PMO Director, Strategic Consultant, Director Project Management, PMP Resumes in US: Robert

PMO Director, Strategic Consultant, Director Project Management, PMP Resume

Contact Candidate

Name:

Robert

Location:

Experience:

Most Recent Job Title:

PMO Director, Strategic Consultant, Director Project Management, PMP

Objective:

Dear Leadership:

What is it that sets me apart from other senior PMs or general corporate managers? My seventeen year multi-industry, multi-discipline, multi-environment experience sets me apart from my peers. My experience provides the background needed to lead, facilitate and manage radical cross-functional change; whether that change is as focused as a project specific change such as implementing a new system or a new way of doing business; or as broad as leading a company through a strategic initiative such as entering a new market. Furthermore, my proven track record of being called upon to successfully lead company and industry-firsts, sets me at the top of my peer group. And while I have a proven track record of paving the way in industry and company firsts, I also have a great track record of managing steady-state operations.

While I achieved my Project Management Institute (PMI) Project Management Professional (PMP) certification in 2004, my program and corporate management experience extend much further into my past.

My program management skill set is both deep and wide having proven that it is transferable across disciplines and across industries. It is deep in the sense that I have managed programs at a tactical level that require in-the-trenches management of day-to-day operations of specific accounts/projects. In my tactical positions, I have managed hundreds of staff (up to ~1000) spread over twenty to eighty projects simultaneously, where any one of those could be at any point in the business lifecycle, from strategic planning and business development and sells, to initial planning, to start-up and implementation, transition, and steady-state operations. As a program manager that had responsibility over numerous programs, I found that facilitating the development of partnerships between strategy and marketing, sells, operations, technology, human resources, finance, clients, and external partners/subcontractors was critical to the success of large complex programs.

It’s depth is further demonstrated by the fact that over my seventeen plus (17+) years of experience, I have also managed strategic initiatives, involving working with C-level staff in the architecting of multi-billion dollar deals from blank sheets of paper to strategic plans to detailed proposal fodder; and facilitation of development of strategic plans for entry into new multi-billion dollar markets.

The width of my management experience and skills has been demonstrated throughout my career, as I have focused on management in the following areas (Industries/Disciplines): Program Management Office (PMO) design and management; Manufacturing Operations and Supply Chain Management (SCM); Telecommunications; Strategic Planning and Business Development; Project Management; Systems and Software Development and Integration; Organizational Change Management; Social Services; Health and Human Services; Health Insurance (Private and Public) IT, Claims Systems and Claims Processing; Food Retail Operations Management; Department of Education Systems; General corporate and operations management; Business Process Outsourcing; Non-profit leadership; American Indian reservation operations; United States Marine Corps maritime operations; and Contracts management.

Having been raised on a farm, with a family who both, operated large farms, and provided general and project management contract construction services, I have had exposure to strong work ethics and hard physical outdoor labor since I was a child. I quickly learned that the large tractors, cranes, trucks, welders, well pumps, loaders, backhoes, and other large farm and construction machinery were unforgiving of mistakes; thus operations of and supervision of the operations of that machinery required strong attention to detail.

Furthermore, my experience within the United States Marine Corps provided me with both, my first exposure to large scale leadership challenges and logistical planning challenges, as well as maritime operations experience, where there are no weekends while operating at sea. From the moment the logistical planning for embarkation began, through the loading of the ships with food, materials, weapons, aircraft, and other supplies; into the execution of the mission while at sea or in a foreign port; until the disembarkation was complete, acute attention to detail was key for a successful mission. One mistake could cost lives and/or hundreds of millions of dollars of equipment issues.

On multiple occasions throughout life, I have pulled together my spectrum of experience for unique opportunities to help others in ways that few people had the skills and/or drive to engage. In addition to my suit and tie corporate/program management experience, I independently volunteered to immerse myself in a culture (Sioux American Indians) where poverty, disease, 90% unemployment rates, average lifespan of 47 years, and other socioeconomic crises were rampant. It was there that I worked with the senior leadership, to develop tactical and strategic plans to address issues that have plagued a nation of people for hundreds of years. Another opportunity that may not be resume-worthy, but certainly leveraged the spectrum of skills which I have in my toolkit, included volunteering for recovery efforts on the Gulf Coast, on two different occasions, after hurricanes hit my hometown area. The ninety (90) days that I spent in the Florida Panhandle, I performed in independent roles that money could not buy, due to inaccessibility to the areas; functions that required decisiveness and immediate action to save life and property. The functions included logistical planning regarding what to bring into an area that had been hit by the storms (gas, water, non-perishables, generators, remote communication devices, etc.); planning considerations regarding access to “inaccessible” areas (first aid materials, large chainsaws to cut large trees from the roads, chains, large 4WD SUV, boats, to cross downed bridges, etc.); and subsequently the dogged physical execution of the plans to restore life to normalcy as much as possible, in the short time I had to volunteer. The execution included anything from operating cranes to move large downed structures, to operating large chainsaws, to operating backhoes and dozers, to working on high roofs to patch holes, to driving large boats while pulling other boats and/or ferrying supplies, to cautiously stabilizing and entering unstable structures to assist people in securing personal goods.

In addition to my aforementioned professional experience, whether paid or volunteer, I have found that training for and engaging in physically and mentally challenging exercises, continues to hone my decisiveness, my crisis management skills, and my general leadership skills. A brief sampling of planned self-growth activities includes: hiking into wilderness areas and camping in blizzards and making it through hypothermic conditions more than once; I have spent nights at sea on a self-powered vessel (kayak) out of sight of land, more than once; I have rappelled down cliffs in scuba gear; I have scuba-dived in typhoons; I have spent days/weeks alone in wilderness areas, temporarily losing contact with civilization; I have led groups of people through multi-day wilderness hikes; and I have swam rivers that are over a mile wide. While these adventures may sound risky, much detailed planning, training, preparation, and risk management went into each trek, minimizing the amount of calculated risks, making them less risky than some people’s everyday lives.

Lastly, I have made multiple inter-state relocations, having lived in Washington; Lexington, Kentucky; North Carolina; South Dakota; Atlanta; Florida; Washington D.C.; Toronto, Ontario; and over three years in Japan. As such, I am open to relocation to anywhere in the United States.

Whether it be for a specific short-term project management role, or a long-term broad strategic leadership objective; I welcome you to leverage my diverse leadership, program management experience and multidiscipline, multi-industry, multi-environment management experience, to help you thrive in the waves of change.

Thank you for your time and consideration.

Sincerely,

Robert E. Lanzotti
850-623-6027
robertelanzotti@hotmail.com

Resume Text:

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Robert E. Lanzotti

Strategic Marketing & Planning – Senior Project Manager – PMO Leader – Large Complex Change – Outsourcing – Senior Project Management Director – Operations Director Revolutionary Growth – Aviation Logistics and Supply Chain Management – Manufacturing Human Resources P&L – Organizational Change Management – Financial Planning and Management – Transformation – Executive Leadership – United States Marine Corps – Program Management Government Contracts – Business Development – Multi-Discipline / Multi-Industry Leadership – Special Projects – Account Division Corporate Portfolio Management – PMP – PMBOK– Start-up and Turn-Around Operations

850-623-6027 • Email: robertelanzotti@hotmail.com • Milton, FL

Senior Program Manager

Leadership and management of large complex multi-discipline, multi-industry change is his specialty. Robert is a thoughtful, resourceful, take-charge, decisive general and financial manager, strategic planning leader, program and operations manager, with extensive experience in building and leading teams to architect, enhance and manage large complex programs, business processes and supporting complex IT systems for both commercial and government sector clients. Began operations and project-management career during distinguished service with U.S. Marine Corps, creating solutions for problems with global aviation logistics and supply-chain management. Acquired strategic planning and outsourcing project management, and broader supply chain management experience with Nortel, ACS and CNSI, where, among other strategic initiatives, he architected multiple multi-billion dollar opportunities, and managed implementation thereof. Robert facilitates communications between operations leaders, financial leaders, human resources leaders, business development leaders, technology leaders, legal council and general corporate and client management leadership. Professional growth most recently includes independent work to lead the development of strategic, financial, communication, and implementation plans to address unbelievable socioeconomic issues on the second largest American Indian Reservation.

Areas of Expertise and Keywords

Strategic Planning • Operations Officer • Sr. Program Director • PMO Lead • PMP • Multi-Discipline Program Management • Deal Architecture • Contract Negotiations • Aviation Logistics • Builds Executive Management Teams • Business Process Outsourcing • Manages and Mentors Other Leaders • Department of Education General Management • Financial Planning Budgeting and P&L • Financial Reporting • Business Development Market Entry Strategist • Financial Planning and Management • Project Program Account Management • Waterfall Organizational Change Management • Start-up Mgmt • Client Relations • Vendor-Subcontractor Management Proposal Management • Turn-Around Mgmt • Human Resources • Business Process Reengineering • Leadership SDLC • PMBOK • Social Services • Telecommunications • Insurance Claims Processing Systems & Operations RUP • Agile • Manufacturing & Supply Chain Management • Non-Profit Leadership • United States Marine Corps

Professional Experience

Pine Ridge Indian Reservation, South Dakota 2009-Present

Second largest Indian Reservation in U.S. (Home to 50,000 Sioux American Indians)

Volunteer Program Director: Strategic Planning, Implementation Manager and Operations Director for Non-Profit Organization

• As a volunteer, oversees aspects of 501(c)3 non-profit organization “Total Immersion Education School” program that will facilitate cultural change on the largest level of a population with the ultimate objective of creating individual and Reservation self-sufficiency

• Developed strategic plan and business model for education system designed to address reservation-wide socioeconomic and healthcare issues

• Developed detailed start-up and initial operating budget of approximately $20Million

• Developed local and national marketing and communications strategy

• Directing execution of aforementioned plans

CNSI INC, Rockville, MD; Olympia, WA; Pierre, SD 2007-2009

delivers a broad portfolio of (IT) and business process outsourcing (BPO) solutions to gov't clients

Strategic Consultant and Project Management Director

• Led development of financial plans and corporate strategy and detailed plans for market entry strategy and subsequently assisted with creation of business development materials for multi-billion dollar Government Healthcare Assistance industry, working directly with Board of Directors and Senior Executive Corporate leadership (CFO, CIO, COO, president, CHRO, CMO)

• Provided consultation to president, regarding associated Human Resources and organizational change requirements for corporation (compensation, benefits, HR management, employee satisfaction, organizational architecture, cultural change) and financial impacts thereof

• Led development of proposal materials specific to implementation of $1.7billion government healthcare opportunity

• Provided Financial Management, Program Management and Human Resources consultation on solutions for problem areas of $290 million IT Project

• Participated in contract negotiations, developed initial project infrastructure including PMO, Pricing Strategy, Budgets, etc., as Director of Program Management, pre-start-up $70 million MMIS project

• Built staffing models for 148 person staffing ramp-up, and managed the implementation of staffing ramp-up and ramp down plans

• Oversaw development and QA of multi-thousand line detailed MS Project schedules

• Consulted to lead methodology architect on creation of iterative/RUP SDLC for state government contracts that led to 17-23% reduction of staff normally required for same type of project

• Provided project leadership, established project priorities, financial performance planning, HR, & P&L management as Program Management Director on $70M project including building initial matrix team of 148 staff and subcontractors for implementation of MMIS project

AFFILIATED COMPUTER SERVICES (ACS) INC, Various Locations 2000-2007

global leader in business process and information technology services

PMO Director, Business Process Outsourcing (BPO) (2006-2007) Lexington, KY

Directed Enterprise Project Management operations for over 20 consecutive commercial sector BPO projects at various stages of business development and implementation pipelines. Managed Team of VPs and PMs and staff/teams (200 – 1000 staff as projects rotated through PMO) including all aspects of Facilities transitions, Customer Service, HR, Finance, Quality Management, Ops, and Communications

• Generated additional $225 million of unplanned revenue through more efficient implementations

• Raised customer service satisfaction on multi-hundred million dollar accounts, 10-30% through well managed implementations

• Significantly decreased BPO implementation timeframes generating a 4-6 month quicker return on investment than non-PMO managed projects

• Implemented BPO/Human Resource Outsourcing solutions, resulting in need for significantly reduced operational FTE headcount, such as reducing the number of staff needed for an operation from 7300 to less than 2000

• Oversaw facility and technology infrastructure consolidations and relocations

• Developed Academic Infrastructure for and provided leadership for PMO University, which serviced thousands of staff (Finance, Operations, IT, PMs, Business Development, Executives).

• Managed evolution of Software Development Lifecycle (SDLC) Methodology from traditional waterfall methodology to more iterative and highly scalable methodology, fitting projects from $500k to $1Bil+ that was CMMI Level III aligned

• Developed and Implemented Business Development Methodology and Organizational Change Management Methodology

Project Manager and Program Operations Consultant (2005 -2006) Raleigh, NC

Implemented and Managed Project Management Methodology. Re-established solid working relationship between ACS State and Local and MMIS client contracts office. Developed Internal Interfaces Architecture Document identifying hundreds of complex interfaces for SOA oriented product.

• Working with over 100 developers and technical staff, business analyst, quality mangers, and PMO staff, Identified, researched, and defined approximately $50 million of undocumented out-of-scope changes. Obtained approval from client for invoicing-recovery of approximately $25 million

Program Manager for State and Local Government Division (2004-2006 – overlaps previous) Atlanta, GA

• Leading 25 SMEs, analysts, and PM’s, developed and Implemented Iterative Agile-like SDLC leading to more efficient project-operations for ACS MMIS projects, with earlier more significant client partnering resulting in fewer defects, less rework and more positive client relations

• Supervised development of detailed MS Project schedule for Implementation of division-wide Project Management Methodology for State and Local MMIS government projects

• Developed and Managed Strategic Competitive Landscape Analysis and Recommendations Process and Product, leading to company changing its approach in MMIS market space

Enterprise PMO Director for Eligibility Determination Government Assistance Program (2003 –2004) Tallahassee, FL

Directed development of strategy of $1.16 Billion new line of business/new market entry for ACS (Government Assistance Eligibility Determination). Facilitated collaboration with CIO, CTO, CHRO, COO, CFO, and president on strategic and tactical plan. First/largest of its kind in U.S State and Local market.

• Oversaw creation of pricing strategies and implementation budgets

• Created Business Process efficiencies such that 75% of workforce could be reduced (over 2000 staff / 2yrs)

• Reduced number of facilities through consolidation of services from over 500 to less than 100.

• Provided direction (schedule, methodology, budget) on transitioning 2500 staff from State payroll to private company payroll

• Provided direction on associated organizational cultural change management required to shift employees paradigm from “state non-profit” mode to “private for-profit” mode

• Directed creation of detailed MS Project schedule for all aspects of HRIS, and 2500 staff transitions

• Built team of over 300 staff to prepare for initiation and implementation of deal

• Facilitated development of as-is business processes, to-be model, and transition model

• As PMO Director, Post-Contract Award: Provided oversight for implementation/ account operations including all aspects of HR, Finance, Quality Management, and Operations.

Product Manager and Implementation Project Manager for Department of Education Project (2000-2003) Raleigh, NC

Built operations management framework, managed budget and staff for $150 million ACS / Department of Education contract. Assumed direct responsibility for P&L, product evolution and 140 staff for each phase of project. Acted as PMO Manager at start-up; Development Manager during initial development phase; Configuration Manager during code merges and Implementation Project manager for roll-out. Acted as IVV (independent validation and verification) and QA Liaison during external audits; Call Center Manager post-rollout; Achieved CMMI II. Project included large complex organizational change management, as the objective was to align 60 community colleges to one system (ERP) for their HR (payroll, leave, benefits), Finance (GL, AP, AR, Reporting, Purchasing, etc.) and core business of Student Management (registration, curriculum, grade reporting, interfaces).

NORTEL NETWORKS, Various Locations 1997-2000

Raleigh, NC; Toronto, Ontario, Canada

Manufacturing Plant Operations Outsourcing Manager

Developed outsourcing plans for multi-billion dollar manufacturing, and supply chain management (SCM) operation. Managed outsourcing of international operations and supply chain for printed circuit board (PCB) manufacturing operation: Human Resources: engineers, buyers, directors, plant managers, line managers, Ops VPs, etc. Facilities: Consolidations, international logistics, supporting infrastructure and technology, etc. Supply Chain Management: vendors, contracts, solenoids, transistors, resistors, printed circuit boards, etc. Process: screen printing, surface mounts, tolerances/variances, lamentation, drilling, testing/Quality Assurance, packaging and distribution/shipping and receiving, expediting supply chain, negotiating contracts, etc.

Corporate Strategic Planning Market Analyst

Produced competitive market analysis landscape and recommendations, and analysis of partnership, merger, and acquisition opportunities. Helped develop Global outsourcing plan, and later promoted to Outsourcing Project Manager to implement key portion of outsourcing plan.

UNITED STATES MARINE CORPS 1992-1996

Stationed three of four years in Japan and Western Pacific.

Managed Supply Chain Management (SCM) and Logistics Contracts for Marine Aviation Logistical Squadron (MALS) between U.S. based commercial companies, U.S. Naval Supply Depot and Japanese based companies in support of multiple C-130, CH46, UH1N (Hueys), AH1W (Cobras), CH53, P-3 and mixed squadrons. Coordinated aviation maintenance and supply chain management activities at MALS level. Led unit activities on deployments for Joint Forces Exercises/Missions in Japan, Korea and aboard ships. While working within USMC Air Wing, trained for, and placed in top 10% of Marine Force Reconnaissance Indoctrination Tests. Meritoriously promoted two times. Received multiple commendations and Navy Achievement Medal. Selected as Non-Commissioned Officer (manager) of quarter, 2x while competing with 600+. Recommended for Meritorious Commissioning (less than 1% of Marines are recommended for meritorious commissioning). Ate lunch atop Mt. Suribachi, Iwo Jima, during 50th Anniversary Commemorative Ceremony.

Education and Certifications

• Sat for Project Management Professional (PMP) Exam and received PMP certification in April 2004 (Certificate Number 189822).

• Continuing Education Courses from North Carolina State University, Marine Corps Institute, Pensacola, Jr. College, and Numerous Corporate Executive Leadership Programs (Covey, Drucker, etc.)

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