; Vice President IT Director in San Diego CA Resume Kriste Kolasa
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Vice President IT Director in San Diego CA Resume Kriste Kolasa


Kriste Kolasa is a forward-thinking, highly accomplished Senior Information Technology Leader with expertise conceptualizing and directing enterprise technology solutions. She is an innovative business strategist with a broad background in astute business process reengineering, software/system development, risk mitigation and cost containment. Kriste possesses expertise in full cycle program/project planning, development, execution and support. She is an excellent facilitator that is able to effectively collaborate with executives, unit leaders, and both technical and non-technical teams. Kriste has strong team building and leadership skills; known for training initiatives and the establishment of IT employee career paths.

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									                                    KRISTE KOL AS A, MB A, PMP & CSM
              Henderson, NV 89012  (702)837-1143  k_kolasa@yahoo.com  http://www.linkedin.com/in/kolasa

                   S E NI O R I N FO RM ATI O N TE C HNO LO GY P RO F E SSI O N AL
Forward-thinking, highly accomplished Senior Information Technology Leader with expertise conceptualizing and
directing enterprise technology solutions. Innovative business strategist with broad background in astute business
process reengineering, software/system development, risk mitigation and cost containment. Expertise in full cycle
program/project planning, development, execution and support. Excellent facilitator that is able to effectively
collaborate with executives, unit leaders, and both technical and non-technical teams. Strong team building and
leadership skills; known for training initiatives and the establishment of IT employee career paths.
 Strategic Planning                Program/Project Management                  Vendor Management
 Business Process Analysis         Requirements Analysis                       SDLC Processes & Procedures
 Business Case/ROI Analysis        Business Relationship Management            Team Coaching/Mentoring/Leadership


Strategic Planning: Established effective partnerships between business stakeholders and IT team members to
complete key strategic initiatives at Las Vegas Sands Corporation (LVSC). Created strategic technology roadmaps,
business cases, Return on Investment (ROI) analysis, IT scorecards and hosted 15+ monthly touch-point meetings with
key business stakeholders regarding their department's IT program/project priorities and current/future use of IT services.
Business Relationship Management: Instrumental in ensuring effective alignment of business and IT goals objectives
for LVSC. Investigated revenue generation, cost savings opportunities and first to market/leading edge capabilities such
as registering for a poker tournament via a kiosk and allowing guests to open their suite door from their personal mobile
device in collaboration with business stakeholders, key external vendors/solution providers for LVSC.
Team Coaching/Mentoring/Leadership: Created a community of practice to insure consistent Business Analyst
project deliverables, templates, processes, and standards across MGM MIRAGE. Recruited resources (increased
team size from 6 to 13), created a standardized orientation, position plans and quarterly review processes.
Program/Project Management: Directed the One Club to Players Club Conversion Program at MGM MIRAGE. The
program utilized over 20 internal businesses, IT and 3 party vendor resources with a $15M capital budget for the


Las Vegas Sands Corporation (LVSC), Las Vegas, NV                                                 05/2008 – Present
Executive Director, IT
  Led the implementation of the technology solution components to support a property-wide resort fee program
   which generated over $200K in revenue for the first six months of the program.
  Enabled over $400K in cost savings by utilizing existing systems, implementing business process changes,
   leveraging free tools to meet business needs rather than purchasing new software and/or hardware solutions.
  Partnered with the Venetian Poker Room Management Team to obtain off cycle capital budget funding of $160K
   for a system conversion and insured that it was successfully completed within eight weeks. This system
   conversion was a key factor in a +20% revenue increase year-over-year for the Venetian Poker Room.
  Engaged in a property branded website initiative for Concierge Services which enabled guests to purchase
   helicopter rides, gondola rides, golf reservations, etc. from the website. Increased revenue $4K in first month.
  Managed a property-wide document management system conversion/upgrade and replacement of 110 guest-
   facing digital signature capture device project with a $195K budget which affected 750+ Team Members.
  Completed the vendor selection and statement of work (SOW) negotiation for a Talent Management product
   suite and process development which impacts over 9,500 North America Team Members.

MGM MIRAGE/Mandalay Resort Group (MRG), Las Vegas, NV                                              02/2005 – 04/2008
Director of Strategic Innovation & Integration (09/2007 – 04/2008)
  Provided project management leadership on $1MM City Center In-Room Proof of Concept project involving over
    15 internal businesses, IT and third party vendor resources. Established precise detailed plans to insure that all
    critical path/project milestones were completed on schedule, within budget and all objectives were met.

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Kriste Kolasa, MBA, PMP & CSM                                                                         k_kolasa@yahoo.com

   Developed and led an initiative to restructure the Application Support department which directly impacted over 10
    IT employees. Analyzed current state of the Application Support department, refined and enhanced three job
    descriptions (lead, senior, regular), created two different career paths for Application Support Analysts (technical
    or management) and developed IT vertical Operating Level Agreements (OLAs).
 Developed an enterprise-wide strategy for self service employee and guest facing kiosks which was utilized in
    reviewing and selecting a vendor for the Mandalay Bay Buffet kiosk project.
 Established an innovation foundation including: access to research tools (HBR, MIT), reference books on
    innovation, configuration of an innovation e-mail address, eRoom, and corporate intranet site along with speaking at
    IT business vertical steering committees to introduce IT innovation strategy/concepts to key business stakeholders.
 Facilitated initial potential partnership discussions between Microsoft and Sona Mobile to develop an MS Surface
    based solution to support a transition from paper based to technology based parlay cards to enable a new player
    experience & offer a mechanism to attract the "Generation Y" market segment to the Race and Sports Book.
Director of Business Analysis (02/2006 – 09/2007)
 Ensured effective leadership, direction, and standards for the Business Analyst team by developing and
    implementing a Community of Practice including 20+ new deliverable templates and 10+ processes/procedures.
 Defined, documented and communicated two position plans, multiple internal/external free and low cost training
    opportunities, two MGM MIRAGE Corporate IT specific career paths and potential areas of focus for Business
    Analyst resources utilizing department and industry standard best practices.
 Developed and implemented management guidelines for Business Analyst project management growth opportunities.
 Created and implemented a standard orientation process, individualized position plans and a quarterly review
    process for Business Analyst resources within MGM MIRAGE Corporate IT.
Project Manager (09/2005 – 09/2006)
  Directed the conversion of the Monte Carlo property from MRG One Club Player Loyalty Marketing & Technology
   Program to the MGM MIRAGE Players Club Marketing & Technology Program six weeks after the successful
   completion of the Mandalay Bay property conversion.
  Effectively collaborated with the slot floor conversion IT project manager to insure on-time and on-budget delivery
   of each conversion required for the MRG One Club to the MGM MIRAGE Players Club Conversion Program.
  Created key IT deliverables such as: project schedules, roles/responsibilities matrixes, proposed architecture
   diagrams utilizing MGM MIRAGE Corporate IT project management methodology and industry standards.
  Screened and evaluated 5+ candidates for Business Analyst positions within MGM MIRAGE Corporate IT.
Senior Business Analyst (02/2005 – 09/2005)
  Managed the investigation and analysis into the feasibility of adding the 10+ Mandalay Resort Group properties to
   the existing MGM MIRAGE CME2 solution for room, cross property room charges and credit card transactions.
  Led definition, requirements gathering and analysis for customized applications including: data reporting,
   messaging and casino management solutions for over 5+ corporate & property specific organizations/departments.
  Created key IT deliverables including: business/functional requirements documentation, current/to-be process
   flows, data report and screen mockups using the Corporate IT software development lifecycle & industry standards.
  Mentored 3+ Business Analyst peers on industry standards and best practices for requirements analysis gathering
   and analysis.

Hewlett Packard (HP), Cupertino, CA                                                               12/2002 – 02/2005
Business Analyst, Inkjet Printing Group (IPG) Product Generation IT (PGIT) (12/2002 – 02/2005)
  Led the business and information management analysis processes for the development and implementation of
   various customized web applications, messaging and data warehousing solutions on behalf of multiple IPG Product
   Generation organizations.
  Analyzed & updated ETL mappings for the MSDS application based on new business/functional requirements as a
   result of new governmental and safety regulations in locations that HP goods & services are sold.
  Generated key IT project deliverables such as conceptual and logical data models, data dictionaries, data flow
   diagrams, application architecture diagrams, ETL mapping design documentation, data report and web screen
   mockups, application design documentation, end user acceptance test cases and schedules.
  Mentored and trained 10+ employees on IPG Product Generation IT specific policies and procedures.
  Selected to represent the Information Systems Analyst community on the IPG IT Information Standards Board.
  Interviewed & evaluated 6+ candidates for Business/Data Analyst & Technical Architect positions within IPG IT.

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Kriste Kolasa, MBA, PMP & CSM                                                                        k_kolasa@yahoo.com

Hewlett Packard (HP), Palo Alto, CA                                                                   06/1999 – 12/2002
IT Specialist, Direct & Global Procurement IT (DGPIT) (06/1999 – 12/2002)
  Provided key input regarding development and implementation of enterprise-wide strategic decision support system
    to save over $20M.
  Triggered over $500K in savings by developing reusable web-based tools and warehouse process improvements.
  Successfully instituted and maintained worldwide daily data feeds from 5+ sources to enable effective supply chain
    management for the Network Systems and Mobile Computing divisions of HP.
  Performed the management responsibility of offshore development resources to support the Caesar Data
    Warehouse Migration Project which included defining the scope of work, acceptance criteria for work completed,
    and key milestones as required by the ePIT Software Development Lifecycle (SDLC)
  Traveled internationally and domestically to train 6+ IT support staff ("Follow the Sun support") and end users on
    key strategic business applications for HP.


Methodologies/Frameworks:                PMI, EPACE, Six Sigma, 8-D, Lean Six Sigma, DMAIC, Waterfall, Unified
                                         Process, Agile, Scrum, Prototyping, Proof of Concept, Joint Application
                                         Development (JAD), ITIL, COBIT, Zackman
Program Management:                      Clarity, MS Project Server, CA Open Workbench, MS Project Professional
Business Tools:                          MS Office/Visio, Altiris Helpdesk, Paint Shop Pro, Adobe Acrobat &
                                         Photoshop, Turnover, Cornerstone Talent Management, ADP Ev5
Operating Systems:                       Unix/HP-Unix, AS400, MS Windows 9x/NT/2000/XP/Vista/7, Mac OS X
Application Architectures:               Client/Server, Multitier, Server Based Computing, Application Service
                                         Provider (ASP), Software as a Service (SaaS), Cloud
Programming Languages:                   PERL, SQL, PL/SQL. Transact SQL, HTML, Java, JSP, C, Korn Shell
Integration Solutions:                   IBM WebSphere, Informatica eProcurement, WebMethods B2B
Database, Reporting & Modeling:     Oracle, MS SQL Server, MS Access, AllFusion Erwin Data Modeler,
                                    Business Objects, Business Objects Web Intelligence Infoview (WebI),
                                    ProVision WorkBench, MS-OLAP, Cognos, Quest Software TOAD
Collaboration & Web Technologies: SharePoint Services 2.0/3.0, MOSS 2007, Skype, WebEx, eRoom, IIS
Casino Mgt, Player Loyalty Systems: IGT Advantage Slot Accounting, Patron Management, & Table Mgt
                                    Systems, Aristocrat Oasis, Ballys ACSC, Cantor Gaming, Sona Mobile
Customer Relationship Mgt (CRM): Microsoft Dynamics CRM 4.0
Hospitality Management:             LMS, DataMagine, Efile, Opera, Timelox, Concierge Assistant, HotSOS,
                                    LodgeNet, WiSuite, Control 4
Point of Sale (POS):                InfoGenesis Revelation, Micros 8700/9700, KWI, NSB, JDA


   Certified Project Director (CPD)                MCTS: Microsoft Dynamics CRM 4.0 Installation and Deployment
   Project Management Professional (PMP)           MCTS: Microsoft Dynamics CRM 4.0 Applications
   Certified ScrumMaster (CSM)                     MCTS: Microsoft Dynamics CRM 4.0 Customization & Config.
   Six Sigma Green & Black Belt                    MCTS: SharePoint Services 3.0- Config.
   ITILv3 Foundations Certificate                  MCTS: SharePoint 2007- Config.
   Certified Internet Web (CIW) Associate          MCTS: Managing Projects with Microsoft Office Project 2007
   CompTIA A+, Project +, I-Net                    MCTS: Ent. Project Mgmt with MS Office Project Server 2007
   LEED Green Associate (In Progress)              MCITP: Ent. Project Mgmt with MS Office Project Server 2007


University of Arizona, Tucson, AZ
Master of Business Administration (MBA)
B.S., Business Administration/Management Information Systems

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