1. From PC to lead PM, ten years living the Diebold brand.
1. Have done every job within the BofA project, from tracking to lead PM
2. Was part of Diebold refresh project completed between 2005 and 2010
3. Manage ATA deployment
a. ATA SOW development
b. ATA roll out planning
i. Part distribution (crash kits)
ii. New areas training and planning
iii. Rigger training
iv. Tech training
v. PC, tracking and deliverables training
c. ATA roll out
i. Manage schedules
ii. Managed equipment
iii. Managed day to day activities
4. Master schedule – created a functional master schedule template, with Macros and formulas to
increase effectiveness and efficiency for the PCs and PMs.
5. Daily tracking, tools and processes – created tracking report and creation tool. Implemented
processes for trackers to track daily activity for BofA. Tracking list is automatically generated every
morning based on sites on the master schedule, this list is transfer to the tracking report where
trackers add information based on daily activities. Having a standardized tracking system allows us
to keep records of the completed activities with all the daily notes.
6. BAU work plan verification tool and processes – for the BAU side of the account, we receive several
project plans every week. The bank uses these project plans to communicate all vendors the new
sites added, date and scope changes. Comparing these manually was a monumental task taking
several days to process all work plans, we had to go line by line comparing the master schedule
against the customer’s work plan to find new sites added and changes to sites already on the list. I
created a tool in excel that allow us to compare all work plans against the master schedule in a
matter of minutes and with much higher accuracy.
7. Systems verification tool and verification process – created a tool to verify the information in the
master schedule against the information we have in the systems, this allow us to keep the system
and master in synch. This tool was created to allow the PC to double check hundreds of orders at
the time, without having to check them individually in the system, saving us time and improving
system accuracy.
8. Schedule creation tool – the site list we receive from BofA comes in a format that doesn’t match our
master schedule, transferring data by copy and pasting proved to be inaccurate and inefficient. I
created a tool that takes the information from the customer’s format and move the data into our
format with a click of a button. I can take the customer’s list and transfer data into our format in
just minutes and without us having to do the manual work, with macros the creation tool move the
data by itself while we can continue with other tasks/activities.
9. Deliverables schedule and processes – created the deliverables master schedule we use to track
deliverables and the process to review and submit to the bank. Also created the escalation process
we follow to escalate deliverables not received.
10. SOWs – created standardized SOW for BofA based on activity type, these are SOWs we can modify
if needed, but give us a starting point for all activities done on the account.

2. Major achievements of 2015:
1. Worked directly with BofA management to reach an agreement on ATA standard pricing for tech time not
included in the installation allowance. Each ATA we sell BofA only includes 4 hours of tech time, however,
customer requires that we have techs on site more than that. I took the lead on a meeting with Donna
Magnuson and created and schedule of extra time we are to charge when we install 1 to 6 units at a site,
this was a big deal since we had not been able to charge for extra time in 2014 losing a huge potential for
revenue. In 2015 we installed 277 ATA, each ATA generated extra BW revenue thanks to the pricing
agreement with BofA that i steward.
2. Worked with the account team to prepare SOW document and processes for the NextGen refresh project,
this is the biggest project in Diebold, which will run between 2015 and 2020. We will replace all units in the
BofA fleet, removing Opteva units and installing NextGen equipment. I was not part of the Refresh team at
that time, I was still managing the BAU project by myself and consulting for the Refresh team and account
team. Because i had been part of the Refresh project completed between 2005 and 2010, i had valuable
contributions to make.
3. In June of 2015, I was made aware of struggles with the Refresh project and decided to propose a change
to my then managers. I drafted a plan to make the BofA team a stronger team to tackle Refresh and
continue with the success in BAU. My plan included a detail request for resources with the tasks they were
going to perform, transition plan, tools and processes. The plan would put me as the lead of the team,
heading the BAU and Refresh efforts. The plan was accepted and approved by my managers and account
team, since then i have been successfully leading the project team for Refresh and BAU.
4. Created an infrastructure in the BofA team to make us lean and efficient. Using excel tools to save time
and effort. We have master schedules that allow us to see all upcoming activities, manage equipment,
resources and keep accurate records of completed installs. We have a tracking report and tools that allow as
to track daily activities and report on progress. I developed a tool that allow us to review BAU date changes
in a fraction of the time, than if was done manually.
5. Successfully have trained a replacement PM for the BAU project, transition was flawless due to the well
organized and documented project i had. Anissa Richardson was able to take the project and run with it
after only a week of training, no issues or declined in performance have occur. I do, however, still involved
in the project as the Sr. PM on the account.