1. Cell: 860-336-9620 / sjdcallan@hotmail.com Scott Callan
860-336-9620 / sjdcallan@hotmail.com Seasoned IT & Business Project Manager / Scott J. Callan
 Experienced project manager, business-process and change-management professionalwith strong focus on team work,
operational efficiency and professionalexcellence. Skilledin project financial management, SDLC, Vendor Management,
Business Process Improvement, Business Analysis, Matrixed Environments and Offshore Resource Management.
 Demonstrated strong verbal, written, presentation & interpersonal skills with all levels from project-team members to executive
leaders.
 Extensive background in interviewing/hiring, customer-service, training and creating training material.
 Impassioned about building relationships and collaborating with team members & clients to deliver solutions that improve
customer experience. Proven track-record of nurturing customer and third-party vendorsatisfaction.
 AIM and Six Sigma Yellow Belt certified. Pursuing PMP certification.
 Experienced User: Waterfall Methodology, Microsoft Office Suite, Project/SharePoint (Project Server) & Visio. Successfully
completed The Hartford's educational series for Project Managers in Agile methodology.
Project Manager – Consultant Yale University ~ New Haven, Connecticut (September 2016 – December 2016)
IT Services assigned to Office of Research Administration (ORA) – Senior Project Manager
 Partnered with ORA and IT to define planning initiatives for the integration of their award/grant software (InfoEd) with the
university-wide adoption of the Workday suite of financial/HR.
 Coordinated business process teams to develop schedule of affected areas and devise updated business processes.
 Identified, managed and published project issues,risks, scope increases and collaborated with the affected business streams in
resolving open topics. Led efforts to maximize team morale and involve all members in project efforts.
Project Manager – Consultant VOYA ~ Windsor, Connecticut (July 2015 – July 2016)
Retirements Services Business PMO – Senior Project Manager
 Managed simultaneous projects and IT PMs through all stages ofthe project lifecycle adhering to defined scope, budget and
timelines.
 Collaborated with Business Leadership, Legal, Product, Vendors, PMO Leadership and IT to identify opportunities and drive
solutions for projects across a spectrumof retirement services activities; for example, IT simplification, Salesforce upgrades,
transfer of data hosting to a third-party vendor, Voya Financial Advisors mutual fund tracking tool and email marketing
opportunities.
 Navigated complex PMO procedures that varied in process between business and IT, aligning them between all business &
IT parties to meet end-goal service level agreements.
 Defined, tracked and managed project financials, correcting estimates over/underapproved budgets. Worked with senior
leadership to adjust ROI in face of changing market demands and influences.
 Partnered with business leads to drive the detailed requirements and translated into solution design that conforms to enterprise
standards.Maintained communications with the business customers,PMOs and senior leaders
Senior Project Manager – Consultant The Hartford ~ Windsor, Connecticut (September 2013 to June 2015)
 Managed Prudential and Woodbury Financial Services divestiture and infrastructure related project work. Included data
transfers, application retirement and/or platform transfers, equipment tracking, vendormanagement, SOW approvals,off-
boarding and site-decommissioning/end-of-system work. Managed effort to convert Prudential acquired computers from
Window XP to Windows 7. Working with teams of up-to 25 people.
 Developed the strategy for implementing a data extraction tool and managed the project/resources during the year-long
duration of the project. Led team comprised of Hartford, Prudential, IBM and vendor RSD America members during the
implementation. Budget for this year-long sub-project approximately 750,000 dollars. Wrote business requirements for this
effort.

2. Cell: 860-336-9620 / sjdcallan@hotmail.com Scott Callan
 Focused on emerging customer needs while balancing The Hartford’s business-as-usualoperationaldemands. For example,
working with Hartford systemupgrade teams to mitigate scheduling risks when in conflict with Prudential divestiture
milestones.
Project Manager – Consultant dealertrack,Inc. ~ Groton, Connecticut (April 2013 to July 2013)
 Planned infrastructure/application migration due to company acquisition. Worked with building security vendorin
assessing gaps in technology and infrastructure and made recommendations to dealertrack on best-course ofaction.
 Saved $10,000 by redesigning video-surveillance requirements.
 Managed staff of twenty security, telecom, site & building, infrastructure and application personnelin six locations.
Project Manager – Consultant Pfizer ~ Groton, Connecticut (June 2012 to December 2012)
 Managed quality/regulatory control and clinical personnel, to deliver on time data-migration project.
 Identified and resolved dependencies,issues,and risks. Provided timely project status,performance results,issues and risks
to schedule,cost,and quality. Managed budgets and validated work estimates.
 Collaborated with customers and stakeholders to create work breakdown structures,project plans and risk contingencies.
Project Manager – Full-time/Consultant CIGNA ~ Bloomfield, Connecticut (February 2008 to June 2012)
 Led business,supply-chain/externalentity management, IT, third-party vendors and clients during implementation
of two major national clients’ healthy lifestyle benefits program.
 Improved CIGNA relationship with vendorby building strong working ties with vendorprogram managers &
account executives. Worked closely with them and addressed their needs on contracts,payment, requirements,
etcetera.
 Negotiated pricing & deliverables in service contracts.
 Managed application support team in their financial services (billing & banking) group. LED service operations/IT
in setting up standard operating procedures,service level agreements, and performance guarantees.Designed
documents used in processing the program.
 Co-opted aggressive timeline of project already in progress.Successfully maintained workflow & met all major
milestones; delivered artifacts in a timely fashion.
Project Manager - Consultant Pfizer ~ New London, Connecticut (December 2005 to January 2008)
 Enhanced, integrated and sustained projects for the Regulatory Development Informatics (DEVi) group—including
the FIREBIRD investigatorregistry application being developed by Clinical Research Information Exchange
International (CRIX) and the National Cancer Institute (NCI).Worked with Pfizer executives on project plans and
execution.
 Authored/reviewed/evaluated project life-cycle documentation from end to end—concentrating on project plans,
requirement specifications, training plans,test scripts and change controls.
 Performed testing,training, project scheduling,budgeting,and staffing. Researched application alternatives with
Pfizer’s current portfolio and made course-of-action recommendations to the business line. Led application team’s
effort in migrating live servers from locations in New Jersey to a single location in Connecticut.
Project Business Analyst - Consultant XL Capital ~ Hartford, Connecticut (February 2005 to December 2005)
● Provided proactive business analysis support and coordination across four global projects. Ensured the preparation
of project managers in dealing with business users,corporate-decision makers and other IT departments/staff.
Maintained all issues,actions and risk logs as well as project updates.
● Authored project plans,business specifications,training material and other documentation needed to successfully
move projects toward completion.
● Developed system-test and parallel-test plans for an in-house financial adjustment systemapplication.

3. Cell: 860-336-9620 / sjdcallan@hotmail.com Scott Callan
Project Business Analyst - Consultant Pfizer ~ New London, Connecticut (September 2003 to February 2005)
● Coordinated projects for two global pharma-software projects for the Pfizer Inc., Development Informatics group.
● Delivered strategic support to the organization marrying business and technicalprocesses,finding solutions that
best served business needs
● Developed and executed project training plans.
Project Coordinator - Consultant Purdue Pharma ~ Stamford, Connecticut (April 2002 to April 2003)
 Coordinated project manager schedules and planning activities in cross-functionalteams validating pharmaceutical
software.
 Established and managed agenda for validation of the server migration project files.
Implementation Consultant WorldCom/ UUNET Technologies ~ Purchase, New York (August 1999 to January 2002)
● Conducted liability analysis for installation systems and advised senior management on improving accountability
and asset protection.
● Created and implemented innovative solutions to problems encountered and recovered $850,000 of equipment
lost in the field (July 2000).
● Researched baseline schedules,inventory/laborrecords and databases dating backto 1996. Counseled department
managers in the development of controls and procedures to maximize vendor, contractorand departmental
efficiency. Example result: Reduced outstanding activities to a two-week or underwindow from 8 weeks.
General Manager Bridge Street, L.L.C., Irvington, New York (1996 to 1998)
 Managed the development of a start-up business into annual sales of 1.3 million dollars while being rated top-new
restaurant by Zagat’s Survey (1997) and receiving rating of "excellent" by The New York Times.
 Increased sales by 20%. Targeted marketing campaigns to community business leaders and local Fortune 500 companies
(IBM, Fuji Film, and Reader’s Digest).
 Re-designed inventory systems to reduce operating costs by $87,500, an overall 14.5%. Pinpointed scheduling
inefficiencies and streamlined payroll costs.
 Built loyal customer base and expanded civic relations by creating promotional events (for local charities, schools and
organizations) and authoring a monthly newsletter for over 3,000 customers.
 Generated repeat business with outbound calling program designed to ensure customer satisfaction.
General Manager Nick and Dick’s, Harwichport, Massachusetts (1995)
 Hired and managed a 50-member team of varying experience and professional levels, from college interns to industry
veterans with 40 years’experience.
 Authored company-training manuals.
 Analyzed operational systems and prior sales trends for this seasonalbusiness. Created innovative strategies to deal with its
intense,crowded marketplace.
 Attained a 20% increase in sales traffic by improving efficiency and surpassed a 3-month sales goal of $300,000.
Corporate Certified Trainer Morrison’s, Inc., locations throughout Connecticut (1992 to 1995)
 Graduated from rigorous training program in staff development, guest and employee relations, achieving sales goals and
corporate growth strategies.
 Recognized as being in the top 1% of employees nationwide in a corporation with over 250 units and 5,000 employees.
 Interviewed, hired, developed and managed 60 plus person staffs.
Education

4. Cell: 860-336-9620 / sjdcallan@hotmail.com Scott Callan
Columbia University Graduate School of Film New York, New York
Coursework in producing and business administration management of feature films. Led team of Columbia law school, MBA and film
students in creating marketing campaign for an unreleased Miramax Studios film.
Colby College, Bachelor of Arts with distinction in major, Sociology (GPA 3.34) Waterville, Maine
Alpha Kappa Delta National Sociological Honor Society. Performing Arts Department student representative.
The University of Connecticut Storrs, Connecticut
Appointed by the University President to departmental chair in The Student Union Board of Governors. Dean’s List four consecutive
semesters. Selected to The University Of Connecticut Academic Honors Program. Designed and edited copy for The Daily News
advertising department.