Howard S. Pringle is a project manager and Scrum master based in Jonesboro, GA with over 20 years of experience. He has various certifications including PMP, CSM, and CSPO. Some of his accomplishments include reducing annual expenses by $1 million through outsourcing, helping facilitate an Agile adoption, and managing remote conversion teams. He has experience in industries such as insurance, healthcare, and software development.

1. Howard S. Pringle, PMP, CSM, CSPO, FLMI, RHU
10083 Dorothy Court
Jonesboro, GA 30236
howard@paperquestllc.com
404-580-2129
Project Management / Scrum Master/ Scrum Product Owner
QUALIFICATIONS:
 Certified Project Management Professional® (PMP), Certified ScrumMaster® (CSM), and Certified
Scrum Product Owner® (CSPO) who is proficient in waterfall, agile, and scrum development techniques.
 Twenty+ years of project management experience implementing business solutions on time and within
budget that meet defined requirements, reduce expenses, and/or improve operations.
 Nearly 2 years of ScrumMaster® (CSM) experience performing servant leadership duties to multiple
scrum teams concurrently, facilitating all scrum meetings/events including daily Sprint Standup, Sprint
Review, Sprint Retrospective, Sprint Planning, and Backlog Refinement sessions.
 Fifteen+ years of Business Process Improvement (BPI) experience. See details listed under Major
Accomplishments below.
 Ten+ years experience in the IT software development life cycle (SDLC) as a programmer, systems analyst,
business systems analyst, project leader, and project manager/director.
 Eighteen years experience in the insurance industry implementing mission critical systems as a life
insurance professional – Fellow in Life Management Institute (FLMI).
 Two+ years of healthcare/web development experience developing systems to market Health Care Reform
(HCR, ACA, ObamaCare) and Medicare (CMS) health insurance products and developing Service Oriented
Architecture (SOA) to determine eligibility for Medicare, Medicaid, CHIP, TANF, SNAP and other social
services – Registered Health Underwriter (RHU).
 Demonstrated ability to manage multiple work groups to project completion, including cross-functional
teams, IT project teams, user/stakeholder teams, remote conversion teams, offshore teams, vendors, and virtual
vendor teams in a multi-project environment.
 Ten years experience in vendor management working through the procurement process, negotiating with
vendors to develop fair and equitable contracts, and blending the combined efforts of vendors and project teams to
achieve the required results.
 Adept at using verbal, written, and presentation skills to tactfully communicate a position and reach team
consensus.
MAJOR ACCOMPLISHMENTS:
 Reduced annual expenses approximately $1 million by leading an effective contracting effort that resulted in the
company’s first Third Party Administration/Facilities Management Agreement. The agreement included all
staffing, equipment, systems, and management expertise required to effectively support and administer the
company’s policy administration functions. The bundle of services and support cost approximately $5 million per
year.
 Helped facilitate a successful Agile adoption/transformation by developing and implementing standards to
burn in the Agile principles, patterns, and practices as needed across the program.
 Leveraged cogent business analysis skills to become a subject matter expert in existing manual field
accounting processes; identified and documented business problems, root causes, and alternative solutions
(including cost benefit analysis) for senior management approval.
 Helped revitalize Home Service Distribution Arm of the company by chairing corporate appointed cross-
functional project team that coordinated/implemented solutions across multiple operating departments.
 Reduced agent bookkeeping 90% and agent turnover 20% by designing, developing, and implementing an
automated Field Accounting System, in 67 district offices (located in 26 states), which provided billing and
collection support for $70,140,000 in annual premium and supported approximately 1,400 field employees.
 Managed four remote conversion teams during a multi-year conversion effort, while overseeing the production
operation.
 Developed conversion procedures, organized staff into conversion teams, and trained team leaders; directed team
activities and scheduling.
 Saved company approximately $458,030 in divestiture penalties by utilizing PC and mainframe technology to
detect and isolate a shortage in premium collection records.

2. Howard S. Pringle, PMP, CSM, CSPO, FLMI, RHU Page 2
 Reduced the company’s annual operating expenses approximately $600,000 by leading a successful merger
with Chicago Metropolitan Insurance Company, of Illinois. The assignment included physical record and
equipment relocation, modifying and converting systems and data records, eliminating jobs, releasing employees,
and shutting down the facility.
 Reduced the company’s annual operating expenses roughly $500,000 by coordinating a merger with Mammoth
Life and Health Insurance Company, of Kentucky.
 Saved the company approximately $450,000 by successfully recovering an abandon Agents Production System.
 Reduced the time, effort, and cost of paying the field force by designing, developing, and installing an Agents
Direct Pay System, which also improved agent morale and production.
 Implemented a cloud based Event Management, Promotion, and Tracking system for direct marketing of
Health Care Reform (HCR) and Medicare (CMS) health insurance products to increase members/policyholders.
Budget for the project was approximately $2.2 million.
 Led new system selection process; developed overall plan, time frame, and budget.
 Prepared and distributed a Request For Proposal (RFP) to attract competent contractors/vendors for a
new Policy Administration System; interviewed and negotiated with vendors
 Leveraged stakeholder involvement to thoroughly evaluate vendor responses and presentations; identify
the best proposal; and coordinate the final selection with senior management.
 Crafted an SOW to develop portions of an Event Management, Promotion, and Tracking system for direct
marketing; worked through the procurement process; negotiated with vendor to develop a fair and equitable
contract, including a budget of about $2.2 million. Blended the combined efforts of vendor and project teams to
achieve desired results.