John Dermody is a Project Management Professional (PMP) certified project manager with over 15 years of experience managing complex projects for Hewlett-Packard. He has a proven track record of driving operational efficiency and realizing millions in cost savings. Dermody holds an MBA and has managed projects globally, including overseeing a lucrative partnership with Japanese OEM partners generating $300-500M annually. He is proficient in Agile and traditional project management methodologies.

1. JOHN DERMODY, MBA, PMP
Antelope, CA • 916-207-0474 • john_dermody@comcast.net • www.linkedin.com/in/johndermody
P R O J E C T M A N A G E M E N T P R O F E S S I O N A L
Six Sigma Greenbelt Certified ~ Operational Efficiency ~ Certified Electronics Technician
Drive Organizational Efficiency through the use of Proven Project Management Methodologies ~ Client Relationships
 PROACTIVE, PERFORMANCE DRIVEN PROJECT MANAGEMENT INSTITUTE CERTIFIED PROJECT MANAGER,
HAND-PICKED BY ONE OF THE NATION’S LEADING TECHNOLOGY FIRMS to lead and oversee complex projects
across global enterprise division. Solid experience influencing high-impact initiatives in process improvement,
process change, process development and deployment. Strong ability to liaise across business organizations and IT
with affinity to optimize processes and systems, remove constraints, increase productivity, and foster customer
loyalty.
 DATA-DRIVEN PROFESSIONAL WITH THE ABILITY TO LEARN NEW OR PROPRIETARY APPLICATIONS and make
persuasive project actions to resolve issues or improve quality or processes from either a quantitative or qualitative
standpoint. This focused data was used to manage key stakeholders and gain approvals from sponsors and
customers to improve parts, processes and overall quality.
P R O F E S S I O N A L M I L E S T O N E S
 Enterprise Management: Achieved success as an integral Project Manager on a team of project managers for the
Japanese partnership which generated between $300M - $500M revenue annually. Responsible for realizing $9M -
$15M in profit annually from 2005-2014.
 Cost Savings/Cost Avoidance Initiatives: Led vital primitive failure (cosmetically damaged) reduction agile
project that saved Hewlett-Packard between $50K -$78K annually.
 Technical Prowess: Proactively wrote macros in Excel to simplify the Catch/Capture process. More extensive was
the worldwide standardization of defective material returns which made the process the same for EMEA (Europe)
and AP (Asia Pacific). Team developed quality guidelines to enforced Hewlett-Packard quality standards through
audits in alignment with ISO 9000 standards.
 Quality Improvement Oversight: Travelled to Japan annually for face-to-face meetings to exchange quality
improvement metrics, project updates and accept new challenges or issues raised by international teams of
managers and engineers. This international environment was continuously challenged with the need to enforce
proprietary information while representing Hewlett-Packard and satisfying customer challenges.
A R E A S O F S T R E N G T H
 Product Integration/Migration
 E2E Product Improvement
 Agile and Traditional (Iterative)
PM in Matrix Organization
 Cost Avoidance/Cost Savings
 Poised Public Speaker
 Business & IT Strategic Planning  Repair Process Development  Focused Data Mining
 Client Relationship Management  Process Improvement  Team Leadership
P R O F E S S I O N A L E X P E R I E N C E
Hewlett-Packard, Roseville, CA 1999-2014
-Global Parts Supply Chain Japanese Original Equipment Manufacturer (JOEM) Program Manager, 2005-2014
Recruited to oversee the integrity of lucrative partnership with Japanese OEM partners responsible for the management of
coordinated efforts of twenty server and storage engineers facilitating failure analysis of defective parts and providing
corrective actions where possible. This very important partnership with five OEM corporations generates revenues of $300-
$500M per year. Their satisfaction is realized through:
 Customer facing quarterly to present accomplishments (3Virtual, 1Face-to-face in Japan)
 Reduction of turnaround time of failure analysis (70 days to 34 days)
 Reduction of No Fault Found through strategic test alignment strategies (30% to 8%)
 Reduction of primitive failures through reverse logistic strategies (18% to 4%)

2. -Catch Capture Program Manager, HP 2009-2012
Spearheaded the entire process development, process change, then deployment and execution of this global quality program
designed to provide a means by which the Hewlett-Packard field organizations obtain analysis for failed exchange
assemblies
 Oversaw the capture of the highest level of analysis available which is part number dependent and is dictated by
the repair strategy of Hewlett-Packard's contractual agreement with the repair vendor
 Developed the standardized 8D reporting document for the global repair division with focus on customer
satisfaction and parts quality improvements
-Global Support Organization Quality Product Engineer, HP 1999-2005
Leveraged extensive knowledge of engineering principles and methodologies to manage all aspects of repair process
development for the new product introduction of high end enterprise servers
 Ordered capital equipment for the tools used by sub-contractor owned by Hewlett-Packard
 Successfully oversaw FY05 budget of $1.95 million: Tracked expensed equipment, capital assets, training and travel
 Meticulously managed engineering input for product support working with planning and procurement
 Strategically utilized the Engineering Change Management process to manage document release
 Tracked and managed continuous quality improvement as input through closed loop quality improvement
 Evaluated and submitted value add justification for supporting replacement with repaired PCA’s vs. news
 Extensive knowledge and application of writing, editing, and implementing automated test scripts
 Experience participating in requirements definition and translating business requirements into test scripts
M I L I T A R Y E X P E R I E N C E
Army, Infantry 1981-1986
Army Medical Platoon Leader, Army National Guard, Santa Ana, CA
Led training and evaluation of the 18 members of the medical platoon attached to Co A HHC 1-160th Infantry
Infantry Officer’s Basic Course, Ft Benning, GA
Sixteen weeks of active duty to experience tactics/skills necessary for leading through international conflict
Advanced Camp, Ft Riley, KS
Active duty expanding on leadership concepts cultivated in Basic Camp
Basic Camp, Ft Knox, KY
Introduction to the Army included customs and courtesies, physical aptitude, weapons familiarization, close order drill, and
field exercise all geared for leadership development
E D U C A T I O N & C E R T I F I C A T I O N S
Master’s in Business Administration, California State University, Sacramento, CA; 2007; 3.6 GPA
Bachelor of Science in Electronics Engineering, ITT Technical Institute, Rancho Cordova, CA Valedictorian. 4.0 GPA
Associate of Science, New Mexico Military Institute, Roswell, NM; Distinguished Military Student. 3.54 GPA;
Commissioned 2nd
LT in US Army
Computer Programming, MTI Western Business College, Sacramento, CA; 3.0 GPA
Certifications
 Project Management Professional (PMI: 1473937) certified (DEC2011) –current to DEC2020
 American Heart Association Heartsaver First Aid CPR AED certified to 11/2017
 Six Sigma Greenbelt Certified (Hewlett-Packard 2008)
 Certified Electronics Technician
T E C H N I C A L P R O F I C I E N C I E S
MS Applications
Mastery in Microsoft Office (Project, Word, Excel, PowerPoint, Access, Visio, Lync)
Software
Introductory level working knowledge of html, C, C++, COBOL, RPGII, BASIC, SQL and Pascal
Other
Expert use of collaborative sharing through eRoom, web publishing to SharePoint, SharePoint administrator site building,
conference, Outlook, NetMeeting, and MS Office Communicator (Lync), SAP