Certified Project Management Professional (PMP) with over 10 years experience managing high-performing teams in the computer manufacturing, software and telecommunications industries. Proven ability to successfully lead large-scale system implementations, software/web development teams and process improvement initiatives. Utilizes standard project management best practices in both domestic and international settings. Recognized as a skilled professional with extensive technology, communication, and presentation abilities.

SUN MICROSYSTEMS, INC., Broomfield, Colorado                                                                                                    1999-2009
Senior IT Project Manager (2008–2009)
Led a performance testing team of Database Administrators and Script Developers for two separate global Enterprise Resource Planning (ERP) system deployments of the Oracle eBusiness Suite. Managed a $7 million budget and directed a team of 40 people through the phases of requirements gathering, design, development, testing execution, metrics analysis and tuning.

• Successfully deployed six major performance test cycles over two deployments utilizing a team of indirect resources from three vendors. Implemented all test phases on time and under budget.
• Collaborated with the Internal Audit department to close performance-related findings and process concerns that were identified during a previous deployment.

Project Manager, ERP Implementation PMO (2006–2008)
Directed project planning activities for the Program Management Office (PMO) of Sun’s large global ERP initiative. Supported teams in the Support Services, Business Intelligence, Finance/Accounting, Order Management and IT areas. Responsible for scope definition, work breakdown structure creation, issue and risk management, schedule tracking, managing project artifacts and ensuring project compliance with program standards, audit and archiving guidelines.

• Developed and maintained detailed project work plans, which established the foundation of project planning activities for this priority corporate project.
• Reduced cost overruns by analyzing project risks and working with teams to resolve schedule and resource contention.
• Implemented program standards for project scheduling, issue and risk management, status reporting, approval and archival of project artifacts, ensuring project compliance with internal audit standards.

Project Manager, Latin American Finance Lead (2001–2006)
Regional Finance Project Manager for Sun’s operating units in Latin America. Developed project work breakdown structures, project plans, training materials, process re-engineering, systems architecture and service level agreements with external vendors.

• Improved productivity and financial compliance through the conversion of separate legacy accounting systems to one regional instance of Oracle Financials. Led multi-lingual and geographically dispersed teams in Brazil, Mexico, Colombia and Venezuela.
• Reduced exposure to US government export penalties by leading a team of process experts that established improved export compliance controls. Presented these controls to senior management and directed training programs in Brazil, Mexico, Colombia, Venezuela and Argentina.
• Enabled Finance and IT teams to achieve Sarbanes-Oxley compliance through the communication of identity and access control procedures.

Web Development Manager, Sun Microsystems Finance (1999–2001)
Direct line manager of a team of five Web Programmers, System Administrators and Technical Analysts. Designed, developed and maintained intranet websites and eCommerce applications.

• Improved Accounts Receivable and Accounts Payable workflow processes by converting the static email method of communication within the Finance department to a dynamic web-based model using HTML forms, CGI programming and a database back-end (Perl/PHP/MySQL; later migrated to Java/Oracle). These improved processes reduced overall processing time of unapplied cash and credit/debit memos 33%.
• Implemented a third-party, web-based document management system for the Finance department to replace an unstructured, distributed series of unconnected sub-group websites. Deployment of this enterprise content management system enabled improvements in internal document retrieval, document retention compliance and intra-departmental communications.
• Supervised Accounts Receivable reporting team on a project to implement a third-party decision support system. Created data models and scripted reports that were accessed through the department intranet, which resulted in improved management response to addressing troubled key performance indicators.

QWEST COMMUNICATIONS INTERNATIONAL, INC., Denver, Colorado                                                                  1997-1999
Credit Manager, Western Area Region

Direct line manager of a team of 20 Credit Analysts. Conducted training, career mentoring, performance reviews, procedure documentation and process design and analysis. Compiled credit statistics on selected sales channels for review by executive management.

• Managed implementation of an automated web-based system for measuring credit worthiness of new residential customers. System was directly responsible for reducing credit department staff 80% through elimination of manual processing and re-work.
• Conducted credit investigations on large commercial and reseller accounts through analysis of credit reports and financial statements. Participated in fraud investigations on companies with risky, high-volume billing activity and made decisions to cut service based on corporate exposure criteria. Authorized credit line extensions up to $10 million.

COMMUNICATIONS WORLD, INTERNATIONAL, INC., Englewood, Colorado                                                          1996-1997
Wholesale distributor of telecommunications equipment.
Accounting Analyst
Reported to Chief Financial Officer and performed accounting functions in the areas of cash flow analysis, cost accounting and corporate subsidiary general ledger reconciliation.

• Designed and developed an Accounts Receivable call management system that helped to reduce Days Sales Outstanding 10%.