical Lead

    Gap Inc. via Modis April, 2012 - April, 2012
    • Corporate Infrastructure role where I am the intermdeiary between Corporate Infrastructure and Store Infrastructure Agile project teams and stores business units.
    • Network and Storage infrastructure delivery around High Availability, SOA, Capacity Communication GIST - Estimate Costs, while crafting ITIL influenced business processes.
    • Project Management delivery of the Infrastructure Network, Storage, Servers, Managing Budgets in Agile/Waterfall/ITIL environments.

  • Project Manager / Business Analyst

    Taos Contracted To Hitachi December, 2010 - January, 2012
    • BSA - Asset Management Process Gap Analysis, Documentation, Evaluation, Improvement. Tasked with identifying technology gaps and take lead in acquisition of tools/infrastructure to fill those needs.
      • Created reporting structure for daily asset movement to improve transparency of asset management and granularity of reports for internal SOX audit compliance of capitalized assets
    • PM - Implement improved processes, tools/infrastructure for Hitachi ITSS asset management in support of Hitachi HDS Fixed Asset, SOX, and Information Security requirements

  • Project Manager

    Taos Contracted to Apple Global Networking Services July, 2010 - December, 2010
    • Managed 17 applications running over 350 hosts located in several data centers across the continental US to a successful lock down state for the Stateful FireWall Lock Down - Phase 2
    • Managed the individual Excel project status sheets linked to a single Program Management Sheet
    • Integrated the milestones in the schedule tab, and in the status tab.
      • Used SFW for milestones and activities for one project
      • Referenced Apple EMEA WIKI project milestones
      • Referenced PMI Project Phases
    • Assigned categories in risks and milestones in key accomplishments.
    • Built one single PMIS document for the other teams, as well as the project team.
    • Created a GNS wiki page with the GNS reporting Omnigraffle design to finish and the narrative to put with it and the template linked from narrative
    • Uploaded on GNS wiki, omnigraffle documentation and template (excel, completion status...) associated with a narrative
    • Rearranged the GNS wiki as management suggested for each link
    • Worked on a Mac OSX operating system.
    • Software used: Omni Graffle, iWork Numbers, and MS Excell 2007 for Mac
    • Completed training in FastTrack Schedule as requested by client

  • Project Manager – Programmer Analyst III

    University of California of San Francisco, Dean’s Office Information Services January, 2005 - August, 2010
    • Acted as the Project Lead, Business Analyst and Project Manager managing the full project life cycle of multiple concurrent projects.
    • From Initiation to Implementation lead the systems analysis, vendor meetings, selection process, and acquisition of an asset management solution that could scale as UCSF’s adoption of ITIL standards and practices grew.
      • Resulted in the selection of ServiceNow SaaS solution that served the needs of asset management and reporting for a school wide laptop encryption effort and has grown to replace a 2+ million dollar installation/upgrade of Remedy7 resulting in hundreds of thousands of dollars in licensing and hardware savings.
    • Negotiated executive sponsorship and managed to early completion for Incident Management and Incident Communication Plan projects.
    • Migrated several larger UCSF departments (each department 300+ PCs and 500+ users) to ISU’s desktop and server standards while creating, implementing and meeting ISU’s new SLA.
    • Leveraged the Dell Image Direct Imaging System to create one single enterprise standard image for over 2000 windows XP systems, used again for Windows 7 systems.
    • Desktop security project implementing client firewall settings and Encrypted VNC to over 2,000 Windows XP PCs.
    • Managed various projects to improve department support tools and support strategies consistent with ITIL standards defining and documenting support processes and procedures for internal and external ISU business.

  • Project Manager / Systems Administrator

    Edgewood Center for Children and Families March, 2004 - January, 2005
    • Business Analyst and Project Manager for several parallel high profile projects.
    • Implemented Help Star ITSM solution into newly instituted Service Support and Delivery models.
    • Created and populated enterprise CMDB. Documented Service Management and Delivery processes and used them to implement a measurable and reportable work flow within the new ITSM solution.
    • Completed a Windows XP/MS Office 2003 system migration from Windows 2000/Office 2000 for 300+ users and machines.
    • Led a project for a Windows 2003 AD/Exchange 2003 from Windows NT4/Exchange 5.5.
    • Completed the Blackberry Enterprise Server integration to new AD/Exchange infrastructure, negotiated Nextel vendor training for VPs, CEO and a free mini cell tower to improve reception on main campus.
    • Managed the Desktop Imaging System project that realized a 97% desktop deployment time savings in preparation for Windows XP/Office 2003 migration project.
    • Upgrade and expanded the IS infrastructure project eventually purchasing over $60,000 worth of equipment. Found significant cost savings through creative avenues of procurement including corporate grants and gifts from companies including Cisco, Dell, and Apple totaling a value of over $20,000.
    • Validated contractor deliverables for VOIP project leading to the successful cancellation of contract with the vendor due to breach of contract.
    • Managed IT vendor relations, bill coding, and payment discrepancy issues as part of ongoing IT operations. Primary IT contact and project manager for all phone, voice mail, and computer move projects in concert with the Director of Facilities.
    • Designated as proxy for contracted IT Manager when the manager was unable to attend meetings

  • Sr. Level Two Support Technician

    Dell Computer August, 1999 - September, 2002
    • Managed a development team that created a custom CRM system to track, log, and analyze escalated customer support issues.
    • The tool led to the creation of new metrics used to evaluate departmental job performance and had a direct impact on end of year reviews and wage evaluations for Dell employees.
    • Promoted from Sr. Level One Computer Support Technician to Sr. Level Two Computer Support Technician after only six months of employment.

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