• Dynamic Leader who offers a background in Global Program / Project Management, Strategic Analysis / Planning, Trends Tracking, Six Sigma / Lean, Merger Acquisition, Continuous Process Improvement, Team Building / Training, PMO Implementation, and IT Operations / Infrastructure, and exhibits an ability to see the big picture at all times.
• Top Performer who can make sound decisions to rexxxxxxect positively on operations in alignment with a company s vision, value, and goals to achieve a competitive advantage, and leads teams through high-risk program and project deliveries.
• Multilingual Communicator (English / Spanish xxxxxxuency; Portuguese knowledge) who builds synergistic relationships with C-level executives, operational teams, vendors, and customers to meet and / or exceed company s objectives.

Master of Business Administration (International Business) Bentley College

Bachelor of Science in Computer Engineering Boston University

Six Sigma Green Belt Certified ￨ Black / Master Black Belt Trained ￨ Project Management Body of Knowledge 3^rd Edition

Vice President ￨ Senior Project Manager (2013 Present)

  Capitalize on the opportunity to manage a highly complex multi-year regulatory program with a $16+ million budget, including coordinating and overseeing forward-thinking activities between multiple stakeholders across the HSBC.

  Lead strategic end-to-end planning and delivery of Foreign Account Tax Compliance Act (FATCA) program impacting 1,200 accounts and encompassing 6 work streams, including building partnerships with business leads, program / project managers, business executives, global portfolio managers, and stakeholders.

  Developed stakeholder communications, Steering Committee presentations, and global PMO status reports.

  Coordinated U.S. implementation and deployment of third-party tax validation system Mandatory Document Due Diligence (MD3) with yearly validation volume of 80,000 tax forms.

Senior Project Manager ￨ Consultant (2012 2013)

  Led an offshore wire transfer operational project from initiation to implementation to reduce cost and onshore FTE.

  Analyzed business processes and recommended process improvements for an annual wire transfer volume of 53,000.

  Served as single point-of-contact and escalation point between onshore and offshore teams.

  Developed approach and training materials for a complex process transition with multiple systems.

Senior Vice President ￨ Senior Change Manager EMEA / Canada / LATAM Client Services / Operations (2010 2011)

  Strategically steered multiple global commercial operations projects for the Latin American region with a $4 million budget and established a Project Management Office (PMO) for key international projects with a $24-million portfolio.

  Led multiple concurrent and complex projects for operations work streams, including providing planning and administration, wide-ranging issues resolution, project monitoring, and project status updates to senior management.

  Consolidated and reported bi-weekly portfolio status and monthly governance presentations to senior management.

  Designed repeatable modeling tool for selecting a new international commercial bank branch operational structure.

  Personally led a Mentor and Network Committee for South Xxxxxx s Hispanic / Latino organization.

  Served as Co-Chairman of Xxxxxx International University s Career Management Services Advisory Board.

  Established an international country expansion PMO that ensured project discipline, communication routines, and business processes to enable and support repeatable project execution.

Senior Vice President ￨ Senior Change Manager Merrill Lynch Transition (2009 2010)

  Maximized bottom-line performance by executing Merrill Lynch Transition releases to convert 1.2 million accounts and $140 billion in assets from National Financial System to target Merrill Lynch Pierce Platform, including planning and executing Merrill Lynch Client Day 1, System Day 1, Client Activation Wave 1, and Wave 2 Integrated Releases.

  Developed Steering Committee status reports, and led workgroup meetings, design reviews, and readiness reviews.

  Created and managed Merrill Lynch Transition Master Control room processes and activities, including developing re-usable and scalable Control Room Guide for multiple enterprise wide releases.

  Established a Detailed Schedule to track implementation events, including communicating and coordinating efforts with Enterprise Release Management, Merrill Lynch Technology and Operations Control Room, and Applications and Change Managements Satellite Rooms.

  Successfully completed Merrill Lynch System Day 1 deployment.

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Senior Vice President ￨ Quality & Productivity Executive Network Computing Group (2008 2009)

  Directed a top-performing team of Six Sigma Engineers responsible for deploying Quality and Productivity capabilities and tool sets, including regularly attaining comprehensive productivity / cost reduction goals and objectives.

  Created Vision Transformation Scorecard utilizing Six Sigma to define success goals / metrics for 13 work streams.

  Ensured development, tracking, and execution of countermeasures for Hoshin goals for 2008, including overall Engagement / LOB Alignment, Financial Management, and the Continuous Improvement / Integrated Planning.

  Created Business Value survey results as baseline for Enterprise Technology & Delivery Group s 2009 Hoshin goals.

  Achieved Associate Satisfaction Survey score of 96% against a goal of 91%.

  Delivered $103 million in savings for the Infrastructure Optimization Program (IOP).

  Developed 2009 s IOP and recommended strategy and high-level initiative in partnerships with PM.

Senior Program Manager Integration Management Office (2006 2008)

  Expertly managed a $230-million merger, including sales, marketing, human resources, IT, finance, and manufacturing into standard processes and systems while actively managing the company s new innovation, culture, and product pipeline.

  Contributed sharp analytical abilities toward evaluating, monitoring, and developing a comprehensive integration project plan, major milestones, issues, and cross-functional dependencies, including providing update status and progress for a program with 16 different integration teams and 120+ members in various geographical locations.

  Developed an End State Vision by successfully planning and conducting joint company meetings.

  Delivered weekly progress and key issues presentations to integration leadership and executive team.

  Created Lesson Learned and Integration Best Practices Document to ensure repeatable future mergers.

Senior Program Manager ￨ Project Manager Global IT Project Management Office (2004 2006)

  Spearheaded Global PMO oversight, including proactively planning, scheduling, and developing methodology and processes for Governance, Compliance and Portfolio management with a $1.2-million budget and a 4-member staff.

  Presented project analysis and metrics to senior managers on 150 Global IT projects with capital spend of $35 million.

  Established metrics and led SOX compliance taskforce to develop standard change controls process.

  Trained and mentored 75 PMs in PMO methodology and processes to achieve Green metric of 74%.

  Served as SME in project management knowledge, including providing strategic direction for projects.

  Achieved a 92% adherence rate by developing and promoting Mattel ASPIRE project management methodology to ensure successful implementation and completion of projects.

Senior Manager ￨ Regional Support Latin America (2002 2004)

  Managed a 6-member global staff in supporting regional corporate and infrastructure initiatives, including implementing Oracle Financials for a Mexico subsidiary and implementing Oracle Financials in 7 European countries.

  Represented region on Global PMO Council and earned LATAM Dolphin and CIO Awards.

  Led PMO processes, and established discipline in region with training, gate reviews, and feedback.

  Developed a $1.5-million business case, including detail financials, resources requirements, and implementation strategy and timeline for 5 Latin America countries, and presented case to executives.

Master Black Belt eBusiness (2001 2002)

  Globally led an eBusiness Quality Group in owning Six Sigma methodology and trained staff as a cultural change agent.

  Led targeted Oracle ERP implementation in a Monterey manufacturing plant to eliminate 7 systems and multiple manual processes, and performed postmortem of 4Q Oracle Financial Closing Analysis by using Six Sigma methods.

  Taught GE Green Belt Workshop courses and Six Sigma CE classes and mentored 60+ Green Belt projects.

  Increased customer productivity by reducing scan time from Zst=2.01 to Zst=3.01 by working on At the Customer for the Customer Six Sigma project CT Auto Filming at Baptist Hospital in Miami, XXXXXX.

  Improved customer satisfaction 87% by directing the Latin America Internet Go-To Market Strategy project that increased customer satisfaction from Zst=0 to Zst=2.64.

Manager Information Technology Latin America Medical Systems (1999 2001)

  Played a senior-level role within a Latin American division to oversee all systems implementation, infrastructure, and IT operations in Argentina, Chile, Brazil, Mexico, Miami, and Puerto Rico, including managing Oracle Financial implementations and advising and participating in global teams to identify and develop Oracle CRM module requirements.

  Successfully reduced costs by 14% by providing an integrated solution.

  Increased productivity and customer satisfaction by deploying LATAM infrastructure upgrades.

  Increased productivity by reducing manual processes via LATAM Oracle Finance implementations.