Dorian Albritton

• Delivery Execution: Owns complete SDLC creating a Wealth consumption zone to ingest wealth management accounts from Silicon Valley Bank
• Accountable for scope, roadmaps, and impediment management
• Managed development and execution of assigned technology and enterprise projects/programs with teams of 20 developers.
• Responsible for executing, overseeing, and communicating the delivery of these programs, driving results to achieve business outcomes
• Leads cross-functional development from design to delivery
• Strategizes, schedules, and aligns resources essential for executing large initiatives and programs ensuring delivery of key business outcomes
• Monitors progress and performance of initiatives and programs
• Examines outcomes to identify potential issues, risks, and areas of improvement
• Communicates recommendations to relevant stakeholders through reports and other documentation
• Project Planning – Defining Project Scope, Deliverables, and Objectives and creating a project schedule
• Project Execution - Ensure Completion of Deliverables per schedule adhering to the defined SDLC process
• Stakeholder Communication – Ensure clear communication between the team, Product Owner, and relevant stakeholders
• Risk Management - Identification of Risks, issues, and mitigation plans
• Removal of impediments on time
• Project Reporting – Monitor and report Project progress and provide timely feedback
• Publish Weekly and Monthly status reports
• Delivery Operations, Process Compliance Standards: Partners with enterprise PMO as needed to ensure all projects meet quality standards and compliance including SDLC, Project Management Lifecycle, Agile standards, etc
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• Managed projects that supported the BMO Harris BAU (“Business as Usual”) projects within U.S Personal and Business Banking work and business by acquisition of the Bank of The West (BOTW) using Microsoft project web application
• These projects included Regulatory & Compliance projects, Lending and BMO products and services, Credit Cards and other open-end Credit products, Loans (mortgage, auto, indirect lending, and similar closed-end products), and Deposits (electronic fund transfers, payment processing, and other retail banking services)
• Employed change management models to ensure all business partners can fully ingest the applications and data provided on the conversion date
• Partnered with business stakeholders risk control assessments of data standards, metadata, and data mapping on ongoing measurement of the KPIs Per PMO, the governess defined project metrics and assurance of the Project Management Control Process via weekly BI query reports fed by MS PWA and worked with testing teams to administer all testing UAT test scripts in ALM and ensure that scripts were traced back to business requirements
• Directed Capacity & Resiliency activities for applications that would be impacted by the acquisition of The Bank of the West
• Managed system hardening tasks for the impacted applications and the associated servers
• The team partnered with FIS to convert over29,000 accounts for 6 different lines of business from the Bank of the West to BMO
• This partnership included 2 projects to clean, map, and source data files (accounts) for BMO
• Managed implementation of OCR Document capture program from 3rd party vendor into BMO AWS ecosystem
• Tracked the system learning for documents to be added to the BMO cloud environment as part of a recent acquisition
• Work with business stakeholders to gather and test incoming W2s,1099s paystubs, and documents related to loan processing
• Directed implementation of Multi-Factor Authentication MFA for employees' log-in and user access /entitlements and developed an incident response plan

• Coordinate Safe Streets Safe Charlotte project
• Directed marketing materials, Greenway construction in coordination with Charlotte Police Department new camera deployment in different areas and APIs to existing business security video system
• Execute and deliver software development projects in an agile environment
• Including collaborating with business analysts, product, and other stakeholders on agile ceremonies
• Understand the overall scope of the project or feature and the various technical requirements required for implementation
• Technical leadership and mentoring
• The team worked closely with the developers to provide direction on design and approach to solutions
• Ensure that team members are following code quality standards and best practices
• Perform design reviews, ensuring adherence to standards within all solutions
• Provide project estimation and planning, including being responsible for scheduling, resourcing requirements, project forecasting, and a budget of750,000.00
• Conduct code reviews, ensuring adherence to standards
• Issue accurate estimates on features, stories, and tasks
• Guide career growth mentoring and help establish OKR definition for team members
• Coach team members on estimation activities and best practices
• Respond to production-related inquiries or issues
• Assisted in the development of their new Microsoft project web application site
• Granted entitlement rules, added fields f, and program management reporting KPIs management reporting

• Assisted the PMO team in moving project information from the Microsoft project web application project site to another project management repository moved 100 projects for the wealth domain.
• Ensured that the team accurately moved the project information to the new repository based on the requirements of the new artifact repository
• Work with the PMO Team to develop QA best practices based on the Material and Non-material playbook to guide the project manager's project evidence and project artifact reviews
• Partnered with Change management teams in townhall type meetings with project managers to help describe the system change
• Explaining the reason for the change (Ext Audit) and the benefit of the change
• Developed comprehensive project plans for improved resource allocation.

• Act as Subject Matter Expert conducting Project health checks—partner with IT and Business management teams to review the status of over25 projects
• Ensure that the organization adopts a process to transform waterfall projects into agile projects, using SAFe to establish ceremonies to convert business requirements to user stories while standing up agile development teams
• Socialize regular reports to the Executive Management team regarding Project health and present a PMO roadmap with clear steps to a way forward
• (Processes and Procedures) Worked to create a risk cadence and processes for all projects that would roll up to a central risk oversight structure
• Partner with the executive management team to assess and improve current processes by presenting various Agile methodologies and illustrating the benefits of Scrum and SAFe vs the projects currently in their pipeline as part of the overall change management process
• Define the vision of the change and create short-term goals that would be more achievable for the business units
• Establish methods for UAT testing business applications and templates for reports used to monitor application effectiveness
• Monitor the communication between various departments to ensure the customer service team gets the information it needs to improve customer satisfaction
• Initiated with the consulting team the website redesign of new user interfaces to accommodate One America’s acquisitions and newly designed business processes

• Managed the cross-functional project with over50 team members regarding developing and testing work items functionally aligned with the Collections and Recovery yearly portfolio
• Accurately maintain project financials from forecast to actuals, identifying discrepancies and introducing mitigation strategies
• Identifying and analyzing various risks (e.g., business, financial); developing risk management controls and contingency plans; and communicating recommendations to management
• Postpartum Audits of data and project processes
• Provide project estimation and planning, including being responsible for scheduling using MS PWA, resourcing requirements, project forecasting, and a budget of1.7 million dollars
• Integrate over40 applications into a comprehensive project schedule, capturing mitigating risks, issues, impacts, interactions, and dependencies
• Worked to deliver website development that would accommodate delinquent payments made to new accounts
• The application would not only take in delinquent and charged-off payments but also trigger a secured credit to assist in rebuilding the customer’s credit profile
• Led migration of features and stories for requirements vs
• Traditional BRDs into cloud servers using a re-platforming strategy
• Replaced certain components of the credit card applications to better take advantage of the cloud-native features
• Switching to managed services, replacing commercial off-the-shelf software decommissioning on premisses applications
• Participate in the project team to develop and deliver a change management plan following the Change Management Methodology
• Support the continual review/edit of all stakeholders to ensure the effective development of a detailed change impact assessment that identifies and evaluates the changes to the future state
• Support the development and execution of a change management plan, including all communications that move impacted stakeholders from their current state to their future state
• Work with the change management team to identify and deploy listening mechanisms such as focus groups or change readiness assessments while engaging the Learning & Development group to identify training needs and coordinate the development of training material
• Coordinate all reviews of payment information ensuring credit card payments were allocated to the appropriate participating accounts
• Acted as RTE in SAFe PI ceremonies and worked with STES and Executive stakeholders to monitor development (via KPIs — burn downs per sprints, weekly status reports) consult with key business and technology teammates to ensure key blocking execution issues are resolved and, change management practices are followed
• Worked with testing teams to administer all testing UAT test scripts in ALM and ensure that scripts were traced back to business requirements

• As part of TIAA's Direct-to-Customer Retail business project to build infrastructure and capabilities to enhance retail tools and their effectiveness by 45%
• Responsible for defining, developing, and managing overall project plans to ensure that the business and IT teams worked together to improve the throughput for new Leads to acquire additional customers and expand TIAA's relationship with existing customers in 5 different demographic populations
• Specifically, there is an option within the newly Established TIAA bank (Now owned by EverBank) for TIAA Credit card offerings
• The project was developed but has yet to be implemented into a live environment
• Effectively guide teams through project structuring, problem definition, issue identification, and resolution development using problem-solving principles and experience
• Work daily with IT partners in sprint planning, story development risk assessment, and mitigation
• Delivered milestone presentations and status and budgeting
• Provide project estimation and planning, including being responsible for scheduling, resourcing requirements, project forecasting, and budgeting
• Socialize weekly and monthly reports to Executive Stakeholders (Milestones, planned v Actuals, Issues, Risk, Resolutions, Schedule items, and forecast/cost)
• Identify and work closely with the change management team to identify and implement what senior leadership can help them sponsor the change
• Challenge leadership constructively and tactfully while coordinating and deploying all training programs and assignments by the Stakeholder group
• Work with the Director of Change Management to build an enterprise-wide change management plan

• Led a large infrastructure project and project team that implemented the Windows 10 operating system to over 40,000 Wealth Management associates using an end-of-lifecycle rollout methodology by 2020.
• Responsible for managing the testing and remediation of IT-owned applications impacted by the Windows 10 operating system installation.
• Partner with a large business contingent to schedule releases on applications that have been certified Windows 10 compliant while providing alternatives for applications that may not be Windows 10 compatible, including the decommissioning of unusable applications.
• The team tracked a budget of nearly 7 million dollars to ensure that the project was managed within financial constraints while ensuring that a sizeable, collocated team with both onshore and offshore testing and development resources worked to facilitate Windows 10 readiness. Responsible for forecast of resources expenses as well as OP EX and CAP EX.
• Below are a few of the project's accomplishments and highlights:
• Managed testing for over 200 IT-managed applications
• 81 non-business-facing applications.
• 500 Business Tertiary applications
• A financial giveback of 2.5 million dollars
• Responsible for overseeing line of business application testing of tertiary applications. Worked with testing teams to administer all UAT test scripts in ALM and ensure that scripts were traced back to business requirements through business project managers, analysts, and application owners.
• As part of this infrastructure initiative, new laptops were deployed over the next five years, phasing in enterprise desktop lifecycle management (LCM) and replacing PCs through an end-of-current PC life (EOL) process.

• Managed cross-functional teams to deliver complex IT projects on time and within budget.

• Led a large infrastructure project and project team that implemented the Windows10 operating system to over40,000 Wealth Management associates using an end-of-lifecycle rollout methodology by2020
• Responsible for managing the testing and remediation of IT-owned applications impacted by the Windows10 operating system installation
• Partner with a large business contingent to schedule releases on applications that have been certified Windows10 compliant while providing alternatives for applications that may not be Windows10 compatible, including the decommissioning of unusable applications
• The team tracked a budget of nearly7 million dollars to ensure that the project was managed within financial constraints while ensuring that a sizeable, collocated team with both onshore and offshore testing and development resources worked to facilitate Windows10 readiness
• Responsible for monthly forecast of resources expenses as well as OP EX and CAP EX
• Below are a few of the project's accomplishments and highlights:
• Managed testing for over200 IT-managed applications
• 81 non-business-facing applications
• 500 Business Tertiary applications
• A financial giveback of2.5 million dollars
• Responsible for overseeing line of business application testing of tertiary applications
• Worked with testing teams to administer all UAT test scripts in ALM and ensure that scripts were traced back to business requirements through business project managers, analysts, and application owners
• As part of this infrastructure initiative, new laptops were deployed over the next five years, phasing in enterprise desktop lifecycle management (LCM) and replacing PCs through an end-of-current PC life (EOL) process

• Responsible for directing the development team in the design, development, coding, testing, and debugging of databases in support of regulatory testing
• Coordinate the development staff's schedule and ensure effective communication between team members and other functional areas
• Provided feedback and suggestions for process and product improvement and acted as a technical mentor and adviser to the development team
• Work with IT development teams to establish Agile PM cadences and methodologies in the development project deliverables
• As an Agile coach, I worked with the business and IT teams to establish the Epic and User story-writing process
• (As_ A_ I’d Like a _that_) acceptance criteria and establishing the cadence for Sprint planning, Sprint review, Sprint retrospective, user acceptance sprint backlog management and story refinement
• Establish Acceptance criteria for business and sprint schedules for development teams

• Responsible for managing end-to-end solutions for TIAA-CREF's largest and most troubled institutional accounts and projects associated with these accounts
• Drove an institutional client portfolio with a total of 392 million dollars of assets on deposit with TIAA-CREF in a strategic effort to keep these accounts on deposit by increasing client sentiment, delivering IT solutions that enhance the customer experience, and monitoring the daily delegation of the task to complete all institutional requests that require IT and business resources
• As part of the TIAA payment transformation from a traditional lockbox system to an automated payment system
• As a project manager within this transformation, task with the onboarding of Institutional clients into a SunGard Omni solution that would not only separate and allocate funds based on institutional rules coded into OMNI OCR program that read applications into SunGard for participant enrollments and allocation
• This modular solution was built to take advantage of today’s AI learning functionality to decrease internal enrollment team intervention thus matching participant payment to allocations and deposits at T+2 then T+1
• Managed the establishment of ACH and Lockbox accounts for TIAA clients, ensuring T+1 pay-in standards for institutional payrolls
• Monitored the weekly migration of GL Items of the institutional clients within the portfolio into the SunGard OMNI GL Accounts-pay out, investment funds401A,457f, out, investment funds401A457f, and403b with vintages and all PII attached
• Responsible for capturing and raising all institution project risks to executive management with possible solutions with cost, if any
• (Across all enterprises, all teams touching that client’s payroll)
• Monitored the weekly lockbox transactions for any items that were not balanced ensuring that the appropriate documentation for participants were archived
• Using the Mobius system and SunGard Omni all interest and vintages would be retroactively applied if needed as funds were moved from Lockbox and ACH sources into Omni and the Participant accounts
• As Business project manager at TIAA, the combined business and IT teams worked on the project to deliver a Unified desk to TIAA Participants and internal phone counseling representatives
• The unified desktop tool provided the same views of retirement information to both external participants and internal associates
• Within this initiative, the project team managed launch pad items such as analyzing the market value of the unified desktop, competition in the retirement industry, and target market analysis
• I also worked with various business teams, successfully managing tasks and milestones for user adoption, marketing strategies, test schedules, and the development of the internal staff
• Our marketing efforts, including written and internet materials, played a significant role in explaining the new unified desktop tool to our stakeholders
• Additionally, I represented the internal business teams by creating a roadmap for user adoption, demos, testing, and training activities
• This product saved TIAA participants an average of 7 minutes in dead minutes while discussing retirement funding options
• Responsible for the forecasting and budgeting of all projects within my care
• Worked with testing teams to administer all testing UAT test scripts in ALM and ensure that scripts were traced back to business requirements
• I was the business project manager for pay-in projects, including cash deposits to401a and403b accounts
• Some of these initiatives included new credit card payments for retirement instruments
• Coordinated development of various website design projects that delivered applications supporting a "Unified Desktop Application" that presented a single view of participant information where internal associates' screens mirrored the participants’ view of the screens