VP Information Technology PMO Services in Washington DC Resume Earl Bentley
Earl Bentley is a dynamic senior IT leadership professional with over 15 years experience as the strategic head of major programs and projects, with expertise within the government sector. He demonstrates talent as a versatile organizational leader able to establish clear workflows and process architectures governing seamless operations.
EARL W. BENTLEY, PMP Alexandria, Virginia 22315 703.623.3121 email@example.com IT PROGRAM MANAGEMENT SERVICES “An Influential Roll up your Sleeves - Hands-on Team Player” A dynamic senior IT leadership professional with over 15 years experience as the strategic head of major programs and projects, with expertise within the government sector. Demonstrates talent as a versatile organizational leader able to establish clear workflows and process architectures governing seamless operations. Proven history of building a strong portfolio of business by identifying viable, timely opportunities, developing proposals, and winning lucrative bids with high-profile clients. Strong client relationship manager able to liaise with C-level executives and key influencers to understand client needs and drive new business opportunities. A visionary and influential strategic thinker renowned for driving innovation, implementing proven best practices, and fostering performance. CORE CAPABILITIES Program and Project Management Strategic Direction Team Building & Leadership Investment Analysis Client Relationship Management Proposal Management and Development Policy Development Capital Planning Performance-based Contracts Service Delivery/Support Negotiation Risk Management Pipeline Management Solutions Delivery Continuous Improvement PROFESSIONAL EXPERIENCE AND ACHIEVEMENTS MICROTECH, Vienna, Virginia 2010-2012 Award-winning national technology integrator offering products and services; $302M revenue in 2012; Staff: 400+. Vice President, Program Management Office (PMO) (2012–2012) and Director, Portfolio PMO (2010-2011) Led foundation, growth, and operations of the program management office, governing establishment of the organizational infrastructure, internal policies, responsibility matrix, and business process tools. Managed business analysis to identify needs and develop effective solutions. Defined project criteria in alignment with corporate business strategy. Facilitated the identification of Cloud, Cyber, Mobility, Big Data, and Social Media capabilities. Implemented and managed an effective portfolio management process that supported prioritization and evaluation of key opportunities, resulting in a strong pipeline of prospective opportunities and projects. Prepared business cases. Tracked project lifecycles throughout all strategic and technical areas. Adjusted portfolio management strategies based on market trends. Trained, mentored, and led three staff members. Performed risk assessment and mitigation. Leveraged lessons learned from individual projects to foster improvements in new initiatives and processes. Represented management in ICM project operations. Facilitated the launch of a wholly new business unit by developing and implementing an effective operating infrastructure ensuring the necessary structure and support for projects and programs. Fostered the concept of the PMO as a learning organization focused on knowledge transfer, performance growth, and ongoing learning opportunities. This ensured our personnel were constantly trained to provide on time delivery of quality solutions. Ensured project predictability and repeatability through the use of a SharePoint portal for knowledge sharing. Vice President, Proposals (2011-2012) Led the full lifecycle for proposal development and task order responses, authoring proposal materials, marketing and proposal products, and other related matters. Conducted compliance reviews. Handled submission of proposals. Supervised a team of 14 cross-functional staff and management personnel spanning proposal directors, managers, specialists, tech writers, and subject matter experts, including acting as mentor, trainer, and consultant to all team members. Taught team that skills are more important than any process. Addressed and resolved resource issues, effectively allocating limited resources while increasing the win rate. Acted as point of contact driving collaborative efforts with other business units. Boosted the opportunity win rate from the industry average of 36% to 44.16% within eight months through numerous improvement initiatives, including a repeatable and predictable proposal development process driving compliance, engagement, and on-time delivery. Generated revenue growth through government contract awards as a result of the higher opportunity win rate. Created tools and checklists that enabled team members to efficiently provide proposal input. Resume EARL W. BENTLEY, PMP Page 2 firstname.lastname@example.org COMPUTER SCIENCES CORPORATION (CSC), Falls Church, Virginia 1997-2010 Leading global IT and professional services provider to government and commercial clients. $4.0B revenue in 2010; Staff: 98,000. Deputy Director, Information & Integration Operations and Director ISS (2005-2010) Oversaw business unit operations and management, with authority over P&L, business analysis, and account management. Implemented strategies by aligning daily operations to achieve profit, growth, and expense management goals. Supported numerous major acquisitions through effective proposal management. Secured two new major business opportunities, including a major Enterprise Solutions Competency Center (ESCC) ITES-2S recompete and S3 contract, which led to repeat business and business growth. Defined methodologies, tasks, and activities, and clearly described roles and responsibilities. Program Manager, Transportation Information System (TIS) (2003-2005) Spearheaded the contract acquisition and management of US Army PEO EIS major joint program supporting the Army, Navy, Air Force, and Marines in developing client systems that aligned with high-level transportation operation requirements. Directed the integration of three major transportation systems and associated data. Managed the TIS data center development. Managed a highly complex and diverse team of 165 personnel across 23 labor categories, six major subcontractors, and numerous vendors. Received several government client awards for exceptional performance. Achieved successful win on a $156 million Block 3 TIS recompete. Subsequently negotiated growth in contract value to $165 million within three months while providing excellent service delivery and support. Rescued a failing client relationship to restore trust in the company and gain buy-in from key influencers. Contributed to customer satisfaction ratings growing to their highest levels, between 4.83 and 5.0 (highest). Led the program in achieving CMMI Level 3 Certification and ISO 9000 re-registration. Elevated performance standards to 85% of performance award goals through deployment of the Earned Value Management system to prove program performance to the customer. Earned award fees. Deputy Program Manager, Operations, and Other Managerial Positions, (TIS) (1997-2003) Coordinated a major multimillion-dollar program for the Department of Defense, focused on driving the development lifecycle for enterprise applications. Orchestrated all phases of development, testing, deployment, and maintenance. Monitored operational performance against agreements and ensured compliance with IT security requirements. Drove numerous process optimization initiatives, and defined metrics governing project performance measurement. Co-chaired the Engineering Review Board. During this timeframe I also functioned as the CM, QA, SPI, IT, Technical Lead, Product, ILS, and Risk Managers. Implemented repeatable and predictable service support and delivery through implementation of IT Infrastructure Library Service Management (ITSM) best practices. Instrumental in achieving SEI CMM Level 2-certification and ISO 9000 registration. Drove a 60% reduction in time to close software defects, dropping from 250 hours to 100 hours. Elevated test success rate from 75% to 92% or higher on a consistent basis, outperforming contract requirements of 90%. Cut the number of test cycles required for a 100% defect-free product from 8 to 2 re-tests. Saved $10,500 per full time employee on monthly development costs, dropping from $14,000 to $3,500 for an overall 82% productivity improvement. Shortened build cycle time 50% through automation and simplification of the product release process. SECURITY CLEARANCE Active DoD TOP SECRET PROFESSIONAL AFFILIATIONS Project Management Institute (PMI) EDUCATION Master of Arts in Computer Resources & Information Management, Webster University – St. Louis, Missouri Bachelor of Arts, Workforce Education, Southern Illinois University – Carbondale, Illinois Resume