CELIA ELLIS

• Led various initiatives in the Fintech portfolio specializing in complex projects that cut across organizational departments and geographically dispersed teams
• Supported security and compliance program level initiatives and strategic objectives such as Risk, PCI-DSS, SOC2 audit, etc...

• Responsible for actively supporting and/or leading complex software implementation and infrastructure projects and programs impacting citizens of Gwinnett County, as well as Gwinnett County workforce
• This includes planning, execution, and implementation of assigned projects across County Enterprise
• Notable projects include:
• Oracle Upgrade and Migration - upgraded SAP systems to Oracle 19c (Master Data Management“MDM” and Portal)
• FirstNet SCADA - Migrated county owned cellphones and Dept of Water (DWR) SCADA data devices to FirstNet
• Cellular in Building - Installation of Distributed Antenna System (DAS) in GJAC and the Court Expansion buildings to improve cellular services on AT&T's network
• Fire Station Alerting - Replacement / upgrade of Mach Alert Fire Station Alerting equipment at 29 Fire Stations
• Intune Mobile Device Management - Provided solution that controlled how the enterprise uses mobile applications through specific policies, security standards, & restrictions
• Cares Act - Surplus & Leases - This effort focused on execution of warehouse logistics required to manage surplus for desktop and monitor lease returns and buy-outs related to the Mobile Device Enablement CARES Act effort
• SAP Portal / NetWeaver - Upgraded Portal and NetWeaver from version 7.4 to version 7.5 to have supported browser for SAP portal using Employee Self Service (ESS) Manager Self Service (MSS) and Business Objects (BOBJ)
• Exchange Online: Migrated 6K~ mailboxes from MS Exchange on-premises solution to MS Exchange Online (EXO)
• Enterprise Records Management (ERM) RFI / RFP creation, pre-proposal conference, vendor selection & implementation planning

• Manage activities to ensure compliance with GDPR – Privacy, SOX, VRM, ECrim, SMS and lifecycle project auditing requirements across all IT Capital and non-capital work
• IT Transformation: Partner with various delivery leaders to continuously improve capabilities and transform IT from being a cost center to a value center
• Partner to transform organization into an Agile / SAFe model
• Operations: Manage end-to-end Operations to support 500MM IT Capital portfolio and expedite project initiation, Enterprise Technology Impact Assessments, Change Requests, and administrative closure activities in partnership with IT Finance.

• Management: Led the implementation of Program Management Center of Excellence and developed best practices and standards in support of Transformation efforts across the bi-modal delivery model
• Facilitated workshops to enhance soft-skills, as well as project delivery functions (estimation, risk assessment, demand management) to influence and lead culture change efforts to integrate the program and project management “ways of working” into a performance-based organization
• Resource Management: Managed resource pool of 120+ Technology Program and Project Management professionals in alignment with portfolio demand/capacity needs
• Executed sourcing which included managing 3PL staff of over 100, hiring, onboarding and facilitating vendor feedback cycles, as well as contract engagements
• Responsible for HR activities of direct employee reports including goal setting and development plans.

• Operations Delivery Management: Managed the execution of infrastructure projects for customer-facing networks, monitoring systems, and infrastructure components
• Enablement: Focus on delivering strategic capabilities and continuous process improvement initiatives to the enable technology delivery teams and streamline Dev/Ops within the Development, IT and Network Operations Towers
• TBM: Managed delivery of Technology Business Management (TBM) Apptio cost transparency initiative
• Collaborated with consultant partners, EBI, Finance, Tower Owners and the business to ratify model that translates traditional IT spend and move away from understanding IT as ‘just operations' to running TBM as a value-driven service that provides leadership with insights.

• Supported the governance, progressive elaboration, and execution of a strategic Technology Vendor Management Office
• PMO: Setup and implemented a Technology Transformation Program Management office that governed a portfolio of 52 process improvement, reengineering and cost containment projects ($62MM) with a targeted savings benefit of $150MM
• Project Delivery: E2E coordination of 42MM BSS / OSS enterprise uplift; provided management consultation to the client on the coordination of third-party vendor implementation and managed a team of 180 people and project managers across 5 cross-functional work streams to ensure quality delivery of Netcracker Telcom Operations Management system (Cable / MSO) for Cox Communications
• Training: Delivered training sessions on various topics including Agile Scrum, Project Management, BPMN, SharePoint, etc.

• Owned the Global Communications portfolio Strategic Quality Planning (SQP) supporting World Service capabilities and provided thought leadership in the delivery and evolution of Business Process Management (BPM) services management
• Leveraged ITILV3 ITSM & COBIT frameworks to develop standardized processes for engagement, KPIs and execution of Pega business rules related service requests
• Developed Business Alignment Prioritization Process to ensure ever-changing business needs were prioritized dynamical against production work queues
• Designed Portal to house BPM Center of Excellence and best practices across six cross-functional practice areas
• Established Global Communication systems (GCS) governance forum; hosted monthly Steering Committee and Migration Advisory board meetings to review critical Risks, Issues and Changes (RICs) across the program
• Orchestrated Strategic planning summit to align long-term plan for card member and merchant communications with business stakeholders, capabilities owners, and technical teams
• Partnered with portfolio architects to developed Business Alignment Information Technology Strategy for GCS three year roadmap using SWOT and PESTEL frameworks
• Key contributions led to Blue Rewards Recognition Q3'11

• Drove all communications from Operations to sales and cross-functional business units, including system releases, projects and launch announcements
• Collaborated with Leaders in IT enhancement and business alignment process
• Mobile Apps: Led delivery of Salesforce.com mobile app roll-out for global sales force lead and opportunity management
• Project Management Framework: Designed, developed, and established Center of Excellence for project management, streamlining communications and cross-functional / global virtual team project delivery
• M & A: Spearheaded integration of XenSource $500MM acquisition, entailing three major projects: sales enablement, sales readiness and business transaction enablement
• Quality Assurance: Created new product launch UAT process framework when none existed
• Designed and implemented issue escalation management process utilizing SharePoint web parts, lists and workflows
• Organizational Development: Took role outside of regular responsibilities and supported HR in instituting career development tools for America's sales force of 400
• Outstanding contributions led to Customer Service Excellence Award, Q1 2008.

Performed pre-implementation on-site surveys for electronic medical records (EMR) sales engagements over 100K. Provided pre-sales support. Held client discovery and requirements gathering sessions, trained deployers and sales on new technologies and ensured solutions were HL7 / HIPAA compliant.

• Systems Design: Evaluated emerging technologies and performed on-site surveys in healthcare environments
• Data Migration: Extracted HL7 data and IDC Codes from legacy system for use by EDI team; this eliminated need to manually recreate records, resulting in a significant time and cost savings for client.
• Partner/Channel/Offshore Management: Maintained excellent channel and VAR relationships and built solutions with those partners. In addition, collaborated with off-shore dev team to ensure quality in latest .NET beta release.

• Managed Services: Maintained managed service SLAs at 5 accounts, performed weekly remote management on 15 + networks, and solely managed web services department.
• Asset Consolidation: Migrated 100 + websites, and 2000 + email accounts from various Solaris, Suse and Red Hat 9.0 servers to FreeBSD 4.5 via SSH, resulting in centralized administration of web services.
• Performed system patches, service packs, hot fixes and new security configurations
• Traveled to remote office locations to install nodes and implement client software rollouts
• Diagnosed and resolved hardware, software and network problems and replaced defective components
• Monitored operational and security procedures for numerous computers in network, related systems administration and maintenance protocols