1. Jennifer Colie
Frisco, TX
(469) 400-7361
SUMMARY
 Extremely disciplined, organized IT project manager with 20+ years of national IT
deployment/implementation experience in a fast-paced environment
 Proven leader with precise attention to detail and talent for logically identifying and resolving
unexpected challenges
 Extensive experience with project logistics such as planning, coordinating and execution.
 Professional and adaptable manager of local, remote, and vendor teams
 Exceeds goals and achieves success on "troubled" project initiatives
 Provides customer service above expectations, resulting in wins against other vendors
CERTIFICATION
 Six Sigma Green Belt – Certification ID 65835
PROFESSIONAL EXPERIENCE
Apex Technologies/Dell Inc. 2015 – Present
Project Leader
 Manage projects and subprojects. Develop project deliverables including project plans, schedules,
and status reports; facilitates meetings and follow-up on action items; gathering, organizing and
distributing project related documentation.
 Serve as peer coach; offering input and guidance on project management standards and best
practices; provides leadership and support for delivery teams and staff
 Manage customer financials including program forecasts,financial audits and reporting. Manage
project reporting, creating and maintaining project status updates, maintain master project
schedules and facilitating project status meetings as needed.
Randstad Technologies Frisco, TX 2007 – 2015
Project Manager
 Managed full project life cycle from conception/initiation through project close
 Owned complete responsibility for closely and accurately tracking project financials and forecasts
 Managed project risks to resolve conditions that could have adversely affected on-time
performance,profitability and/or customer satisfaction
 Collaborated with solutions and sales team on pricing, request for proposals, statements of work,
and client meetings for project proposals
 Focused on delivering excellent customer experience through team training

2.  Successfully increased accuracy of client invoicing and margin after assuming control of projects
mid-stream
 Facilitate project logistic and planning
 Communicated project status and managed expectations for stakeholders at all levels of the
organization
 Oversaw a portfolio of 10-25 projects/teams concurrently with revenues/budgets over $1 million,
including:
 Golfsmith International - All low-voltage installation work for Golfsmith new and remodeled
stores, with annual revenues of $1.4+ million, exceeding target margin by 20% in adverse new
construction environment. Awarded sole vendor status severalmonths after taking over project.
 Fuji/Walgreens - $1.2 million, 3,000+ location photo book/poster printer rollout over 3 months.
Fuji awarded the project to Randstad Technologies based on my previous successful Walgreens
projects.
 Bank of America - VoIP Conversion on “Consumer Readiness” and “Small Enterprise” projects,
with 5000 branches converted and 115,000 Cisco VoIP telephones installed across the U.S.
 Fuji/Walmart - Proactive replacement of 600 large photo lab printers over a 2 month period. This
ensured little downtime for Walmart during the critical holiday season and reduced Fuji's costs.
 Hess/Speedway Gas Stations – 850 Store Pin Pad replacement project. POS De-Install and Re-
Installation project at 170 Stores after conversion from Hess to Speedway.
 Portfolio of projects included point of sale (POS) installation/upgrades, circuit turn-ups, Cisco
router/switch installs, network/telco dispatch work, data inventories, and site surveys
Maintech @ Agere Systems Allentown, PA 2005 – 2006
Assistant Project Manager
 Responsible for ordering equipment/services for all of Agere System’s IT organization and Global
business partners
 Processing of capital and expense purchase requisitions in Oracle Database
 Prepare forms and obtain necessary approvals by CFO for global capital expenditures in order to
execute in a timely manner
 Provide up-to-date status reporting of all issued requisitions
 Manage invoice reconciliation process
 Review and validate invoices prior to submission to Accounts Payable
 Investigate and Correct financial discrepancies
 Cost Savings analysis and implementation
 Assist in Execution and management of monthly book-closing activities
 Management of Oracle Accounts Payable/GPO Inquiry Systems
 Review and manage business partnership issues related to global procurement / accounts payable
 Daily interactions with Global Procurement Officers,Accounts Payable and Finance
AT&T Bridgewater, NJ 1995 –
2005
Project Coordinator

3.  Ensure the efficiency of internal and externalbilling procedures for Sales Organization
 Audit internal clients and external vendors daily, to ensure proper billing protocol is followed
 Spreadsheet based data management system creation; implementation, and management
 Investigate and substantiate the validity of charges to our organization to prevent and alleviate
human and/or system error
 Daily budgeting responsibilities include managing and prioritizing the dispersion of AT&T’s 14
million dollar training budget
 Monitoring and reporting of monthly expenses and monthly/yearly budget projections.
 Work closely with Internal and External vendors to ensure invoicing and payment schedules are
enforced
 Work on the reconciliation and collection of past due accounts
 Managed training activities for internal employees and external clients
 Scheduled training courses,assigned instructors
 Materials Management
 Responsible for all Pre-Session Communication
 Scheduling of Travel arrangements for employees and external clients
 Input training class information into the online Learning Management System.
 Track and monitor the cost effectiveness of classes,their locations and the size
 Creation of custom spreadsheets for the purpose of tracking all people (lodging, transportation,
textbooks and materials) and facility (providing food, LAN connections, etc.) needs are addressed
 Coordination/registration processes for numerous global training events
 Managed 43 individual training courses, and scheduled 17 large corporate Event Planning support
including hotel and travel accommodations, vendor/employee registration and management
 Work to identify office and training space that is not being used or is under-utilized and returning
this space back to our Global Real estate department for significant organizational cost savings
 2004 space management efforts resulted in a return to the organization of over $2 million