CARE USA, Exec Director/Sr. PM
July 2004 - May 2012, Atlanta, GA, United States
Implementation Lead, Pamodzi Program, Finance (2010 – 2012)
Directed team of ten employees/contractors through the strategy, design, development, integration with PeopleSoft Project Costing, data conversion, and global rollout of Adaptive Planning, a web-based budgeting tool, using Agile/Scrum.
• Delivered in 11 months from purchase to roll-out to 72 CARE country offices, and reduced resource needs by 61 FTE’s globally
• Resulted in a 25% efficiency gain in the proposal budgeting process, and the elimination of monthly manual global consolidation process.
Program Manager, Information Technology 2008 - 2010
Managed team of eight staff to produce strategy, project plans and monthly dashboard for three initiatives across Cost Accounting, Grants/Contracts, and Accounting and General Ledger Management for the CFO and COO in support of CARE’s compliance with USAID (50% of CARE’s funding).
• Developed new business processes and technology solutions to reduced audit compliance issues by 33%, and resulted in CARE’s ability to self-certify with the US Government (required for NGO’s that receive USG funding and key to CARE’s partnerships with other organizations)
Executive Director, External Relations (ER) Services 2004 - 2008
Led team of fifteen staff to support CARE’s external-facing website, donor database/applications and donation processing through development of mission, vision and objectives to support the technology strategy for ER’s strategic and tactical business needs. Reported to EVP of ER and the CIO.
• Developed divisional Project Portfolio Management and reporting to address resource conflicts and prioritization issues, resulting in better decision-making by senior management and faster completion of projects due to greater collaboration and synchronization of resources
• Established zero-based budgeting and reduced annual variance by $200,000, which was reinvested by Direct Marketing at a return of 30%
• Introduced metrics and accountability supported by training and business process changes to increase team productivity by 50% to support headquarters and six fundraising field offices
Headstrong, Inc., Principal
January 1996 - July 2003, Atlanta, GA, United States
Principal Consultant - 2000 - 2003
Managing Consultant - 1996 - 2000
Headstrong management responsibilities:
Business Development and Risk Management; Project Estimating, Budgeting, Forecasting, Invoicing and Management Reporting; Instructor for Project Management and Change Management; Employee Mentoring, Development, Succession Management and Recruiting
REPRESENTATIVE CONSULTING ENGAGEMENTS INCLUDE:
Principal and Program Manager – DTE Energy – Detroit, MI
• Led Credit and Collections business team to define and document processes, metrics and service level agreements to reduce post-merger arrears of over $40M, achieving an increase in Collections Turnover by 25%
• Project served as catalyst to break down silos within the business, and fostered greater collaboration and communication across Customer Service teams to accelerate issue resolution
Principal and Senior Project Manager - CARE USA - Atlanta, GA (Led to full-time position in 2004)
Led team of 20+ consultants and CARE staff to build the functional structure for constituent-facing processes across all business functions
• Guided development of the strategy and plans to move the client’s legacy application to an Oracle platform for data transformation, application migration, lockbox replacement and integration to existing applications
• Reduced the gift acknowledgement turnaround time by 50%, captured critical donor information to segment direct marketing data, and laid foundation for future business process improvement
Additional Clients: G-P, BCBS-NC, ADT/TYCO, Siemens, American Cancer Society
EDS (now HP Enterprise Services), Advanced Systems Engineer / PM
June 1986 - January 1996, Atlanta, GA, United States
Designed and developed software enhancements and solutions for General Motors, MCI and Moore Business Forms using SDLC methodology. Locations included Detroit and Flint Michigan, Washington, DC and Colorado Springs, CO.