1. ROBERT J. (BOB) VANDENBERG, PMP
E-mail: projectmanager4value@gmail.com 360 909 5683 / 831609 6494 – Cell / Home Phone
LinkedIn Profile: www.linkedin.com/pub/bob-vandenberg/2/8b/76a 1240 El Solyo Heights Drive, Felton, CA 95018
QUALIFICATIONS/CORE COMPETENCIES
• 30+ Years People Leadership, Management and Mentoring • 9+ Years IT Program Management
• 25+ Years IT Experience in companies ranging from start-ups
to multinationals
• Managed Project budgets up $5.5M/total of $12.5M Experience in
budgeting, forecasting, risk management, Stakeholder
management, scheduling and procurement
• 20+ years IT Project Management, proficient in both Agile
and Waterfall methodologies. PMP current to 2019. Studying
for CSM and CPO.
• 10+ years ITIL/ITSM Management/Release/Change
Management
• 15 years of Mentoring
Technologies: Micros, MSProject, MSOffice, Visio, Java, J2EE, MSExchange/Outlook, Lotus Notes, MSSQL, OracleDB, Plutora, JIRA/Confluence, Webex, SaaS
applications and implementations, REST API, Windows/Linux/UNIX OS, POS, Micros, Box, Salesforce, Slack, Office 365, Zoom, Lucidchart, Trello, Skype
RELEVANT EXPERIENCE
Program Release Manager (Consultant) Intapp June 2016 to Present
• Scrum Coach/Trainer for 6 teams over 3 on- and off-shore locations of 30 people total. Created Playbooks for cross team coordination, collaborations,
hand-offs, versioning, and other Scrum/Agile related subjects in wikis.
• Documented and implemented Break Glass procedures for a governed and documented procedure to access customer Production data.
• Transitioned the DevOps team to a Kanban methodology to manage team tasks/workflows with at least 35% greater efficiency.
• Developed NPI engagement escalation, communications, and tracking procedures and reports.
• Managed the Cloud Scrum Team Development QA metrics and reporting activities.
• Assisted in the transition of an acquired company to the Intapp operational playbook for Cloud products.
Project / Cutover Manager Infogain @ West Marine & TWE August 2015 to May 2016
• Managed 8 on-site Technical Team working on an $800K Tokenization Project for a major Water Sports and Equipment Retailer.
• Ensured timely delivery of project deliverables including code, test cases and plans, design and technical approach documentation, and report status
documentation.
• Developed and managed the Cutover Strategy and Detailed (Step-By-Step) Cutover Plan, along with the associated checklists, processes and procedures to
successfully transition West Marine Applications and Functionality to transact with Merchant Link and Chase Paymentech to authorize and settle tokenized
transactions.
• Successfully managed the deployment of 2 major Tokenization releases and 2 significant patches on time and on budget, worth $1.35M.
Solutions Architect / Implementation Manager Plutora October 2014 to August 2015
• Successfully on boarded 5 major clients valued over $2.5M in revenue on the Plutora SaaS application through on-site engagements.
• Provided over 125 M1 and M2 pre-sales demonstrations, ensuring that all requested features and use cases were successfully addressed. Audiences
include technical and operational professionals to C level Executives by the SaaS based Plutora Application.
• Provided on-site training to and consulting services for over 65 users, ensuring their successful and rapid implementation of Plutora usage by Release,
Environment, Change, and Deployment management Professionals and Managers.
• Developed, managed, and trained users during over 15 Proof Of Concept demonstrations.
• Maintained the company pre-sales demonstration site, ensuring site currency and the availability of various use cases to adequately demonstrate
application capabilities.
• Managed and worked with offshore teams.
Cloud Services Release Manager OSI Engineer for Cisco Webex August 2013 to October 2014
• Releasing successfully changes into BTS and Production environments for 12 critical Webex/Cloud/SaaS Collaboration Tools components, both internally
and/or customer facing. Assume sole responsibility for managing component releases in 60% shorter time than normal.
• Managed the deployment of changes in up to 8 environments in the same Change Window with 100% success rate working with both onshore and
offshore teams.
• Managed the team transition from Remedy 6 to Remedy 7, to include adoption of current process flows to new application features.
• Currently working on developing a team Release Management console to include release and change creation and management, Kanban tracking, report
generation, and status monitoring.
• Provided recommendations for to meeting the Department 2014/2015 goals in the areas of ITIL and CMDB.
Infrastructure Release Manager Symphony Enterprise LLC for NetApp January 2013 to August 2013
• Managing the security patching and/or O/S updating of over 3900 Windows, Red Hat Linus, Solaris, and other UNIX servers in all environments.
Responsible for the management of the successful update of over 400 servers. This included the coordination of upgrading Corporate WebSphere servers
without service impacts.
• Creating, representing, and managing the handling of all tracking/change documentation. Coordinating with Application owners to minimize conflicts,
identify and resolve issues, and ensure completion of all tasks within the designated update period.
• Created and submitted proposal to improve Windows server patching by 87%.
RELEASE MANAGER KForce for IBM/Seterus/Beaverton, OR April 2012 - September 2012
• Managed the deployment of an average of 50 Application changes, generally as multiple releases; weekly into Production and UAT environment with an
88% success rate, managing a team of 9 remote Release Engineers.

2. • Consulted with Application Development teams to streamline release documentation, processing and after deployment verification and validations, to
include letter, BI, EDW, and other in-house applications.
• Implemented post verification and validation practices for all deployed changes in additional to successfully improving the Application Release process,
converting to an Agile deployment/release methodology.
• Increased deployment success rate by 35% points through the implementation of a more disciplined change package review system, employing a higher
standard of release approval criteria.
• Implemented a post deployment verification and validation system by the Application Development teams to ensure all deployments are successfully
deployed and functional, decreasing the post implementation rollback required by 65%.
CHANGE PROGRAM MANAGER Chameleon Technologies for Microsoft/Redmond, WA March 2011 – March 2012
• Improved offshore team efficiency by 25% through procedure improvement and improved workforce procedures.
• Created over 8 process improvements/procedures resulting in 15% increase in team efficiency.
• Identified and reconciled identified conflicts, issues, and possible end user impacting environmental changes resulting from over 3500 change tickets
promoted into the environments of over 60 hosted customers, through the use of CAB meetings, score carding, and RFC monitoring in MSChange.
Remotely managed 3 deployment impacting incidents to timely resolution, minimizing impact to hosted sites.
SR. BUILD/RELEASE/PROGRAM MANAGER KForce for DTNA/Portland, OR July 2008 – January 2011
• Successfully managed over 380 build and patch releases into Production, UAT, and development environments with a 99% success rate for an online
SaaS/eCommerce/warranty claims processing and CRM application as part of a $55M project. Successfully updated and implemented project build and
release tracking, handling, and implementation process.
• Successfully managed the successful transition and integration of UAT and PROD environments from Mainframe to AIX database format with minimal
downtime, no data integrity or content loss, and the 2 identified issues resolved within 8 hours of identification.
• Managed upwards of 8 VLAN and LAN configured operational environments on 3 P570 server frames and other DTNA assets, consisting of WebSphere,
UNIX, NetApp, and AIX database servers. Maintained an operational up time of 97.5%.
• Managed the upgrade of all environments and the integration of OWL environments from 8 to 4 at this time with minimal impact to environment users.
• Increased project Build and Release process efficiency by 45%, resulting on monthly releases, by completely redesigning and implementing an upgraded
Build/Release Management process for the OWL project. Increase the build manifest content to 94% from 63%. Adjusted the process as the Software
development methodology transitioned from waterfall to Agile and from vendor developed to in-house.
• Improved application performance by 158% while managing the Performance Improvement Team, which identified and implemented over 65 major
Performance Improvements in the areas of BI, database, reports, and applications.
SR. PROJECT MANAGER Aditi for Microsoft/Redmond, WA January 2008 – May 2008
• Managed from planning to release, the Calypso (eCommerce), MCT 2008 Renewal/CRM, and MSLearning/CRM programs/initiatives within scope, on-time,
and on-budget. Responsible for coordinating UAT, Engineering, Support, On-Boarding, and Business Teams towards successful implementation of
programs. Projects contributed to $12M in revenue and/or VAT payment compliance. Applied Six Sigma principles and methodologies to all projects
managed as part of overall corporate initiative. Total project budget was $3.5M and involved teams from 10 to 18 members, both on-site and remote.
• Maintained all projects in Green status 98% during reporting periods. Resolved all potentially out of parameter issues within 2 weeks of identification.
• Responsible for creating functional specifications and feature maps, showing linkages from the BRDs to the functional specifications to the technical
specifications. Performed requirements gathering with Business groups and stakeholders.
CLIENT RELATION MANAGER Quorum for Cingular Wireless/Bothell, WA June 2007 – December 2007
• Achieved a 97% customer satisfaction rating managing client relations for 9 internal and external AT&T Wireless partners.
• Managing customer expectations and issues, resolving SOAP interface reporting and connectivity issues, and managing all customers on an on-call basis.
Reduced outstanding issues by 60% for 3 major clients within a month of assuming this position.
• Ensured that 85% of supported customers upgraded through 2 cycles without impact to production systems. Resolve outstanding issues for remaining
15% with 3 business days, without impact to customer end users.
• Managed and administered the team SharePoint site, including developing team processes and procedures, site content, customer CRM data and links,
and created sites for special events, to include regression and sanity testing, and holiday support activities. Ensured that all constituencies’ requirements
were met on time.
Technical Project Manager InterGlobal for Microsoft Corporation April 2006 – June 2007
• Managed the project delivery of 9 of 16 Partner Portal/eCommerce Team projects within scope, on-time and on-schedule. Projects included Web Portal,
infrastructure replacement, SQL server upgrade, 3rd
tier support, and configuration tools tool applications. Applications included BI and support
applications; and portal updates. Managed portfolio budget of $7.5M with a single project budge of $2.5M, and a remote team of 16 developers, QA,
BSA, and training personnel. Managed simultaneous waterfall and Agile/prototype projects conducted by an overseas team.
• Managed the monthly release cycles for the Partner Web Portal with 98% successful first time releases of applications, patches, and upgrades. All
identified issues were resolved within 5 business days with no loss of revenue or impact to Portal end users.
• Developed the initial framework for the Partner Portal portfolio program. Identify overarching processes, procedures, and policies for the identification of
Partner Portal assets, projects, and aligning them with business objectives.
• Managed the MIO transition program. Developed gap analysis criteria for evaluation by Business and Technical users. Develop 18 gap analysis documents
to validate “what is” versus “what will be” for developers and project team.
• Responsible for creating functional specifications and feature maps, showing linkages from the BRDs to the functional specifications to the technical
specifications. Performed requirements gathering with Business groups and stakeholders.
EDUCATION:
• M.B.A. (National University) Operational Analysis and Methodologies, Research, Marketing, Finance, Economics, Accounting – Graduated 8/1987

3. • B.S. in Systems Management (USC) Operational Research and Analysis, System Analysis and Management, Program Management, Risk Analysis and
Mitigation – Graduated 6/1980