M j smith detailed resume 6 2015

Melissa J Smith 00MelissaJSmith00@gmail.com
Cell 623 277 8784
22615 North Hance Blvd Phoenix, Arizona 85027
1
The design, development, implementation, and analysis of technical products, systems,
and the supporting architecture for programs, projects, for business, maintenance, and upgrades
integrations, evaluations of performance, and deliverables. As positions progressed the
understanding of what was missing from the environment became my focus. Working my way
through the ranks, from business operations account portfolios, projects, financial analysis
perspectives, to seven year strategic system architecture afforded my the opportunity to mentor at
the Director level for a global environment. The capacity of working hands on with Executives,
both business and technical Senior Leadership, Project Managers, and the teams and divisions
they represented always had me aware of the analytics and quality assurance from my
operational, contractual, system, SLAs, project governance and compliance, financial, and
technical auditing background. This knowledge fed my strategic ENTJ (Meyers Briggs)
nature and perpetuates my career choices.
Having partnered in entrepreneurial companies prior to my career in the
corporate environment afforded me the criticality and urgency of what business must
do to be economically sound. My business engagements maneuvered through such
areas organizing business sales, marketing, performance, monitoring, and tracking the
operations, global, product, procurement, department, technical finance, systems
engineering, support, and customer, and partnerships through offshore and onshore
vendors. The specific hands on database construction, reporting, analysis, strategizing,
organizing, documenting, and executing from an operations, finance, data, and
technology domains in both mainframe, midrange, end user, and isolated data, and
filtered data, for root cause analysis requirements and quality checked for the VP levels
of the organization.
This strategic minded individual has not stopped at just the work experience and
entrepreneurial endeavors, and official mentoring within Software Systems and
Technical Support Director when honing and scaling the enterprise. Strategic skills
must be attuning to accommodating business, information, technology, support
services, and customer environment. The choice of a Doctorate in IT/IS Organizational
Leadership was chosen and completing training at the Enterprise Architecture level
brings myself current to 2015s global marketplace and the needs within it. My product
skills ranges from mobile phone technology, credit card, information and technology
based services. I hope you find these skills and background worthy of a position within
your organization.

Cell 623 277 8784
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Education
 Doctor of Management in Organizational Leadership IS/IT (Six year focus study:
(Dissertation: Enterprise Investment Strategy, Organizational Governance, Training
Curriculum, Communications and operations, Security, and external support systems)
 Master’s of Business Administration with Emphasis in Global Business
 Bachelor’s of Science in Business Management
 Associate’s in Marketing and Management
Technical Skills
 Languages: Lotus Notes Administration, SQL, Met aware, HTML, Novell,
 Hardware: Mapping/Procurement/Contracts/Services/Inventory/Raw Data
 Operating Systems: Novell, Windows, Unix/Linux, Web FTP/Application, Open
Enterprise Server
Business IS/IT Application
 Project Hours 6,000 Plus
Ancillary Skills
 Account Management: Relationship Mgmt, Owner, Site leader, industrial,
commercial, and residential properties, Bid work, blueprint, estimations, and follow-
up
 Analytics: Sales data, architectural design, vendor services, financial, card, charge
volume, IBM training dollars, business operations processes, relationships of cross-
functional teams, groups, locations, facilities. Hardware, software, application, asset
management, IAM, and systems ---
 Architecture/System Engineering: Enterprise Architecture, Diagram Systems,
Blueprints, Processes, Network Hardware/Software Overlays, Mapping,
Flowcharts, UML, etc---
 Auditing/QA Analysis Tools: Financial, System, IT, IS, Data, Excel Spreadsheets,
Visio Diagrams, Manuals, Tracking Tools, Excel, Visio, Gap Analysis, Six Sigma,
Statistical applications, Minitab
 Collaborative Software: Team rooms, SharePoint, OLS, meeting applications,
Posting, messaging systems, and Dashboard
 Database: Administration, IAM, and Development of Lotus Notes, Access,
Inventory, and Vendor Relationship DB’s, Access, Projects based on SEIMS, CAPN
from the perspectives of creator, maintenance, and security. I have been asked to
join an international data/database committee for governance and security circa
2014 (Australia).
 Database/Directories Administration: Multiple companies – IAM, Printer,
Distribution, Share drives, Network, CPC Hierarchies, Account CPC Hierarchies,

Cell 623 277 8784
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Division, Department, International (Enterprise) Cost Center, (Enterprise) Facilities,
IAM. I have created two access databases for internal departmental information and
co-created other data repositories with dashboards for internal purposes.
 Enterprise Architecture: TOGAF trained, academic dissertation is the focus and
solution
 Financial: SAP Project, Tech Finance Teams, Vendor Accounts, Department
Budgets, EPIC, Fortune 500 Card Accounts, Clarity
 Marketing: Web/Graphics - Front Page, CRM Products, and Salesforce.com, CPC
Graphic Design, and Product tools, Flyers, Product Instruction Cheat sheets, etc…
 Program/Portfolio/Project Management: EPIC, MS Project, Planview, Method One,
PMI, Clarity, and SDLC
 Reporting: Monitoring applications, hard copy files charge volume 30, 60, and 90
day cycle zero to nine account cycles, Mainframe IMS, RACF, CIF, Contract, System
Data, RAW Data, GIS/MIS, Adhoc, and IAM
 Tracking: Excel-based spreadsheets and monitoring system. Access database for
Charge Volume, Budgets, Vendor, Training, Network – Orion
 Training: Informal, formal, educational tools, cheat sheets, diagrams, hands on
group, one-on-one trainings, and currently end user for Learning Management
System.
 Value-Based Mgmt – Employee Satisfaction (ESAT), Strategy, Decision, Change,
Marketing, Management
Work History
University of Phoenix Advanced Studies Doctoral Program Doctoral Candidate
DM/IST November 2011 to Current
Doctorate of Information Systems and Technology Organizational Leadership
Dissertation: Enterprise Architecture Standards
Graduation December 2015
CDI/IBM Consultant
Midrange Transformation/Transition manager July to November 2011
 Process Improvement
 Complex Transformation Projects (Information Technology and Vendor
Mgmt/System Engineering/Architecture and Design)
 IBM World Wide Project Management Method (WWPMM)
 Repeat Program Model (RPM), Custom Sharepoint repository
 Customer Facing - End to End engagements

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 Relationship Management of Multiple location migrations, Data Center, Offshore,
Onshore, and Client
 Financial Accountability (2M)
 Architectural deliverables, solution, and problem solving
 Midrange-Infrastructure Environment
 Transition of Applications environment company to company
 Facilitator between companies for multiple JAD, “knowledge transfer” efforts,
database, and complex systems both facilitated and completely recorded for
offshore folks not yet aligned. Some of these were on completely customized and
completely unaligned to the internal design of the outsourcing environment. -
Bring 2M back into the project budget per analysis of documentation for 3,400
Servers, Outsourcing, and Partnership relationships. Mainframe, Midrange,
Network, Storage, Backup, Recovery, and Disaster Recovery, etc ---
CDI/IBM/American Express Consultant
Business, Governance, Exec Arch Strategy/Midrange October to November 2010
 Complex PMO Office Standards for Portfolio project plans (2010 through 2015)
Midrange, Mainframe, and Network Tower dependencies
 Infrastructure Migration Pillar for multiple site moves for New Data Center
(Disaster Recovery, Infrastructure, Application migration work).
 Project Manage five complex multiyear project plans (2010 through 2015)
 Project Management (Advanced Enterprise Microsoft Project) Complete end to end
facilitation of requirements across executive towers, vendors with critical, JAD, and
project requirements meetings.
 Project and technical Finance (Compliance) with RFS Tracking for Project Portfolio
with program alignment. Facilitator, playbook construction, and management of
bridge call for application migration teams with many groups on extended calls,
globally.
– Analysis of global stakeholders, support teams, and customer population – 17
Storage Centers, Global initiative (Vendor Strategic Architecture)
Manpower/American Express Consultant
Architecture and Engineering Lab SW HW APP MR Storage May to Oct 2009
 Systems Architecture and Engineering Portfolio/Project Manager
 Approximately 45 Storage Area Network (SAN)/Backup Recovery Storage (BRS)
product evaluation projects. Approximately six strategy streams.

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 NTEP Process for framework, governance, compliance, records, and process creation
for architectural design environment.
 Complex Systems Architecture and Engineering Strategy - I facilitated, trained,
created, coordinated, and supported the architects, vendors, and engineering team
accountabilities. JAD sessions, strategizing with the director, lead technical architect,
and storage engineers of monitoring, Virtualization, backup and recovery, disaster
recovery, encryption, and departmental projects. DC2015 New Data Center and G1
required strategic comprehension for architectural environment and Systems
engineering from the infrastructure to the applications and design. Budgeting of this
effort over the seven-year program was complete
 Tools - Microsoft Project, Excel, PowerPoint, SharePoint, and Clarity. Trained new
engineers and contractors on American Express processes while creating system
process for architectural, engineering, whilst facilitation of vendor relationships.
Heavy contractual constraints with cross vendor, technology, and customer
disclosure had to be overcame while obtaining complex development requirements,
and JAD reporting topics to development compatibility on new constructs. UML
Accountability for documentation, process improvements, and coordination for
team and architectural details(s).
 Vendor Management - Large accountability of relationship management with EMC,
Cisco, and other vendors.
– An analysis of internal global technical support teams, five vendors, and their
support teams, global customer base, Global Initiative - Data storage strategic
architecture and applications
Zero Chaos/American Express Contractor
Service Improvement and Performance Management September to December 2008
 Senior Project Manager Lead - Maintenance Upgrade Project - Lead to upgrade
infrastructure of 30 virtual servers running a service support catalogue. Main
objective was to return the project to schedule, which was achieved.
 Facilitated and ensured critical path requirements, JAD sessions, documentation,
project planning, financial (EPIC), technical, service, and web development by
enterprise wide stakeholders took place to ensure objectives, for effective
governance, auditing, and executive level updates communicate. SharePoint was
key tool used. I designed within Sharepoint the SDLC project method for internal
users.
- An analysis of the development team’s work, internal customer base feedback,
and relationships and work from the external vendors (Vendor to Internal
migration)

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 Senior Analyst - Vendor Service Desk migration to AMEX owned English Version of
Global Service Catalog System
 Took strong coordination role streamlining feedback communications for
acceleration response times resulting in problem tickets lowered by 80%. Revised
and modified procedures to allow greater focus on resolving more complex
problems and reducing project delays.
 Assisted publishing “Service Support Solutions” for newer products which
eventually included in web-based Service Catalog. Work required detailed system
analysis and resolving issues on timely basis to allow sound technical support of
products’ complex website.
-An analysis of the internal US-based Help desk vendors and customer base,
support staff, and scope of global Initiative – Service Now (Vendors providing
internal migration)
Syntel Inc/Daimler Truck FTE
International Germany/US SAP Financial Project July 2008 to September
2008
 Project Manager Legacy Project – Multinational facilitation, document, analysis, and
research to align systems successfully. Stakeholders to converge data from two
supported legacy systems, and one unsupported legacy system with created
architecture to enable current SAP system application to make good use of data.
This project brought all resource and procurement information into reporting
standards for the SAP Financial Module application - German headquarters -
financial stakeholders and their US internal support system, and their vendors
strategic Initiative (System Support Migration) An analysis of the organizations
technical environment to determine the correct legacy support efforts to combine
with external vendors for a technical architectural filter and merge.
State Government - Arizona Department of Transportation Consultant
Strategic Management October 2007 to January 2008
 Information Technology Financial (GAAP Compliance) Cost Manager of Six
divisions
 CIO Leadership - CIO Share drive structure that organized a five team environment
and their technological information for ease of sharing information for both
leadership and cross teams
 Governance – Create and written quality, technological, financial system policies
and procedures
 Budgeting and Auditing – Eight Divisions and 14 Departments

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 Portfolio/Project Manager - Internal Projects for core responsibilities (Planview)
 Server/Network Systems – Intensive Analysis of hardware and software cost
analysis
 Application - “Orion” Monitoring Server, Network performance, and analysis
(Server, Network, BPR)
Vendor Contract Management – Telecommunications, Hardware, network, and
software application providers – A contract analysis of statewide offices, 900
employees, Arizona IT departments, and the communities (IT Division -
Statewide)
Syntel Inc/American Express FTE
American Express October 2006 to May 2007
Amex Advanced Payment Technologies Wireless/Contactless Technology Project”
 Technical Product/Global Vendor Specific Project - Senior Business Analyst
 Manage the International relationships of procurement, technologies, and the project
team
 Manage the research and culmination of three RFI documents for 50 global vendors
worldwide Web-based and Product applications with technology
 Educated myself within a two-month period on all architectural technology for the
creation of a State of the Art wireless prototype product. Recipient of knowledge
transfer JAD Sessions.
 Managed the Procurement Documentation – RFI for three areas of technology
internally and externally, Vendor’s Technical Requirements Questionnaires, Tools,
Score Cards, Instructions, and development of a “50 Vendor List”
- 1 Chief Executive Officer (CEO), Internal wireless community of American
Express, Project Team, Procurement department, 50 international vendors,
(Strategic Product Technology Industry/Competitors)
GRNBS Merchant Services PM/SBSA (20 Projects simultaneously under $500,000)
 Project management responsibilities through all phases. Project manager, senior
business systems analyst, and test manager for high security projects. Types:
Business intelligence, product updates, database, and web-based applications,
SEIMS server maintenance, Global Sanctions SOX System security, CAPN, and
ROC/SOC data integrity, capacity planning, and migration for formatted reporting.
 Amex specific Method One – Managed and hands on through all define, analyze,
design, build, test, and implementation phases

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 Amex specific communications – EPIC, project, business, technical teams, and senior
management. JAD Sessions for technology test failure for database capacity
planning breach of critical sensitive customer database.
 Amex specific project documentation - 82 per project = Project, audit, governance,
and financial
- Internal and external customer financial upgrades, satisfaction, data flow, and
audit (Internal systems and merchant customer base) Overcame obstacles for
critical testing breach failure of technical timeline
June 2003 to October 2006 Non-IT related positions/College Degree
IBM - American Express Outsourced Division FTE/Consultant
Global Services May 2002 to June 2003
Infrastructure Planning (Outsourced Account)
 Auditor for IBM Financial Programs and Projects – first year outsourced account
audit – I managed, tracked, and corrected all project documents for the American
Express account within the Mainframe, Midrange, Complex, and End User
Computing (EUC) systems. This required training, program, project knowledge,
IAM, and director level leadership coordination.
 Subject Matter Expert - Large outsourced account process RFS Project - I created and
designed the end to end Visio structures for the RFS process on the American
Express account and wrote a technical gap analysis along with a guided manual.
- Customer and Internal Audit, governance, and vendor relation (IBM, AMEX
relationship management)
Enterprise Services (Cross Company/Division/Department/Vendor)
 Manager of training documents, instructions, and graphic tools. Cross division and
departmental Training: Software Systems Technical Support – I trained technical
staff in the areas of Procurement, SR Technologies, Information Distribution [System
Conversion AMEX/IBM. The above trainings were within an ITIL Environment.
 Enterprise Wide Reporting Project – Manage the Employee, working facilities, IAM,
and Cost Center information and relationship mapping for this project
 Cross Outsourced Relationship Governance and IT and financial accounting Audit
Compliance - My Auditing responsibilities encompassed working with Vendors,
customers, and becoming internal account management liaison for problem
resolution for financial (GAAP) and contractual projects between IBM/AMEX.
 Review and recommend changes to business and system for a more efficient
process.

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- Financial, relationship, and cost center accounting (Amex, IBM relationship
management)
American Express Technologies FTE
Service Process Management June 2000 to May 2002
Software and Systems Technical Support Leadership Team
(Executive/Department/Division/Vendor)
 Executive and department Level ESAT executive level program and project
development
 Departmental leadership technical writing skills, managed/administrator for
multiple databases, IBM helps, and cheat sheets for application process integration
development and training were essential for the success of the migration. Budgeting,
Accounting issues with Vendors, credit card, and departmental accounting groups.
 Cross Departmental Liaison - ITIL Environment, Employee Satisfaction, teams, and
departments. Manage and analyze business and user needs for system requirements
and improvements
 Eight technical groups 24/7 service restore environment - Training, facilitator,
change management, issue’s logs, monitoring, tracking, and budgetary
responsibilities. Director, MVS, TPF, CICS, DB2, IMS, ADM, and automation.
 Manage cross division/Vendor project types – Business intelligence, Six sigma
champion, employee satisfaction, financial auditing, Departmental budgeting,
PeopleSoft, ITIL, IAM, and cross functional analytical work
Mentored two years at the Director Level
- Internal Technical mainframe applications, 3rd Level support of help desk, 133
employees, and problem-solving and facilitation of meetings for daily support
functions (AMEX Technology). Severity three tickets cost millions of dollars a
minute.
Westaff – American Express Account Contractor
Technical/Operations/Financial/Sales/ServiceDelivery January 1997 to June 2000
AMEX Corporate Purchasing Strategic Field Accounts (Business Intelligence Product
level)
 Created a national financial application, Manage Adhoc, and traditional GAAP
accounting practices, cost center, IAM, and card in force reporting for eight national
account managers. National and regional fortune 500 sales projects - Adhoc
research, system data research and analytical reports. Change management lifecycle

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and testing. Trained regional director, leadership team, and account managers on
products
 Cross Departmental Contract Analysis – SDLC, Fortune 500 Account profiles, AR
adherence, Contract versus System information comparisons, and IAM.
 Departmental “Created New A/R group” created Marketing Tools – Graphics,
Instructional Sheets, Excel Commissioned data, Client Charge Volume Analysis
spreadsheets. These efforts were then processed to go into an Access database.
 Facilitation of business side operations development, product, service, and cross
development requirements, issues, and customer meetings.
-12M in Charge volume and became the monitoring tool. Product support small,
middle, and large markets (Internal support, external accounts, financial
reporting, monitoring, and culmination for the department, and Mainframe
support teams)
Amex Service Restoration (Executive Enterprise Level/International)
 International Service Desk ITIL Processes - Service Level Evaluations of current
international technological system access forms. Create higher service levels for the
international help desk services to improve timelines and cycle times.
 Global Network communications liaison, Manager of communications between
Engineers and American Express Executives. Executive Level worldwide network
engineering three- week conference – I was tenaciously placed from my normal
duties to take on the project of interpretation of technical work at the PhD
engineering level of American Expresses network engineers. The subject was the
highest technical level of AMEX’s network architecture. I was to manage the
communications of all network engineering conference topics and to put the
technology into laymen terms for the stakeholders and executives of American
Express.
- International service, executive level (Enterprise technologies design and
leadership)
AMEX Millenniax Project (Internal Business Intelligence/Maintenance)
 Global Application team member, Business Intelligence Tracking System for AMEX
Enterprise wide global programs/projects by phases. Project Administrator and
Software Analyst for ‘Millproman’ SDLC. (A Lotus Notes Database Project). I
analyzed for accuracy, testing, modifications, and software issue resolution for the
project office reporting. Data migration took place to filter into Millproman
application. This was a complete JAD environment with meetings facilitation,
administration, and attended daily.

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- Global initiative, Project management office, Operations support of technical
programs and analysis of development application and coding in a test
environment (AMEX Enterprise wide)
AMEX Corporate Purchasing Operations (Business Intelligence Product/Financial)
 Regional Financial Application Strategist, Project Manager/Subject Matter Expert-
SDLC, Business Intelligence Projects for CPC fortune 500 and small market
Accounts. I designed, architected, built, tested, and implemented an accounts
receivable and charge volume matrix system for national accounts against the
financials of the internal system. Established credit department technology
applications, and organized processes for operational policy, procedures, and
improvements for compliance with GAAP Standards. Technical support was
provided for sales team and Regional Director in regards to account information
contract service level agreements, and system data. Training for Account managers,
National account managers, and future A/R Dept in regards to newly created
charge volume application and GIS/MIS reporting. I was the technical facilitator
and coordinator for regional director, national account management, and customer
for requirements documentation, product development, and technology application
development efforts.
- Design, Architecture, and Analytical system of a product lifecycle and hundreds
of accounts and their internal, vendor, and external support relationships (Product
operational systems support)

M j smith detailed resume 6 2015

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