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Expert has extensive experience in Software Project Management of over 20 years in federal and commercial sectors. He has managed projects involving application development, system integration that required integration of commercial software products (COTS) with application code, software conversion, and re-hosting existing application on a different technology platform. The projects involved a variety of applications, software technologies, and technology platforms including e-Business, e-commerce, Customer Relationship Management (CRM), Enterprise resource Planning, Data Bases (Oracle, Sybase), C++, Java, Fortran, and Scripting languages.

Expert has applied his project management skills to successfully execute programs and projects in federal and commercial sectors to deliver intended results to sponsors. The largest program he managed had a duration of 2 1/2 years, peak staff of 150 professionals, and a budget of $50 million to implement a complex satellite ground data processing subsystem to support multiple satellites for NASA. He has also managed many small projects on fixed price contracts successfully, which involved short implementation cycles, high risk, and integration of cutting-edge technologies. For example, he proposed and managed a fixed price contract to implement a customer service application leveraging Internet technologies to server 16 million customers of Capital One in 4 months from concept to delivery. He was certified by the Project Management Institute as a Project Management professional in 1999. Based on his successes in achieving financial targets (P&L, revenue, delivery, and customer satisfaction), IBM Center of project Management Excellence certified him to manage large, complex projects during his employment with IBM. This certification went significantly beyond the PMI certification.

Expert applies his deep sills and broad experience in conducting project audits and assessments either as a routine best practice or as a fact-finding measure for turnaround of a troubled project. He was also trained in IBM in project assessment methodology. After his certification in Project management by the IBM Project Management Center of excellence, following PMI certification, he led an audit of a $10 million project in Newport News Shipbuilding as part of IBM's best practice. He also led the project assessment of three subsystems of a large $80 million ERP contract IBM had at Lockheed Martin in Atlanta which was in trouble and a risk of contract termination.

Expert has used and applied Earned Value System to plan and monitor Projects and Program progress since the 1980s. He was trained extensively in the use and application of Earned Value System when he was managing a $50 million NASA program as an employee of Hughes Information Technology Company. Large Federal contracts have a requirement to use, implement, and apply earned value system and demonstrate the discipline to auditors when requested. The NASA auditors audited his program and the $1 billion program of his employer. His program, staff, and the earned value system were rated very highly by the NASA auditors earning him a promotion and more responsibilities. He has applied the Earned value system as a Project Management Discipline on many projects at commercial clients even if it is not generally required in commercial sector clients.

Expert has applied risk identification, risk mitigation, and risk management techniques for his projects and the consulting engagements at his clients. He is trained in risk management at IBM and Accenture and has applied the techniques successfully to reduce or manage the risk for his clients. He has developed the course materials and conducted workshops at USDA Food and Nutrition Service to train their mid-level staff in managing risk on their contracts and initiatives.

Expert has applied different project planning techniques to different projects depending on whether it was a software project, business process improvement project, or business performance improvement project. However, there are some aspects that are common to any project planning. They include identification of all tasks, inter-task dependencies, resource and skill requirements, and risk profile of a project. Expert has considered these aspects for any project he plans or manages. This technique of project planning has served him and his clients well with an impressive track record of achievement, success, and delivery of intended business results.

Expert has extensive experience in writing proposals for Federal and commercial clients. He was trained in many courses on writing winning proposals during his employment with Hughes, Computer Sciences Corporation, IBM, and Accenture. He has led many small and large winning proposals. He led the preparation of the technical volume on a $300 million winning proposal Accenture submitted to the City of New York for the build-up, development, and operation of a citywide information assistance system (called 311 to offload call volume from 911 and 411). He led a winning proposal of $70 million as an executive (at Associate Partner Level) of Accenture for Siebel Implementation of Sales Automation. Since co-founding his company 5 years ago, he has written many winning proposals ranging from $50,000 for training to $500,000 project management support that led to a contract with a federal or commercial client. Over the course of his 20 plus years of experience, he has worked on many proposals that have taught him what works and what does not.

Expert has assisted clients to perform strategic planning during his employment at IBM and Accenture and more recently at clients for his own company- Employer, Inc. For example, he led the strategic assessment of the technical infrastructure, business processes, organization, and staff skills at McGraw-Hill Education to determine the capability gaps that would have compromised the execution of key initiatives for business growth. Following this assessment with detailed planning, he developed a roadmap laying out strengths, weaknesses, opportunities, and competitive threats. He developed a set of recommendations and initiatives for the client executives to consider and assisted them in developing implementation plans for the recommendations that were accepted. He performed similar work at Fleet/ Bank of Boston, and other clients of IBM and Accenture.

He has assisted the clients in improving the operations. He has identified the operational inefficiencies resulting from outdated business processes, poor management of quality, inefficient infrastructure, and inadequate internal controls. The improvements he suggested and implemented have benefited his clients including Fannie Mae, Freddie Mac, and McGraw-Hill.

Expert has used project execution scheduling to facilitate the successful execution of a project or program. He takes into account the inter-task dependencies, resource constraints, resource smoothing considerations, risk profile, and unique constraints of cut-over or parallel operations to ensure that a well planned and a well implemented project does not get compromised due to inadequate execution planning. He has been using project execution planning on every assignment and more recently at Freddie Mac and Fannie Mae.

He has assisted clients and his employers in improvement of business processes to reduce waste, improve internal controls, improve efficiency, and cut costs. He led a business process re-engineering initiate at Freddie Mac that automated the business process for financial reconciliation of receivables and invoices coming from vendors. He used a commercial product called "Check-Free" to automate the process. Successful implementation resulted in cost savings of over $250,000 on a monthly basis. He led other business process improvement initiatives at Freddie Mac and Fannie Mae that reduced the cycle time and facilitated faster accounting close, resulted in significant cost savings, and/or improved compliance with required standards.

Project scheduling takes the project plans and applies detailed operational details to break the high level tasks into manageable small tasks that can be scheduled, managed, and tracked on a day-to-day level. He has strong experience in this aspect. Please see Project Management, Project Planning, and Project Execution Scheduling paragraphs for more details.

He has applied the concept of "Life-Cycle-Cost" in evaluating a product, planning a project, and performing trade-offs to determine business benefits of a proposed initiative for his clients or employers. He has used different models and techniques depending upon the product, project, or initiative at hand. He has been careful in estimating maintenance, licensing, and training costs that often get overlooked in life cycle cost calculations.

He advised and assisted the Senior Vice President of Product and Marketing technologies of McGraw-Hill Education in planning and managing an enterprise wide CRM and e-Business initiative to grow business. The business objectives were to grow online presence, increase revenues, and improve customer satisfaction across the enterprise from multiple product lines and business units by leveraging company assets and new technologies.


This was the first contract he won after co-founding Employer, Inc. The credibility and client relationships he established while at McGraw-Hill during his employment with Accenture helped him get this consulting assignment.

He assisted in the development of business case. He built consensus by conducting meetings with over 30 business executives from various business units on sticky issues such as pricing, sales credit, revenue credit, ownership of product lines, cross-selling protocols, etc. He planned the program, cost and resource estimates, and implementation strategy. He also assisted in technology selection to select e-Commerce platform and vendors (Blue martini, Oracle). He assisted in source selection by recommending a small list of potential integration vendors (IBM, Cap Gemini Ernst & Young, etc.), led the development of the RFP, and assisted in the selection of the vendor. He set-up processes to make it easy to oversee the project. The business objectives were to grow online presence, increase revenues, and improve customer satisfaction across the enterprise from multiple product lines and business units.As a partner in the making for Accenture's CRM practice, he was sent to McGraw-Hill Education to smooth out the dissatisfaction of some McGraw-Hill executives with the Accenture team who was implementing an $87 million ERP project. He assessed the situation and convinced concerned client executives that Accenture solution and implementation strategy will support rather than restrict future e-Business Initiatives. He restored client relationship and in the process received more business for Accenture in the form of a small ($300 K) consulting engagement to assess e-Business Infrastructure and its ability to support strategic business initiatives. He managed the engagement successfully, which positioned Accenture to get multi-million dollar business prior to leaving the McGraw-Hill account.Within a month after joining Accenture as an executive (Associate Partner Level) he was sent to assist Champion International in Cincinnati. His mission was to assist the management of the company in assessing the technology strategy and plan the CRM/e-Business initiatives. In 6 weeks he accomplished the objective and sold the idea of giving Acecnture a $12 million contract for CRM implementation without having an open competition. In this role he made frequent presentations to the executives and the board. However, the project was put on hold when International Paper acquired the company a month after the project began.During his tenure in Accenture as an associate partner level executive he was sent to troubleshoot and fix many faltering Accenture consulting engagement that either had a client relationship problem or a technology implementation related problem. He came through each of the challenges with flying colors that restored the client relationship and/or brought the implementation on track but in many cases led to additional business for Accenture. Some of his consulting troubleshooting clients included, Fleet/Bank of Boston, Cablevision, Canadian National Railroad, etc. During his tenure in IBM Global Services, he was sent to lead or participate in Project and Contract Audits on strategic contracts that were in trouble. A couple of examples include the following: 1) He led the project audit at Newport News Shipbuilding, Norfolk where IBM had a multi-million consulting engagement for SAP implementation and training. 2) He participated in the project audit and led the work on 3 of the 6 systems at Lockheed Martin on an $80 million consulting contract IBM was executing.

The other success for him was at Capital One Financial Corporation in Richmond, where he was instrumental in getting the first consulting engagement for IBM in Capital One and establishing IBM there as a main services vendor. He managed the fixed price contract at Capital One successfully, met the client expectation, met the profit targets set at him at 30%, and built a solid client relationship which led to an additional $3 million business before he left the account to assume his new role of Principal. This role entailed business development and Profit and Loss responsibility for all work in the accounts assigned to him.