Joe Conway - President
Joseph Conway
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· Project Manager · Business Analyst · Operations Dept. Manager · Technical Team Lead · Use Case Developer · Team Leader · Change Control Manager
Tools/Methods: · Life Cycle Project Management · UML · JAD / RAD · Agile · MS Project · MS Sharepoint · SAP NetWeaver
Industry Application: · Manufacturing · Financial Services · Banking · Chemical R&D · Aerospace · Sports & Entertainment · Retail
Education: · BSME, UW-Milwaukee · MS-MIS, UW-Milwaukee
Additional Training: · Business Analysis Essentials · Project Management · Network Security · ITIL Foundations · E-Commerce · Windows server admin |
Experience Summary Information Technology Professional with exceptional abilities in technology and IT infrastructure business analysis and Project Management. Proven capabilities eliciting requirements, defining scope and deliverables, IT project management, process analysis, infrastructure design and deployment, as well as budget and resource management. Well versed in the strategic alignment of IT with business objectives.
Skills Inventory Project Management: · Project planning & Management · Business Analysis & Requirements Definition · Risk Management & Mitigation Strategies · Communications Management · Scope Development & Management
Analysis/Design: · Rapid/Joint Application Development (RAD/JAD) · Universal Modeling Language (UML) · Technical and Business Use Cases · Object Oriented Design · Data Modeling & Data Flow Diagrams · Communication and Writing Skills
Quality Assurance: · Data Quality Assurance · Access Control & Penetration Testing
Architecture/Development: · Firewall Architecture, Development and Implementation. · Security Policy, Access Control Policy Development |
Chronological Summary of Experience
Business Process Consultant
Cient: Tech Financial Services: October, 2009 - Present
· Increase business revenue and profit margin through market growth, market penetration and streamlining internal processes.
· Developed and implemented internet SEO practice, increasing web site traffic, inquiries and quantity of financial services sold to new and existing customers.
· Established document management, BI reporting functions and IT processes. Established new vendor relationships to maintain optimal IT performance and enable online marketing strategies, improving internal processes and marketing presence while reducing direct and indirect costs.
Project Manager
Client: Burmeister Woodwork, January, 2009 – September, 2009
· Partner with Internal Profit Associates to define, document and improve IT capabilities in compliance with planned process improvements.
· Documented business processes and IT architecture, performed Fit/Gap analysis to define opportunities for synergy. Defined infrastructure upgrade requirements and implemented solutions that streamline business processes and improve capabilities. The implemented solution included a complete network upgrade, addition of an upgraded ISP, incorporation of VoIP long distance service, FTP server, improved engineering CAD capability and integration with CNC machine tools.
Acting Director of IT and Project Manager
Client: Harris Bank, November, 2007 – October, 2008
· Manage and maintain the IT operational capability of 36 bank branches in preparation for an acquisition. Post acquisition infrastructure integration of Harris Bank technology platform with 2 acquired Wisconsin Banks across 46 branches.
· Established enterprise integration discovery and due diligence processes working under the Harris Bank PMO
· Team leader for planning, coordination and implementation of an Item Processing solution. Worked closely with stakeholders and bank operational staff to ensure smooth implementation, resulting in significant operational cost savings.
· Single Point Of Contact for retail and non-retail line of business user definition with 5 indirect reports and dotted line reporting to the acquiring bank.
IT Operations Manager
BASF Performance Chemicals, October, 2000 – December, 2006
· Manage IT infrastructure performance, capacity and develop an IT Service Management team to support the business. Upon acquisition by BASF, role was revised to prepare infrastructure, data and services for integration into the acquiring companies IT systems.
· Interviewed stakeholders and executive management and mapped business and IT processes in preparation for changes to IT service management that met newly defined requirements and complied with ITIL service management framework. Transformed a fledgling IT support operation into a strategic IT business partner.
· Developed and implemented a single source vision for a Global IT Asset management. Combined global hardware/software asset purchase, use and disposition to achieve reductions in TCO and a significant contribution to a 36% reduction in IT operational costs over a 3 year span.
· Managed all IT hardware and software assets, including hardware software specification, testing, approval, vendor negotiation, contract management, PO production and asset management. Prepared RFQ’s, solicited quotes, negotiated vendor contracts and directed activities with third party vendors and suppliers to complete acquisition, usage and disposition.
· As member of IT Project Management Office (PMO) team, corporate Change Manager and ITIL process manager, implemented IT Service Management policies, including security, access control, intrusion detection, incident, problem, change and release management. Conducted Change Advisory Board meetings and oversaw major systems upgrades.
· Developed Global IT network connectivity standards, site redundancy criteria, application criticality, and network traffic priority and routing.
Senior IT Consultant
Client: U S Chemical Corporation, July, 1998 – October, 2000
· Develop and implement a fast track conversion plan to integrate the IT infrastructure and services from the divesting company to the acquiring company’s standards, while maintaining full operational capabilities within both companies.
· Gained approval to terms of contract and project staffing requirements, resulting in 1 year revenue increase of nearly $500,000 for Compuware.
· Converted all IT infrastructure and services at a newly acquired subsidiary company to the parent companies standards, hardware and software resources. Project scope included 5 locations in 3 states, conversion of 150 users and 5000 hours.
· Defined ongoing support requirements within the new organization and infrastructure and continued on as IT Manager after being hired into a permanent position.
Project Manager
Client: Fiserv Integration Solutions, October, 1997 - June, 1998
· Define & implement scope, project plans and technical solution to convert multiple bank branches to Fiserv’s hosted data processing solution.
· Coordinated project plans, technical solution and schedule with Fiserv Integration Solutions division to utilize a team of IT professionals converting multiple banks throughout Wisconsin and Illinois to Fiserv’s hosted data solution
· Met with bank leadership to define project scope, business requirements and solution scenarios. Coordinated conversion solution, staff access, hardware configuration & delivery and conversion process scheduling and staffing requirements.
Staff Consultant
Client: Michael, Best & Freidrich, June, 1997 - October, 1997
· Augment existing IT staff to administer windows based servers, manage capacity, backups and data. Manage the replacement of 350 workstations located in 3 branches in 2 states.
· Assumed responsibility for the law firms windows based servers, maintaining operational uptime, capacity and performance.
· Lead the firms workstation upgrade program, developed pilot program, and replaced all user workstations
MIS Manager
Aramark Corporation August, 1993 – April, 1997
· Manage and maintain the operational readiness of multiple data networks and more than 200 Point of Sale stations at Coors Field Major League Baseball Stadium
· Received executive recognition for maintaining systems up time and operational readiness for each professional home game and for retail centers within the stadium.
Manager, Sales & Engineering
Stromag, Inc., October, 1992 - July, 1993
· Establish documented and repeatable engineering and production practices and develop a market expansion strategy to grow the business.
· Documented engineering drawings, established product test and acceptance procedures, vendor product qualification requirements and drawing release practices. Return product ratio dropped by 35% by implementation of these practices.
· Created new marketing strategies, and implemented comprehensive sales presentation techniques. Effort resulted in sales increase more than doubling the annual sales, requiring the acquisition of additional manufacturing capacity.
Project Engineer
Allied Signal Aircraft Landing Systems, September, 1985 – September, 1992
· Lead engineer, designed, developed, tested and certified the wheels and brakes for the USAF C-17A military cargo aircraft for flight. Flight certification required extensive knowledge of MIL Specs and MIL-STDS as well as coordination with US DoD personnel, airframe manufacturers, testing, manufacturing and suppliers.
· Worked with a team of engineers to specify and design a high speed, mechanical/electrical inertia aircraft brake dynamometer. Realized project objectives of creating the worlds first electrically assisted aircraft brake dynamometer, capable of 350 MPH surface speeds while invoking variable inertia through paired 2500 Hp DC drives.