Richard s


23 years of leadership, problem solving, portfolio and project management experience with a focus on execution and
streamlining operations.

 Created and implemented Portfolio Management Office (PMO) metrics, reporting, trend analysis and forecasting.  Led three productivity and cost-reduction engineering projects at GE with more than $2 million in annual savings.  Master’s Degree in Applied Statistics from Villanova. Trained in analysis of variance (ANOVA), regression, linear models, statistical process control and SAS. LEADERSHIP
 8 years of experience in the U.S. Army in complex aviation operations, including combat operations in Somalia.  Strong leader with the ability to initiate change, obtain buy-in, and establish new processes.  Led a team of 8 project and program managers, with a portfolio budget of $66 million, supporting AstraZeneca Commercial Analytics and Commercial Operations. PROJECT MANAGEMENT
 Global Program Manager of an initiative to develop and deploy 70,000 new Vista clients in over 60 different countries, with a budget in excess of $110 million.  Implemented Project Management Offices at Exelon Energy and AstraZeneca.  Developed a Project Management Methodology (US PMM) for AstraZeneca in order to improve project delivery.  US implementation manager of an IS Project Delivery Methodology. PORTFOLIO MANAGEMENT
 Led the development of an integrated portfolio of projects supporting US Commercial Operations at AstraZeneca.  Created portfolio and resource management processes from the ground up for the TP&S PMO within AstraZeneca US IS. Actively managed the TP&S portfolio of over 40 projects valued at over $8million, for 2 years.  Established and led a Portfolio Management Office (PMO) for AstraZeneca USIS. Responsible for a portfolio
AstraZeneca, Wilmington, DE January 2012 – Current
Responsible for creating and leading a Portfolio Management Office to enable efficient and effective delivery of the USIS
Portfolio. Manages the USIS portfolio of projects and facilitates the delivery of USIS projects supporting commercial
operations through release management, resourcing, vendor management, and other capabilities.
 Established an integrated PMO and built Portfolio Management, Resource Management and Vendor Management capabilities to support portfolio of over 60 projects per year and valued at $75M. Created and managed an integrated project delivery release plan, managed dependencies and removed risks.  Established a decision point review process to ensure projects stay on track, deliver their intended benefits and meet  Created PMO metrics and portfolio / resource analytics and reporting. Created a vendor scorecard to improve vendor performance. Established portfolio forecasting and trend analysis processes.
DIRECTOR, SOLUTIONS LIFECYCLE, USIS: AstraZeneca, Wilmington, DE January 2008 – December 2011
Led a team of 8 senior project and program managers and 6 contract project managers delivering application development solutions to US marketing and sales operations. Provided oversight and planning for proof of concept, enhancement and new application deployment projects. Integrated program plans and supported project managers as they set project expectations, created business cases, built project plans, and ensured customer expectations were met. Improved project management processes, and conducted individual development planning, skill development and coaching to enable continuous improvement of the solution delivery organization.  To address the risk due to the volume of projects and the system, resource, and deliverable dependencies between projects, developed an integrated portfolio of projects supporting US Commercial Operations, including Commercial Insight and Analytics. Developed and maintained a comprehensive release plan, established portfolio governance, budget, issue and risk processes. Total portfolio spend was $66M.  For the USIS reorganization in 2008, developed project manager capacity estimates, developed the PM role description, and staffed the organization with existing USIS project managers and external candidates. Managed transition planning for all new USIS roles. Planned and delivered a town hall to explain the new organization and  Implemented processes to ensure successful delivery of USIS projects, including decision point reviews, PM methodology minimum standards, business case processes, and project escalation review meetings.
AstraZeneca, Wilmington, DE June 2006 – December 2007
Global Program Manager for the business case development and planning phases of the Next Generation Topaz program.
Program scope was to develop a standard client based on MS Vista, Office 2007 and enabling products, complete
application testing and remediation, establish a global PC hardware vendor, deploy 70,000 new PC’s in over 60 different
countries, and handover new client support processes to BAU. The program had a budget in excess of $110 million, included 3 major vendors, leveraged a global team of over 100 personnel, and forecast $19 million in annual savings.  Delivered and obtained SET approval for program business case. Reduced initial program costs by 18%. Reorganized the program structure to improve efficiency and reduce costs.  Led RFP process and vendor selection of outsourcing partner to plan and develop the client image and conduct application testing and remediation. Oversaw the evaluation and selection of a global hardware vendor for AstraZeneca, to improve standardization, reduce hardware costs, and streamline support across the organization.  Conducted extensive stakeholder management to assess global customer requirements and communicate program
TP&S LEAD PROJECT MANAGER: AstraZeneca, Wilmington, DE May 2004 - June 2006
Responsible for managing multiple consultant-based and internal project teams concurrently to achieve project objectives in
high quality, cost effective, and timely manner. Participated in RFQ/RFP processes, vendor selection, project team
initiation, and project status reporting activities. Responsible for portfolio management, resource management, and Logistics for the TP&S Project Management Office. Led the annual business enablement planning process, which included project candidate discovery, business case development and project selection.  Created portfolio management processes and governance. Tracked a list of ongoing projects, created reporting tools for visibility, developed methods to actively balance the portfolio based on value categories, risks, and project type.  Established a Portfolio Review Board (PRB) and processes to evaluate and approve business cases, register and prioritize projects, and steer the TP&S portfolio of projects, in order to maximize benefits and meet customer needs with limited resources and budget. In one year evaluated 61 business cases and managed an $8.7 million portfolio.  Actively participated in the development of a global portfolio management capability when TP&S joined IT Services. TP&S portfolio management was broadly leveraged in developing the global processes.  Established shared resource management processes for TP&S to improve resource utilization and reduce costs. Resource management generated $786K in savings for TP&S. This resource management model became the basis for implementing global resource management in IT Services / GTO.  Led the Clarity Strategy Development project for US IS, to establish a roadmap for implementing Clarity across the  US Program Manager for Evolve, a joint AZ-IBM program of 13 projects to reduce the cost and enhance the effectiveness and efficiency of IS services and reduce annual costs by $5.5 million. Involved key stakeholders in planning and influenced IBM to understand and act upon AZ concerns, such as maintaining application packaging processes onsite.  Client Stream Lead for the Genesis strategic initiatives JIP phase, developing business cases for 4 efficiency projects with potential annual savings of $17.4 million. SENIOR MANAGEMENT CONSULTANT: Greencastle Associates Consulting, Malvern,PA Nov 1999 - April 2004
Planned and implemented large-scale projects for clients. Developed and managed program plans and implementation, provided project controls and integration. Gathered customer requirements and expectations and translated these into viable solutions. Developed, mapped, and analyzed complex business processes. Provided project management training and methodology development.  Developed an in-depth project management methodology for AstraZeneca, based on extensive research, customer surveys, and analysis of the operating environment. This methodology enabled the AstraZeneca’s IS department to reduce project costs and duration while improving project benefits.  Created and managed a Project Management Office for Exelon Energy to provide PM methodologies, support and coordination for initiatives, improving project delivery times and costs. Led 7 company initiatives.  Established portfolio management, reporting and governance for Exelon Energy. Conducted business process development and redesign for various billing and customer care processes at Exelon Energy, substantially streamlining operations and reducing overhead costs.  Led 4 post-merger sourcing consolidation projects for Exelon, worth over $1 million in annual savings. In addition, led the implementation of a new billing software platform for Exelon Energy.  Created and led project management training classes for Exelon Corporation. Developed and conducted project management and quality training classes for Greencastle employees. PROJECT MANAGEMENT INSTRUCTOR: Pennsylvania State University, Great Valley, PA Oct 2003 - May 2005
Developed and taught a 7-week course on project scheduling and integration for the Continuing Education Department’s
Project Management Certificate Program. Delivered the course to groups of up to 25 students.
GE Appliances, Louisville, KY Sep 1998 - Nov 1999
Project lead on productivity and cost-reduction projects for the refrigeration division. Responsible for developing project
scope, feasibility, timelines and evaluation plans and leading teams to implement projects that improved product cost, reliability, safety requirements, marketing requirements and service call rates.  Developed three separate productivity and cost-reduction projects collectively worth more than $2 million in annual savings. These projects required close coordination with design engineering, manufacturing, marketing, purchasing and suppliers to ensure seamless execution under tight time constraints, while meeting customer expectations.  Trained in Six Sigma methodologies. Utilized Six Sigma tools in all phases of project management. AVIATION OFFICER (VARIOUS ROLES): U.S. Army, Illesheim, Germany
 Managed human resources functions for a battalion of 443 soldiers. Responsibilities included HR policy design and administration, promotions, evaluations, awards, training, finance, and legal actions. Deployed in support of peacekeeping mission in Bosnia-Herzegovina and developed a working personnel center from the ground up, supporting 600 soldiers.  Acting commander of a company of 141 soldiers in 38 different technical specialties. Responsible for the maintenance of the U.S. Army’s fleet of 114 Apache attack helicopters in Europe, each valued at $12 million. Maintained over $10 million in repair parts and ground support equipment.  Aviation maintenance and resource manager for 200 soldiers and 32 contract mechanics, supporting 114 helicopters in four locations. Coordinated all on-site and remote maintenance and managed a parts account worth $30 million.  Managed a budget of $315,000 and a force of 250 soldiers to provide logistical support to over 400 soldiers participating in the Nijmegan International Road March in the Netherlands.
BLACKHAWK HELICOPTER PLATOON LEADER: U.S. Army, Korea and Ft Campbell, KY 1991 - 1994
 Led platoons of up to 14 pilots and 15 enlisted mechanics. Led the platoon’s long-range planning, combat mission preparation and execution and managed the morale, welfare, individual career development, and overall performance.  Deployed and led platoon in support of U.N. peacekeeping operations in Somalia. Led numerous air assault and support missions in a combat zone. Flew over 1000 hours including 230 combat flight hours as a Pilot-in-Command.
Villanova University
, Master’s in Applied Statistics, 2013
Pennsylvania State University, MBA, 2002
United States Military Academy, BS Mechanical Engineering (Aerospace), 1990, GPA 3.50
 Distinguished Cadet, Dean’s List, Phi Kappa Phi Honor Society  Company First Sergeant, Regimental Adjutant (Cadet Captain), Marathon Team  Intern Engineer, State of NY, 1990 PMP Certified, Project Management Institute, 2004
Six Sigma Green Belt Training, General Electric Appliances, 1998


Necrobiosis lipoidica

Necrobiosis Lipoidica Last Updated: December 1, 2005 Author: Cheryl J Barnes, MD, Director of Pediatric Dermatology, Associate Professor, Department of Internal Medicine, Division of Dermatology, Medical College of Georgia Coauthor(s): Loretta Davis, MD, Professor, Department of Internal Medicine, Division of Dermatology, Medical College of Georgia Cheryl J Barnes, MD, is a member of the followi

The unknowing nose ; with no ability to smell, an anosmiac has difficulty making scents of the world - archives |

The Unknowing Nose ; With no ability to smell, an anosmiac has difficulty making scents of the world [FINAL Edition] Document Text Go to, call up a scratch-and-sniff book titled The Sweet Smell of Christmas and you'll find 55 out of 56 customer reviewers give it aNot bad for a book that's short on plot but long on snootfuls of chemically contrived hot cocoa and candy canes. &#

© 2008-2018 Medical News