1. JOYCE CONRAD
2509 NE 161st Street Cell (503) 544-3762
Ridgefield, WA 98642 joyce.conrad@comcast.net
Accomplished, results oriented management professional with over 20 years of successful operational
and program management for IT and Business across many industries. A proven track record of managing all
aspects of large, complex projects throughout all lifecycles with multi-million dollar budgets. Collaborative
leader who leads cross-functional teams to ensure business growth and targeted goals in highly competitive
markets. Supported numerous clients’ worldwide ensuring excellent customer satisfaction. A quick learner and
self-starter, adaptable in dynamic fluid environments with solid interpersonal skills and minimal guidance.
Excellent problem solving skills coupled with efficiency in delivering resolutions. Advanced Project
Management certifications and PMP/PMI. Areas of expertise include:
Cust Relationship Mgmt (CRM)
Health Care
Systems & Quality Assurance
Supply Chain Management
Business Management
Data/Call Centers
Global Procurement Network Infrastructure Process Re-engineering
Financial Accounting
Risk & Contingency Planning
Systems & Quality Assurance
Enterprise Resource Planning (ERP)
Change Management
Organizational Assessments
EDUCATION
LaSalle University Masters - Business Administration (50% complete)
St. Mary’s College BA - Management/Business Administration with Computer Science minor
PROFESSIONAL EXPERIENCE
Ericsson (First Point Group) Bellevue, WA 02/14 - 02/16 Sr Project Manager/Scrum/PMO
Responsible for a multi- million dollar SAP end-to-end (ERP) Business Billing Transformation program for a Wireless customer.
• Developed and managed detailed project execution including schedules, budget/costs and status reports across domains
working in partnership with client
• Identified and perfomed issue, dependency and risk assessment and mitigation across the program internal and external
• Reduced overall project costs by creating an overall resource management tracking spreadsheet of over 750 resources
(domestic/international), negotiating better rates.
• Created and managed detailed plan for ramp up/down of resources and team organizational structure.
• Defined and documented processes providing training for other Project Managers for quicker project ramp up
• Increased productivity and morale by setting up and managing teams using Scrum and also a Team Recognition program.
Nike (Tek Systems) Beaverton, OR 05/13 - 01/14 Sr Consultant/Sr Project Manager
Responsible for two technical agile cloud projects ($9+ million budget) in the IT Product Engine Solution (PES) PMO group
• Identified cross project dependencies with three other projects (internal/external to PES) and created a timeline to show these
dependencies and impacts on Integrated and UAT testing.
• Identified and managed cloud infrastructure environment requirements
• Worked on Portfolio Operational team standardizing processes and artifacts. Created a new Project Status Report to link
with Portfolio and 100K plans.
• Established and led Scrum cross project technical and Project Manager Meetings to provide alignment on work designs and
inter-dependencies.
• Defined and managed change control process and risk identification across projects.
AARP (Experis Systems) Washington DC/Long Beach, CA 02/11 - 01/13 Sr Consultant/Program Manager
Responsible for the oversight and delivery of an integrated front office solution roadmap portfolio as part of the PMO using formal
PMP methodology and established Steering Committee for governance. Managed 4 projects beginning with RFPs - $16M+/Approx.
40 team resources to migrate to two new contact center outsourcers, a Work Force Management System and provided a CRM system
replacement for the contact centers and other technology solutions to enhance productivity and efficiency using cloud infrastructure.
Oracle infrastructure (R12), MS Project/Plan View, SharePoint, Blue Pumpkin, Sword Ciboodle/Kana
• Managed all phases of a CRM project for approximately 350 users (internal and two outsourced contact center agents). This
project had a very aggressive implementation schedule. Successful Go-Live Dec. 2012
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2. • Managed a cloud network/telecommunications infrastructure project for two new outsourced contact centers and IVR
provider; reviewed infrastructure and system documentation, prepared business continuity DR plans and testing for each.
Successful Go-Live 2nd
QTR 2011
• Developed Business Case, RFPs and vendor research for various technology and network solutions; managed demos and
selection process. Final vendor selection- Jan. 2012
• Performed data center site visits to ensure cloud infrastructure security and redundancy for business continuity and disaster
recovery for the Cloud based CRM application.
• Collaborated with cross-functional teams for agile development delivery and change management processes.
Daimler Trucks (Experis Systems) Portland, OR 10/08 - 10/10 Sr Program Manager
Responsible for all phases beginning with RFP of a Global SAP ERP Financial/Procurement/Supply Chain ($66M+) portfolio
consisting of 7 sub-projects (Infrastructure, Integration, Data Warehouse, Master Data Management, etc) using SDLC and PMP
methodologies with over 150 cross functional team members in multiple locations. (MS Project, Clarity, Sharepoint, Excel, etc.)
• Effectively implemented best practices and principles to optimize processes (Procurement, Supply Chain, Accounting,
Inventory, etc.)
• Created a detailed sub-project technical development dependency spreadsheet to ensure all requirements and change
processes were being met in a very fluid environment. Project had over 100 technology integration points to internal and
external vendor systems.
• Collaborated with agile/scrum development team leads to create WBS project plans (MS Project) as well as implementing
Clarity project tracking for multi-project visibility between US and Germany. Reduced number of requests from Germany
for project deliverables.
• Ensured all technical documentation was reviewed for quality and completeness throughout project (infrastructure, system
architecture, business requirements, build, testing, training, etc.) Successful Go-Live in January 2010.
• Developed and maintained detailed budget tracking and forecasting for each sub-project across various organizations
working with internal, external and offshore resources and vendors, preparing recommendations for improving costs.
Improved monthly forecasting accuracy.
• Setup weekly status reporting for each project manager working with team leads; prepared and presented communication to
sponsors, executives and other key stakeholders domestic/global
• Active role in accounting controlling department activities and financial monthly closing following Go-Live.
American University and Hospital of Beirut Beirut, Lebanon 11/07 - 9/08 Sr. Consultant/Project Manager
Responsible for project management of Oracle ERP Financial system including Finance, Purchasing, Receiving, Procurement and
Supply Chain module, etc. (EBS 11i); established Project Management Office with processes, procedures and documentation. Client
Work products included Oracle Financials, Procurement & Supply Chain; Microsoft Office/Project; SharePoint
• Created and finalized business/IT work plans and MS Project Plan, managed using Prince2 methodology
• Identified and managed implementation by onsite technical staff to Oracle Financials and Supply Chain as well as interfaces
to other back-office applications/systems using SDLC principles. Improved system operations.
• Identified requirements and performed process re-engineering with procurement, purchasing, patient services, clinical
reporting, pharmacy, etc. including documentation. Improved understanding of best practices and working relationship
between University and Hospital staff.
Schnitzer Steel (Certified Security Solutions Inc.) Portland, OR 6/07 - 7/07 Sr. Consultant
Responsible for assessment of external IT Call Center Help Desk.
• Developed recommendation, final report and presentation for Senior Management using Word/PowerPoint.
Umpqua Bank (Certified Security Solutions) Portland, OR 2/07 – 6/07 Sr. Project Manager
Responsible for project management of three new IT software project implementations using PMP methodology including planning,
development, testing, release management and UAT.
• Established and managed project goals, WBS project plans for three successful projects including a new cash management
software; cash management conversion project of new bank acquisitions; RSA security implementation.
• Responsible for reports and presentations to Senior Management based on high visibility projects. Developed improved risk
management reporting.
• Coordination and facilitation of vendor deliverables. Established more defined and realistic timelines.
Nationwide Insurance (Comsys Systems) Portland, OR 6/05 - 12/06 Sr. Project Manager
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3. Responsible for project management of large, complex IT/telephony call center projects involving Genesys CTI, IVR and Desktop
software/hardware applications based upon acquisitions and new applications needed in Oracle environment including interfaces to
other business applications/systems. Client environment included Oracle, DB2 and SAP.
• Facilitated setup of Project Management Office (PMO) including processes and procedures for all locations.
• Led several large projects ($2M+/30+ cross functional resources) involving claims, sales, web, etc. involving
implementations in 4 call centers across virtual teams using PMP/PMBOK methodology. Complete implementation cycles
RFP and planning through use case, UAT and post implementation support/review. Delivered successful on-time, on-budget
projects.
• Acted as liaison between business partners and IT ensuring customer needs/satisfaction were met. Fostered improved
relationships between IT and Business Units.
• Created RFPs and performed contract negotiations with vendors. Reduced vendor rates by 15%.
• Developed and implemented templates for project proposals, ROIs, technical design, training and change management
documents.
• Conducted business analysis to define problems and requirements. Facilitated in solving complex problems.
Siebel Systems (San Mateo, CA) 6/00 - 12/04 Principal Consultant/Project/Program Manager
Responsible for managing and overseeing large CRM/ERP projects ($2-27M+) both domestic and international, including managing
the Siebel project team and their deliverables as well as providing counseling, advice, and mentoring to the client’s Project
Management Team using Siebel methodology. (Clients included: Nike, ABN AMRO Bank - Netherlands, T-Mobile, AT&T,
United Healthcare, PACCAR, Australia Yellow Pages, LifeScan, etc.) Client environments/systems included Oracle
implementing eBusiness Supply Chain, Procurement, Financials, Healthcare Claims, CRM, HRMS, Pharmacy, Health Information,
Lab, Procurement, WFM, etc.
• Developed and managed all phases of successful projects including project plans/processes including staffing. Ensured that
objectives were accomplished within prescribed time frame and funding parameters while assessing risks and other technical
impacts.
• Active in contract and SOW negotiations including RFP/RFQs.
• Led business process re-engineering and organizational change management across various business functions. Facilitated
more efficient business operation and buy in from business units.
• Responsible for overall management of technical teams – internal, external, vendors, off-shore. Established team concepts
and collaboration.
• Managed international and domestic acquisition projects. Fostered client relationships and efficiencies.
• Conducted business analysis with clients to define needs and problems defining application functionality based upon client
analysis including requirement workshop facilitation. Improved understanding of system best practices and client work
environment.
Daimler/Freightliner Corp. (Comsys) Portland, OR 4/97 - 2/00 Consultant/Project Manager
Responsibilities involved the evaluation, recommendation and implementation of network and systems technology projects for 7 x 24
call center as well as application projects (i.e. Warranty/Claims, Dealer support applications, etc.). Call center system – Aspect,
Genesys
• Developed business case and Authorization for Expenditure for new call center system (Aspect) for management. Delivered
successful implementation of new systems improving efficiency of call center staff and reporting.
• Led business process re-engineering across business functions including change management. Consolidated two call center
operations for improved customer service.
• Managed new consolidated call center operations for 2 years and then hired and trained a new Daimler resource for position.
Renaissance Bank (Comsys) Beaverton 9/99 - 2/00 Consultant/Project Manager
Provided consulting services to develop a more enhanced internal telecommunications department
• Performed departmental analysis and developed recommendation proposal. Implemented standard job roles and operating
procedures.
• Developed and managed overall project including objectives, scope, risks, resources and project timelines of new Nortel
switch, IVR equipment and client software in two locations in U.S. Successful implementations.
• Implemented a basic project and software methodology. Improved consistency of project deliveries.
GST Telecom Vancouver, WA 7/96 - 4/97 Customer Service Director
Responsible for the development and management of a customer service/contact center organization within a new startup telephone
company including corporate and remote offices (staff of 28).
• Developed a customer service organization at corporate offices and remote location in Honolulu. Improved operational
efficiency and customer satisfaction through 7x24 hour service.
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4. • Sponsored and led teams of internal staff from various business divisions to formulate a complete a set of systems
requirements for a corporate SAP ERP system. Cultivated cross functional teamwork for more thorough requirements.
• Provided guidance in setting up a corporate infrastructure of network and systems with disaster recovery sites.
Coopers & Lybrand Spokane, WA 3/96 - 6/96 Consultant
Responsible for consulting on ERP business processes, Information Technology, staffing, training and strategical direction to improve
client effectiveness and efficiencies at client location.
• Consulted with Sr Management to define needs and problems to determine scope required to obtain solution
• Conducted interviews and studies to obtain data required for solution; analyzing data to determine solution including changes
in processing and procedures and redesign of services. Recommendations for improved processing efficiencies including
consolidation of department for staff reductions.
BENOVA INC. Emeryville, CA/Portland, OR 6/95 - 3/96 Director – West Coast
Responsible for corporate and west coast offices including strategic planning, system and network infrastructure, budgeting, labor
relations, call center, help desk and quality assurance measurements for state healthcare provider.
• Directed the selection and implementation of a corporate information tracking system enabling the company to gain
competitive pricing edge and still maintain good profit margins.
• Led the successful conversion of individual local area networks to a single network environment to support offices across
United States with the ability for additional growth.
• Implemented and managed a new call center project involving inbound/outbound call campaign including hiring, training,
hardware, network and systems development using about 100 temporary employees
• Analyzed jobs to delimit position responsibilities in wage and salary adjustments, promotions and evaluation of workflow,
resulting in 20% work force reduction.
• Developed and implemented operational policies and procedures for corporate and regional offices.
KAISER PERMANENTE Walnut Creek, CA 10/92 - 12/94 Director –Operations/IT
Responsible for Operations and Management Information Systems (MIS) including strategic planning and development, analysis,
evaluation, pre-post implementation and support of information technologies.
• Directed the reorganization of data processing, systems and programming functions into a single Information Services
Department with resulting increase in efficiency. Accomplished timely distribution for first time in three years and increased
productivity of IS division by 50% by expanding employee responsibility and retraining
• Directed and led implementation of all voice and data requirements/projects for new Medical Office Building and Hospital
for about 150 providers/300 beds. Negotiated savings of 45% of outside contractors.
• Responsible for forecast and tracking of capital and expenses for all projects/programs for voice/data. Created a detailed
tracking spreadsheet to use in reporting to Clinic/Hospital management
• Worked closely with doctors to create departmental applications (OB/GYN, Pediatrics, Pharmacy, etc.) including diagnostic
classifications to improve quality of care. Improved and more efficient patient interactions and health information with
reduced need for office/hospital visits.
TECHNICAL ENVIRONMENTS/METHODOLOGIES: MS Office, MS Project, Visio, Clarity, Plan View, Lotus Notes,
SharePoint, Agile, Waterfall, Scrum, Prince, SDLC, Oracle, DB2, SAP, ITIL, SQL, Java, MQ Series, Unix, IBM client/servers,
Sun/Solaris, HP, Tandem, Unix, Unisys, Cisco VOIP, Intuit, RSA, Genesys, Avaya, Nortel, Aspect Unified Communications,
Remedy, Peregrine, Syntellect, Convergence, Sword Cibbodle/Kana, Blue Pumplin
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