George Washington University
Project Management , Project Management
June 1998 - June 1998
Business Administration , Business Administration
June 1992 - June 1992
PM - Independent Consultant
The North Highland Company
July 2012 - December 2012
Finance PM - Independent Consultant
November 2011 - June 2012
Providing project management support to Fannie Mae on the Home Affordable Modification Program (HAMP) established by Obama in 2009.
Strategic advisor assisting VP and Senior Management to assure all project deliverables and other work produced timely and in accordance with established protocols and procedures with HAMP program.
Responsible for project compliance with standards and procedures, Department of Treasury Performance Scorecard, the capture and reporting of required program management metrics ensure that tasks provide value and support the strategic direction of the program and meet service commitments; conduct reviews with Department of Treasury.
Blogger | Travel Life-Stylist | Founder
Smart Bangkok Travel
December 2010 - July 2012
Travel [verb. to go from one place to another] + Life [noun. animate existence] + Stylist [noun. a person who performs, writes, or acts with attention to style] = Me
I run the social media strategy, email and internet marketing, public relations campaign, content management, and blog called Smart Bangkok Travel.
This online blog community advises the world savvy (seasoned), the repeater (who revisits Thailand), and first-timer (rookie) travelers, who are urban, chic, trendy, style savvy desiring a million-dollar experience on a budget.
M Squared Strategies
January 2008 - November 2011
Implement strategic initiatives to drive a CFO/Deputy Assistant Secretary and direct staff at US Department of Veteran Affairs agenda forward. Assist executives with formulating their long term view, build a shared vision internally and externally, and act as a catalyst for change.
Programmatic executive support with budget operating plan cycles and Capital Planning Investment Control (CPIC) efforts throughout fiscal year to Congress, strategic and tactical planning, and business process management. Ensured all project deliverables, budgetary structures, timelines, and reporting requirements were adhere to in accordance to the Office of Management and Budget (OMB).
Responsible for client delivery and day-to-day project management operational activities. Led by analyzing the CFO's line of business and assisted with their process/operational improvements.
Managed a portfolio of $10M in client delivery services revenue leading a team of 10-15 consultants.
Sr. IT Project Manager
Chevy Chase Bank
November 2006 - December 2007
Responsible for expert planning, development, implementation and evaluation of multiple internal strategic bank projects in accordance to the Project Management Office (PMO) best practices.
Managed all cross-functional aspects of the engagement, and provide direction to the Project Management Team, maintaining communications at all levels of management in the bank, and externally, define project scope and develop resolutions to meet productivity, quality and the PMO's goals and objectives.
Supervised the development of project plans constructed from input provided by team leads and senior team members to deployment of the application.
Provided oversight over mid-sized projects ranging in $300K-$500K.
Consulted and collaborated with vendors at both the activity and milestone levels to ensure that project meets contractual and technical requirements and specifications.
Project Manager & Team Lead
M Squared Strategies
April 2005 - November 2006
Managed client delivery practice team of five people.
Provided Program Management support to internal CIO on Balanced Scorecard, and OMB Reporting, and E-Gov Strategy development centering on Capital Investment and Budget (OMB Circular A-11 and A-76) milestones.
Solution delivery and design performance metric reporting measurements to comply with Quarterly and Annual E-Government & Lines of Business milestones.
Prepared briefings of Presidential Management Agenda (PMA) Scorecard and Standards of Success, Plan of Action Implementation Milestone Plans, OMB Reporting deliverables, and Congressional inquiries.
American Red Cross
December 2003 - April 2005
Defined and created Biomedical Services first fully comprehensive automated infrastructure to track and trend over 600 commitments to meet FDA requirements.
Managed multiple Consent Decree-related projects and related project scope and schedule targets for implementation are within variance, project delivery dates is met, and facilitate the resolution of issues as they are identified and reported.
Defined, interpreted, and presented project milestones and performance metrics as compared to project plan, scope, resources, and schedule to Senior Management, C&CDM, and stakeholders.
Performed and implemented a four-phased manual and electronic tracking system into fully comprehensive and operational system to assist in fulfilling the American Red Cross's obligation to the FDA.
Provided analysis on the performance of initiatives and make recommendations for improvement.
UPS Mail Innovations
January 2001 - January 2003
Directed and performed system analyses, user acceptance testing, and managing projects throughout entire lifecycle. Lead and facilitated cross-functional communication between the Sales, Systems, and Development groups to obtain input, support, and acceptance of technological solutions.
Primary customer interface for defining project requirements and communicating information to the solution team. Developing, monitoring and tracking cost expenditures to forecasted budgets for client pricing.
Performed pricing, project plans, procedures, analytical briefs, software and hardware requirements and cost/benefit analyses to establish a baseline for potential clients.
Provided lifecycle planning in engineering, manufacturing and operations environment.
Produced products/services on-time and within budget, securing $2MM in revenue.
Senior Business Analyst
January 2000 - January 2001
Compiled monthly, quarterly, and ad hoc investment performance asset management information to our Investment Management, Private Banking, and Trust Clients.
Managed scope of the financial projects, focusing on its impact, sequence of activities, and project schedule development. Analyzed business requirements and translate business needs of Portfolio Managers within the Fixed Income Investment Management Group.
Automated and designed manual reporting criterion for key project stakeholders, reducing turnaround time from 4 weeks to 7 days.
Provided analyses mapping current and future operational processes and improvements, to ensure 90% of quarterly reports were delivered on schedule. Improved productivity and teamwork.
Through the use of Six Sigma, produced an error-prone performance reporting process, resulting in a 70% reduction of errors. Partnered with Management, using Six Sigma methodologies to overcome quality issues.
January 1996 - January 2000