Billing System Conversion
Managed a company-wide project to convert over 100,000 billing accounts for a major energy retailer following the acquisition.
• Following an acquisition, managed the analysis, development/ETL, IT testing, business validation, tracking, and communication of major system conversion.
• Created, managed, and delivered frequent corporate-wide communications at various levels regarding the milestones, activities, status, risks, issues, and concerns using various channels and tools, including PowerPoint, emails, meetings, and conference calls.
• Communicated specific roles and responsibilities, worked with department business managers, and ensured all team members fully understood their respective roles.
• Provided detailed timeline, steps, and "playbook" for the specific go-live conversion activities.
• Managed, coordinated, communicated on, and reported on the playbook activities during the go-live phase to production.
• Performed the conversion in a "hybrid Agile" style, grouping similar markets together for a production cutover, reviewing results, and adapting learnings for the next production cutover.
• Drove and achieved consensus from wildly diverse stakeholders and team members.
Private Client Banking Site
Consulted with a major US bank to deliver a banking information site for high net-worth clients.
• Managed the creation of one of the first web-based applications for banking customers to enable them to check their banking information, maintain their account information, and transfer funds.
• Based on the client's vision, created the business case and overall "roadmap" for the project.
• Oversaw the requirements gathering, design, development, testing, and turning the system into a product.
Additional details:
• The system interfaced with legacy mainframe bank systems.
• This site was built before the foundation of the Scrum Alliance in 2004, and although built under a Waterfall methodology, it still had frequent post-production enhancement releases in a more Agile-like fashion.
Sales Management System for Franchise Centers
Led the analysis, design, and delivery of a sales tracking and management system for a client with 900+ franchise centers.
I managed the entire two-year project from the vision through a successful rollout of over 900 franchisee sites. The project team included business analysts, developers, QA, and business stakeholders. I designed and managed a tiered rollout strategy to mitigate risks and incorporate learnings in subsequent rollouts. I also engaged franchisee leaders and incorporated them into user testing.
Business Process Re-engineering: New Market Entry
Improved the corporate-wide, highly regulated business process to enter new markets—decreasing market entry time by 20%.
Initially, the cross-departmental process of entering new markets was prone to numerous errors. The management team was unaware of the specific progress or obstacles in each market entry, and the priorities were unclear.
I implemented the following (non-IT) business solution, which decreased market entry time and virtually eliminated errors and miscommunication:
• Documented and researched the required regulatory stage gates.
• Designed and implemented appropriate stage-gate ownership and accountability.
• Built the necessary executive tracking and reporting.
• Devised a prioritization process to ensure all business units were properly focused.
• Organized "set up process" checklists.
• Created and implemented a repeatable market entry model.
• Ultimately formed a cohesive, high-performing new market entry team consisting of diverse stakeholders and representatives from business units.