[-Where I've Been] GLOBAL (NIKE, HEWLETT-PACKARD, AFLAC, VWGOA) - Business Verticals () - Technology Horizontals (Breadth & Depth) - Start-UP's - Advisory / Consultative [-What I've Done] -Portfolio Management -Program Improvement -Technology Delivery Management -Business Process: Re-Alignment / Re-Purpose / Re-Mediate -Business Transformation & Strategic leader always chosen to deliver on critical operations and initiatives. -Extensive international experience, encompassing all of North & South America,CANADA and parts of Europe and Asia. -Experienced Six Sigma professional. [-My Strengths] -Organizational Change Management -Corporate Governance & Process Improvement -Organizational Design -Global Governance & Strategy -(Technology) Portfolio Management (Global / International) -(>150 resources, >$50 million budget) [-EDUCATE] [-EQUIP] ASPIRE TO INSPIRE [-EMPOWER] ENGAGE, INSPIRE [-PROCESS GOVERNANCE] [-UNDERSTAND STRATEGY] [-GUIDE Principles & EX] ======================== -Strategic Assessment: Workflow Discernment -Improvement Solutions: New Quality Measurement, Quantification of Existing Workflows -Technology Support: Presented consultative findings across disparate Technology Platforms -Change Management Support: Feasible study for Adoption-to-Adaption Rate (Success Factors) -Operational Performance Support: <= target % (Reduction) -Sustainable Improvement: Portfolio across myriad of companies

1. Current Location:BALTIMORE,MD: 704-750-9677: Future.OPS@Gmail.com
Darian Smith
Summary:
SeniorManagementConsultantproficientinaligningPortfolio& Programbusinessprocessoperational demands
withstrategicInformationTechnologysolutionstomanage global andenterprisewide projects.Responsible for
driving,managingandmaintainingbusinesscontinuity,organizational change andprocessimprovementforthe
collaborative operational constituents.Implementedcomprehensive,enterprisewide,regulatorycompliance
authorizationandinfrastructure corporate assetsthatleveragedclient-facing&client-servicingsystems.Enhanced
and advisedthe overall future footprintof company’sshort-to-longtermconsumersupport/dataexchange/cloud
strategyand versedinpresentingthe proposal engagementinitiativetoexecutive management(C-Level).Devised
and implementedthe overallPORTFOLIO/PROGRAMstrategy,EPMOmetricsand the ProgramCharter,which
resultedindefiningthe appropriate programmanagementmethodologyandsupportinginternal practices.Ensured
strategicprogramdeliveryalignedacrossmultiple workstreamsincludingdataandtechnologysolutions,business,
operationsandexternal vendormanagement.Extensive qualificationsinall facetsof the portfolio/program/project
office,utilizingindustrystandardmethodologiesandpractices.
Education & Certifications:
Master inInformationSystems,concentrationinSoftware Engineering –Harvard University
Bachelorsof Arts inComputerInformationSystems –QueensUniversity
Six SigmaCertification(Greenbelt):GE
CertifiedSoftware ProjectManager(CSPM):QAIInstitute
RUP (Rational UnifiedProcess) Certification:Rational University
CNE – CertifiedNetworkEngineer:ASTRON
PMBOK BootCamp Classes:BryantUniversity
PgMP Certification(ProgramManagementCertification) –PMI Institute (inprogress)
Professional Experience:
PortfolioManagementConsultant Jan 2014 – Jan 2017
-NESS TECHNOLOGIES/ iQoR: [PITTSBURGH,PA]
● Managed PortfolioStatementOf Work(S.O.W) toEXECUTIVEPROPOSALfor:
o CapabilityAnalysis&QA Assessment.
o The S.O.W.impactediQOR’sexistingclients:AT&T/Assurion,T-MOBILE,and MetroPCS
● Responsible forassessingcurrentstate architecture of verylarge,globallydistributedIVR/ContactCenter’s
for AT&T,T-Mobile,MetroPCS.EachCenterhavingmultipletechnical architecturessupportingavarietyof
customers.
● Identifiedandrecommendedmore flexibleandrobustfuture state architecture toenable clientstoreduce
effort-to-costwithonboardingnewglobal customers.
● Addressestechnologyinfrastructuresolution-to-processbenchmarkingwithiniQor,againstindustry
standardswithevaluationandrecommendationof bestpractices,whichyieldedoperationalbenefits
fostering&optimizingfutureoperations.
● EngagementS.O.W./Proposal.Achievements:EXTERNALCLIENT(iQOR) FundamentalCapabilitiesRoadmap
● Enterprise Infrastructure TechnologyAnalysisof existingend-client’sin-housesolutionsforBestPractice
Analysis,ProcessMapping&Scoring,andOperational Analysis
● DefinedkeybusinessobjectivesandproposedarchitecturefordesiredTOBE state
● Multiple roundsof SME interviews(internal&external),whichfosteredevaluatinginternal andthirdparty
solutionsandprovidingrecommendationstowardsQA Processes.
● Evaluationof (3) iQor identifiedcustomerprograms(AT&T/Assurion,MetroPCS,T-Mobile) andteam
interviewswithAVPsandagentsatfixedlocationsdeterminedbyiQor(Several Locations)
● EngagementS.O.W./Proposal Benefits:TargetState Architecture,platformrecommendations,andhigh-

2. level scopingof topmission-critical portfolioprojects.
● IVR/ Call CenterPortfolioQA ProcessRecommendations,QA ToolsAnalysis,competitive benchmarking
matrix and recommendations&QA AssessmentReport andExecutive PresentationWorkshop
-CambiaHealth Solutions[PORTLAND,OR]
● Responsible foraligningacrossmulti portfoliodisciplines:DTS(Data& TechnologySolutions),Business,
Operationsandexternal vendormanagementinachievingstrategicdelivery, fromPilot-to-ValueProposition
Proposal (presentedtoCIO/CFO) conversionof the company’score telephony(CCT:Call Center
Transformation) initiative
● Roadmap:VERINT,APIHUB, VOXEO,DDR,TABLEAU, Enterprise Organizational Change ManagementforSoft
PhonesandRealtime InContactReporting.
● (WFM, CRMIntegration(SFDC),ScreenRecording,SpeechAnalytics,OMNI-CHANNELCustomerEngagement
(Telephony,WebChat,SMSText,Email),IVR,Social Media,SaaS:Software asa Service,CaaS:Customerasa
Service,DaaS:Data as a Service.
● RollouttoProvider,Member,Group,HelpDesk,EDI/HealthCoach,GroupAccountsRec,OPLSubrogation,
Amazondedicatedteam.
● Implementinganadvanced,hosted,Cloudbasedtelephonysystemincluding:TABLEAUServerEnvironment:
(MemberServicesManagement,FACETSReplica),AWS:(DataScience ModelsforVoice &Chat,Data Lake),
APIGEE: (Caching&Coordination)
● Portfolio:on-boardingexperience,includingbutnotlimitedto:PortfolioResource leveling,PortfolioOn-
boardingmethodologystrategy&tactics,PortfolioResource AssessmenttoAdroitSkillsetMatrices(Present-
to-Future State of need).
● Cambiaimprovementof the call centertelephonyinfrastructure toeffectivelyengage andsupporta
customerrelationship,seamlesslyacross the Cambiaportfolioof solutions,asisrequiredtodeliveronthe
Cambia2020 goals.
● Provide Cambiaservice professionals,enterprisewide,witharobust,hosted,cloudbasedtelephonysolution
that providesmoderncapabilitiesinaredundantenvironment.Future operational capabilitiesforsystem
integrationwithCambia'sdatasolutionsandindustrystandardCustomerRelationshipManagement(CRM)
platforms,suchas Salesforce Service Cloud.
-NIKE: WHQ [BEAVERTON,OR]
● Global SchedulingWorkforce Management:KRONOS8Upgrade Project
● Responsible forglobal strategicdelivery,andconversionof the company’score Workforce Management
System.The global focuspertainedtoNIKECDTSTORE TOOLS currentapplications,understandingof global
regions(Europe/UKandItaly),Canada,andUSA) missioncritical HRbusinessandoperational solutionsand
services.The resultwouldyieldprocessimprovementinfrastructure forthe largestathleticretail companyin
the world.Implementedandorchestratedthe initial phase of the global programscope (yearlyiterations),
delivery,ongoingoperations,retail store postimplementationsupport,andinfrastructureof theirdirectly
relatedancillaryprojectstreams.
● Servedasthe leadprogram solutiondeliveryandmanagementresource onthe programs;managingcross-
functional andcross-organizationalprojectteamsaswell asworkinginahands-onstrategictechnical
advisoryrole asdeemednecessary.
● Collaboratedwiththe initial Executive SteeringCommittee consisting of SeniorSME’sforthe overall
governance of the program(s) streamsensuringeffective deliveryof the WFMsolution,includingstrategy,
analytics,enterprise organizational solutions,developmentanddelivery.
● Managed andmonitoredprogramqualitycontrol,resolvedvendorissuesandprocessdefects,fordeliveryof
the KRONOS8.0 product/applicationanddeliveryabnormalities,andrecognized/mitigatedprogram
risks/issuesintheirearlystates.Deliveredweeklyreportingtoexecutive managementfor
forecasting/trackingandcreated,administered,andmaintainedprojectdocumentationrepositorysites
withinNIKE’sdocumentrepositoryandAgile solutions(Jira).
-Hewlett-Packard:WHQ[PALOALTO,CA]

3. ● SalesForce Global EnterpriseCustomerRelationshipManagement(SFDC:SaaS)
● Responsible foroverseeing/advisingglobal implementationworkstreams,while partneringwithIT,Business,
and External vendors(LogMeIN).The maincorporate thrustwasto implement globally,Hewlett-Packard’s
customSALESFORCEMARKETING-TO-CLOUDproduct,CAREFORCE,throughoutsix global regions,whichwill
provide anonline/off-line optimizedcustomersupportexperience.Providedprogram/technical advisory
experience toleverageperformance andsecurityimprovementsinsupportof a more robustglobal customer
managementintegrationinfrastructure.
● The future operational,global/enterprise customermanagementfootprintwill leverageproduct –to-
customerservice contentversatility withinthe CRMtool and a varietyof SaaS infrastructure platforms,to
leverage presentationforHewlett-Packard’sbrandproducts&services.
● EngagementAchievements:global IntegrationExperience:SaaS
● Customizedintegrationcapabilityandoptimizedlayoutforseamlesscustomersupportexperience withother
3rd partySaaS platforms.
● Builtoutand migrationof ICP:IntegratedContentPortal enterprisecustomerrelationshipmanagement
system(CAREFORCE) insupportof the global customersupportmanagementprogram.
● Global ImplementationCapabilities:CAREFORCE
● Advisedonthe SalesForce CAREFORCEagentfunctionalitytoaidinthe setupandmanagementof customer
casesacross 6 differentglobal regions.
● Advisedonthe Global Performance/Securityimplementations
● Enhanced/advisedthe overall future footprintof Hewlett-Packardsfuture customersupport/dataexchange
strategy
● Enhanced/advisedonthe externalcustomerexperience whenintegratedwith3rdpartySaaS/exchange
platforms,whichyieldedamore robustand secure customercase managementexchangeplatforminternally
for Hewlett-Packard
● Enhanced/advisedon3rdparty vendor(LogMeIN),weeklyproductsoftware developmentmethodology:
Agile (sprintcentric)
AFLAC:WHQ[COLUMBUS,GA] Nov 2012 – Nov2013
Sr. Program/Product Manager
● Exchange/EnrollmentStrategy –Portal EnterpriseContentManagementSystemImplementation(SiteCore
7.x)
● Responsible foroverseeing/managingglobal (NorthAmerica&Japan) multiple workstreams,while
partneringwithIT,Salesan d Marketing.The maincorporate thrust wasto implementanewPortal
ECMS (Enterprise ContentManagementSystem:(SiteCore) product,whichprovidedanonline optimized
experience forembedded3rdparty integrations(AccountSpecificWebsites),aswell asperformance and
securityimprovementsinsupportof amore robustexchange infrastructure:AFLACwebenrollment
eCommerce exchangesolution(AWES).The future operational enterprise footprintwill leverage content
versatilitywithinavarietyof infrastructure platforms,(Windows,Apple,Android),browsers,(IE,FireFox,
Safari,Chrome) andhardware (blackberry,iphones,smartphones,tablets,desktops) against>800 brands for
enrollment/exchange business processscenarios.
● EngagementAchievements:Optimized3rdPartyIntegrationExperience
● Customizedbrandingcapabilityandoptimizedlayoutforseamlessenrollmentexperience withother3rd
party enrollmentplatforms.
● Builtoutand migrationof all ASW/AWESsitesinthe new portal enterprise contentmanagementsystem
(SiteCore) insupportof the WebTransformationprogram.
● Performance &SecurityImprovements:implementinfrastructure/performance improvementstosupport
increasedvolume
● Conductindependent securityassessmentandremediatefindings
● AWES (AFLACWebEnrollmentSolution) e-Commerce AdminCapabilities
● EnhancedAWES Adminfunctionalitytoaidinthe setupand managementof enrollment/exchange cases.
● Supportedthe overall future footprintof AFLAC’sfuture enrollment/exchange strategy
● Improvedexternaluserexperience whenintegratedwith3rdparty enrollment/exchangeplatforms.

4. ● A more robustand secure enrollment/exchangeplatforminternallyforAFLAC
● Productsoftware developmentmethodology:Agile (sprintcentric)
VolkswagenGroupof America-HQ [HERNDON,VA] Oct 2011 – Nov 2012
Sr. Program Manager
● Portal PortfolioCompliancyProgram/Global ContentManagementSystem(LIFERAY)
● Accountable forcreatinganddeliveringglobal enterpriseportal governance andprocesses,Portal Portfolio
Management,TransformationPortal ProgramManagement,internal andexternal portal customer
satisfaction,andEnterprise ContentManagement.Orchestratedandmanagedportal processimprovements,
whichdirectlyimpactedeightdisparate global brands,groups,andtechnologyorganizationswithinVWGoA.
Improvedthe consistencyandrepeatabilityof the brandsandorganizationenterprisecontentmanagement
deliveryprocess,whichimpactedeveryglobal brand,numerousexternal partnersandinternalcorporate
businessprocesses.
WellPoint [CHICAGO,IL] Oct 2010 – Oct 2011
Sr. Technology Program Manager
● eBiz:WebLogictoWebSphere EnterpriseMigration(TechInfrastructure) Refresh/Installation
● Responsible forstrategicdelivery,migration/installationandconversionof the company’score 125+
application’s(e.g.FacetsRatingWebService,Pointof Care,Blue Exchange),withinthe middleware/e-
commerce domain’s.The core applicationsdrivemissioncritical businessandoperational productsand
servicesforthe largesthealthcare payerinthe US.Implementedandorchestratedthe programscope,
delivery,ongoingoperations,productionsupport,andinfrastructure of the program(s) andtheirdirectly
relatedancillaryprojectstreams.Servedasthe leadprogramsolutiondeliveryandmanagementresource on
the programs; managingcross-functional andcross-organizational projectteamsaswell asworkingina
hands-onstrategictechnical advisoryrole asdeemednecessary.Collaboratedwiththe Executive Steering
Committee consistingof SeniorVP’sforthe overall governance of the program(s) streamsensuringeffective
deliveryof all programs,includingstrategy,analytics,enterprise organizationalsolutions,developmentand
delivery.
Sr. EPMO Program Manager Experience Oct 2009 – Sep 2010
-T. Rowe Price:[OWINGSMILLS,MD]
● ClientRiskStratificationProgram(multiple workstreams)
● Responsible fordriving,managingandmaintaining Business Continuity/OrganizationalChange andprocess
improvementforthe collaborativeinvestmentbankingconstituentsbyimplementingacomprehensive,
enterprise wide,regulatorycompliance authorization andinformationsystemthatwouldleverage all
investmentclient-facingandclient-servicingsystems.
● Accountable forthe programdeliveryof individual complianceandregulatoryfocusedmultipleworkstreams.
● Devisedandimplementedthe overall programstrategy,PMOmetricsandthe ProgramCharter,which
resultedindefiningthe appropriate programmanagementmethodologyandsupportinginternal practices.
-Pfizer [RTP:RESEARCH TRIANGLE PARK,NC]
● Responsible foranauditinitiative thatdrove maturitywithinthe ProjectEngineeringBusinessUnitwith
emphasisonprocessimprovement - methodology,organizationalandtechnologychange management.
Accountable forevaluating“currentstate”projectmanagementpractices;recommendedthe strategyof
implementingappropriateprojectmanagementmethodology,PMOmetricsandsupportingpracticesby
formalizingindividual maturityprocessesandmethodologiesutilizingindustrystandardPortfolio/Program
Managementpractices.Evaluatedbusinessorganizational reportingrequirements,recommendedthe
strategyof implementingappropriate crossdepartmental &executive reportingmechanisms,including
contingencyplansbyprovidingVisioprocessmodels/workflowspertainingtorecommendedstrategicmodels
of:Portfolio/ProjectIntake Management,ProjectDemandManagement,andResource Management.

5. Chevron– ITC(WHQ)-SANRAMON,CA Nov 2007 – Oct 2009
EPMO PortfolioDirector
● Responsible fordrivingmaturitywithin multiplebusinessunit/line of businessPMO’swithemphasison
overall governance regardingstrategicPortfolioandProgramManagementOffice capabilities.Consultative
actionplansresultedinbuilding,maintainingandfosteringefficientbusinesschange withinthe PMO’swith
emphasisonprocess - methodology,organizational change andtechnologyneeds.Accountable for
estimatingconsultinglevelsof effortof internalOPCO(Operational Company)BusinessProcess/Enterprise
ContentManagementrequirements byusingstandardEPMOestimatingtechniques,EPMOmetricsandtools
to understandPortfolio/ProgramEPMOscope of effortsandrequirements.Translatedcross-functional
portfoliotechnical challengesintotangiblestrategic/businessdecisionsbyformalizingindividual maturity
processesandmethodologiesutilizingHPPPMCenter:Portfolio/ProgramManagementModules
(governance) andGartner’sMagicQuandrantPPMAssessmenttool fordownstreamprograms. Portfolio:
on-boardingexperience,includingbutnotlimitedto:PortfolioResource leveling,PortfolioOn-boarding
Methodologystrategy&tactics,PortfolioResource AssessmenttoAdroitSkillsetMatrices(Present-to-Future
State of need).
MANAGEMENTCONSULTING Experience priorto 2007:
● Efficientinhigh-level organizationalnegotiationsandconsultationsregardingcorporate/organizationSOW’s
and SLA’s.
● Provenfocusonglobal businesstransformationtoIToperational excellence internally,externally,and
client/corporate measurestocustomerfacing.
● ProvenChange Agent&Operational Managementobjectivesincludinganalytical &conceptual problem
solving.
● Provenfocusonabilitytoforge strongpartnershipswithvariousbusinessunitswithinmultiple organizations.
● Provenglobal businessstrategistfocusedonlarge-scale/enterprise strategy,innovationanddifferentiation.
● Provenimplementerof anEPMO Program/ProjectOffice function,includingall continuousimprovement
practicesand methodologies.
● Provenabilitytobuildhigh-performing,high-morale, self-managingteamsthatfunctionwell incomplex
environments.
● Provenabilityof formulatingstrategicobjectivesasbasisforestablishingactionplans,technologystandards
and performance measures.
● Provenabilitytodetermine businesscriteriaforscreeningnew technologyideasforpotential,deployment
and practicality.
● Excellentorganizational/time management,planning,communication,decision-making,negotiating,
presentationandorganizational skills.
● Extraordinaryunderstandingof varioustechnologies,platforms,andtoolswithemphasisin:infrastructure,
supportand managingmultipletechnologyandsoftware platforms.
● Provenabilitytoworksuccessfullyinahighvolume,technicallydemandingjobwithleadershipand
mentoringskillsutilizingexcellentjudgment.
GMACI– Personal Lines, PMO Program Manager [ST.LOUIS,MO]
● Enterprise ProductImplementation/Installation:RAD4.0
● Managed a majorcorporate improvementinitiative,whichincludedfourlarge-scale enterprise workstreams.
The enterprise large-scale initiativesaddressedthe client’scapabilityinthe automotive insurance industryto
implementaspeed-to-marketcompetitive productfromaPropertyCasualty,Claims,Billing,Pricing&
Underwritingsegmentationperspectives.Directly accountable tothe executivebusinesssponsorfordelivery
of the initiative acrossall businessandtechnologyorganizational linesof businesswithrespecttoall
activitiesandresources.ProvidedprogrammaturityprocessesandmethodologiesutilizingGartner’sMagic
QuandrantPPMassessmenttool toalignbothBusinessProcessManagementandEnterprise Content
Managementtechnologyaspectsof deliveringthe individual disparateprogramwork-streamcomplex
solutions.
CareFirst,Sr. TechnologyDeliveryManager[OWINGSMILLS,MD]
● HSC (HealthSystemsConversion):enterprise commercial package/facetsupgrade

6. ● Managed the deliveryof aCorporate Enterprise HealthSystemsConversioninitiative.The initiative included
the core Trizettofacetsapplicationandthe directancillarysystemsof administration,call center - IVR,billing,
BusinessIntelligence,claims, finance,provider,commissions,andmembershipandenrollmentoperationsfor
a major national healthcare company.The initiative enabledthe corporate organizationtorealigntheir
competitivepositionwithinthe healthcare insuranceindustry.Throughout the engagement,directly
managedandoversawover150 resources,amatrixedone,consistingof businessandITsolutionleads.Also,
directlyresponsible formanagingthe strategic-to-tactical vendormanagementactivities.CoordinatedwithIT
Directors,BusinessManagers,SeniorManagementandstakeholdersthroughoutthe organizationand
establishedcollaborative partnershipswithITarchitecture,OPSandbusinesssponsorstoalign/drive the
Enterprise BusinessProcessesandEnterprise ContentManagementsuccessof the initiative.
UnitedHealthGroup/AmeriChoice,PMOProgram Manager - EPMO National Care Management[NYC,PHL,PHX]
● Responsible forimplementingacorporate-wide enterprise predictive modelingandcare management
analyticssystemfora majornational healthcare company. Managedthe inter-dependentmarketVertical
Programs(Phoenix,Philadelphia,D.C.) withinthe PMOorganizationbycreatingandprovidingstrategic
processmodels/workflows(Disease Management,Care Management,Wellness/Prevention,Risk
Stratification),andmethodologiestosupportthe National Care Managementprograminitiative acrossfive
differentmedical plans/organizational markets.Maintainedhigh-level programplans,trackedissues,rolled
up statusesandensuredthe proposedEnterprise BusinessProcessesandEnterprise ContentManagement
workflowswouldaddresscapabilitiesconsistentwithcorporate strategyand/orbusinessobjectives.
Bank of America,Sr. Technology DeliveryManager– CHD (ContinuousDraw Home Equity Line of Credit)[CLT,NC]
● Managed the implementationof multipleenterprisestrategicinitiativeswithinthe CRE/ISG(ConsumerReal
Estate & Insurance ServicesGroup) Technologydivisionof Bankof America.The maininitiative propelled
Bank of Americato implementaspeed-to-market“reverse mortgage”lendingproduct,whichfostereda
strategicadvantage forthe companywithinthe bankingindustry.Managedthe overallresponsibilityof
implementingProjectSilverado - CDH andadjunctproducts aimedtoprovide the flexibilitytomeetfinancial
needsof differentage segments.ContinuousDraw Home EquityLine of Credit(CDH) isa seniormarket
productunderdevelopmentaspartof ProjectSilverado.
McGraw-Hill,Program Manager[NYC-MANHATTAN]
● Master ProductDatabase:MPD Re-Engineering/MHESEGOnline Catalog/ESP(SOA initiative)
● Responsible foroutliningandimplementingvariousEnterpriseContentManagementstrategicinitiatives
withinthe McGraw-Hill educatione-commerce divisionthatdirectlyimpactedthe corporate infrastructure,
technologypartnersandthe industrypositionof the Fortune 500 Publisher.
Harrah’s EntertainmentInc., Program Manager – CEI MergerInitiative[LASVEGAS& RENO:NV, MEMPHIS:TN]
● Responsible forconvertingandimplementingacorporate-wide merger- centricinitiative,whichfocusedon
integratingenterprisesystemsforamajormulti-national conglomerate entertainment/casinochain.The final
state of the enterprise mergerinitiative wouldpropel the positionof the company’sfinancialfootprintwithin
the entertainmentindustry.