Valerie Mason, MBA

Client: ITT San Francisco International Airport

• Coordinate, implement, and track Cloud-based (AWS, Azure, Google, Hybrid) program deliverables across all responsible agile teams regardless of product.
• Achieved compliance Payment Card Industry Data Security Standard (PCI DSS v3.2.1) over two-year period.
• Define and manage cloud security program and project activities, including, but not limited to, scope and priority setting, building technical requirements, project plans, identifying interdependencies, risk mitigation, issue tracking, quality management, resourcing, budgeting, training and communication planning.
• Drove to completion any dependent deliverables within core and/or with cross-functional teams.
• Build and monitor dashboards, program metrics and KPI’s, while providing regular updates to leadership.
• Map out and document processes, highlighting improvement opportunities.
• Create structure from chaos by using specific tools like Jira, Confluence, risk assessments, decision matrices, and many other tools.

• Lead 4-month onsite contract for digital transformation by designing modern applications and industry-specific solutions to deliver outcomes that improve flexibility, scalability and cost management.
• Delivered 50% Center of Excellence services for Oracle ERP products, Oracle Cloud SaaS, EBS, Cloud Strategy, through Business Transformation Cloud Release Management.
• Modernized client’s business and core technology environments 20%; leverage technology innovations around Cloud, Digital, Mobility, and Social Collaboration.
• Performed functional and technical design, prototyping, audit, and process design stages of implementations (including scenario design, process re-engineering).
• Develop web services, configurations, customization, reports and interfaces, testing, and user training.
• Manage 50% of escalations for external partner relationships.

• Leveraged infrastructure and operational environments that supports intakes, software applications (ERP), product development, business continuity, deployment to internal and external customers, including device management; wireless, computer operations; digital operation; IT infrastructure library (ITIL) management; enterprise KPIs/Metrics.
• Define and manage all program and project activities, including, but not limited to: scope and priority setting, help shape and/or drive technology and/or product requirements and scope from business/technical requirements, project plans, identifying interdependencies, risk mitigation, issue tracking, quality management, resourcing, training and communication planning.
• Established capital budgets to meet requirements and achieve technology and business financial results.
• Increased triage of new inbound requests by 50% informing future product roadmap decisions with stakeholders.

• Lead PMO, Service Now, Digital, Quality Assurance, Business Process Re-engineering, Technology engagement activities across North American change portfolio; governance, re-usability, traceability, transparency, and delivery support.
  
• Accelerated program/project management office 15% for large projects with budgeted direct resources (10) on/offshore.
• Drove programs and/or projects that require complex and highly cross-functional coordination with Product Management, Product Marketing, Global Services, Cloud Services, Security and Technology organizations specifically to address technology initiatives that represent highest value and potential regulatory risk.
  
• Adhere to PMO process using consistent program management processes and framework.
• Partnering with internal/external teams to execute key customer implementations and serving as technical knowledge resource for customer facing teams.

Clients: City of Miami Beach (local government), Detroit Water and Sewerage Department & Alameda County, CA (public utilities)

• Incentivized Information Technology Services with utilities and city governments to deploy and adopt full suite of ERP/CRM technologies efficiently and cost-effectively.
• Benchmarked organizational minimized risk and asset management in their most complex migration and integration initiatives. Implemented ERP/CRM solutions delivering end-to-end automated system that removed complexity, allowing buyers and suppliers to manage everything from contracts to payments all in one place.
• Performed GAP and Risk analysis of existing ERP/CRM systems, evaluated benefits of new system and enhanced customer experience by fixing bugs, prioritizing enhancements for weekly releases.
• Reviewed 50% of major product deliverables to ensure quality standards and client expectations are met under government contracts, SOW and SLAs.
• Performed total cost of ownership associated with purchasing, deploying, using and retiring ERP systems.

• Leveraged cross-functional payer management and service delivery of IT ePMO Strategic Healthcare Initiatives; Medicaid Medicare state specific dual eligibility, new product lifecycle performance portfolio driven and aligned with 20% enterprise-wide executive/C-level leadership teams.
• Advise, design, implement and deploy solutions focused on health agency timeless branding issues including claims management, health information exchanges, health analytics, electronic health records and health case management. Applied compliance to Health Information Technology for Economic and Clinical Health (HITECH) Act promoting 40% adoption and meaningful use of health information technology to Medicaid and Medicare initiative programs.
• Ensured protection, integrity, security, and privacy of specific HIPAA, NIST and electronic payer public health information (PCI).
• Design and lead testing, training, and adoption planning activities.
• Build and lead effective change management and communication strategies.

• Benchmarked total cost of ownership for expenses associated with purchasing, deploying, using, and retiring existing ERP/CRM system.
• Accountable for "Deliver Value Now" EPMO model that put 50% of organization goals first for SQL to Oracle eBS application transition and organizational change mgmt.
• Managed multiple Digital Commerce, Oracle eBS and Siebel CRM projects simultaneously without exceeding budgeted costs/schedule.
• Directed and managed on/offshore Hitachi vendor teams in all Oracle eBS and Siebel CRM software development activities, programs, and projects throughout SDLC.
• Ensured strategic alignment and attainment of IT service level agreements and software asset management.
• Implemented Oracle controlling module supporting 80% process works of planning, reporting, and monitoring operations of business units.
• Influenced C-level financial management goals including development of forecasts, operating budgets, and capital budgets ensuring 20% effective and efficient use of financial resources.

Clients: Best Buy (BBY), Blue Cross Blue Shield MN (BCBSMN) & Nike

• Directed on/offshore teams (40), monitor data integrity and help B2B customers accelerate enterprise-wide performance through smart, agile, and integrated analytical solutions and financial frameworks.
• Organized combined expertise of Analytics, Business Intelligence, ERP, Performance/Change Management, Digital Commerce, Cloud Computing, and Information Management, helping customers derive valuable insights, make informed decisions and drive revenues by harnessing and leveraging enterprise information.
• Successfully planned, designed and executed creation and implementation of customized HP PPM modules that tracks projects from start to completion (SDLC), tracks timesheets, billing and performs project analysis which improved operational efficiency by 15% first two (2) months of deployment.
• Increased pre/post-sales technical provision to enable customers and partners to develop, deploy, and support enterprise business intelligence.

• Led and assisted technical upgrade projects for clients by working and coordinating with consultants and developers for integrations.
• Reviewed and assessed architecture design, implementation, testing and deployment needs to identify project requirements and costs.
• Coordinated ERP/CRM projects, including defining scope, managing milestones and maintaining strong relationships with all stakeholders.
• Interviewed, hired, trained and mentored 10 staff by coaching daily, leading performance reviews and offering constructive feedback.
• Led team for software engineering services and supported key clients in development efforts, establishing standards, determining specifications and creating Service and Operational Level Agreements (SLA) and (OLA).