Renee DePalo

• Responsible for the creation of a Program Management Office (PMO) with direct line management of Project Managers to drive high quality project experiences for all clients, customers and stakeholders
• Establish and manage the Business Management Office (including strategy, planning, staffing requirements and process) for Global Enablement organization supporting 6,000 people

• Develop and streamline cross-team and/or cross company procedures, processes and tracking methodologies to increase efficiency, reduce redundancy and achieve repeatable processes for all program components
• Manage delivery and oversight for endowed solutions to Educational Institutions and Universities across project scope, design, testing and full project life cycle for ERP, HCM and other complex product offerings
• Maintain and monitor pipeline, member and employee development activities and align current/future product release cycles optimizing development of Talent resources based on business needs
• Facilitate monthly and quarterly business reviews with Executive Team and Sr. Leadership
• Manage budget/resource forecast and expenditures including reporting for same across all Global Enablement departments and activities

• Responsible for the creation of an IT Program Management Office (IT PMO) as well as implementation of IT Governance standards and practices.

• Manage and mentor a team of 25 comprised of Program Project Managers/Analysts, and Business Analysts. Also responsible for Data Governance and Release Management functions and resources.

• Serve as Chief of Staff for CIO Leadership Team providing insight and guidance in overall IT Strategy and Operations. This includes metrics reporting, demand forecasting and resource planning, internal real estate, development of IT communications, direct management of external resources and vendors as well as financial and budgetary considerations for major IT initiatives and investments.

• Produced all process documentation, demand forecasting and resource planning reports as well as authored the IT communications delivered to the broader organization.

• Led a team of ~80 internal and consultant resources in the successful implementation of the company's first ERP (SAP) implementation.

• Implemented processes for prioritization and approval of requests for services requiring IT resources which helped to drive multiple programs and initiatives through the organization with a finite set of resources.

• Created standard set of metrics and reporting to identify project management efficiencies as well as gain more predictability and, ultimately, improve service delivery.

• Led a team of PMs who managed Infrastructure, Storage and Messaging projects ensuring all were in compliance with the newly developed project lifecycle (PLC) as well as departmental Infrastructure Operations project standards. Served as first point of escalation for all project risks, issues, challenges and mitigation strategies.

• Responsible for the update, prioritization and maintenance of the Distributed Systems portfolio of projects including the associated demand/resource management, cross-impact analysis, and reporting necessary to assist Sr. Management in financial project decisions.

• Facilitated the Infrastructure Architecture Governance Board, a cross-enterprise team responsible for determining technology standards as well as authoring and executing architecture roadmaps across IO departments and functions.

• Managed multiple large programs including creation and implementation of an internal Private Cloud offering (IaaS PaaS).

• Selected by Sr. Leadership as part of initial group of 5 individuals to create an Information Management Business Insights (IMBI) organization previously non-existent. Once the IMBI organization was established we successfully delivered various Business Intelligence, Data Warehouse Reporting projects and programs for Cardinal's Pharmaceutical Segment of ~ 3000 internal customers.

• Reengineered internal departmental processes and partnered across multiple IT organizations to establish "Quick Wins" program (in lieu of any formal PMO) enabling internal business customers to receive minor IT enhancements and business process improvements at no cost to the business. In the first year, the program resulted in a reduction in overall data debt through the elimination of Access databases as well as financial savings (including reduction in business process hours) of $41M.

• Led an Application/Development Team of ~30 domestic resources responsible for both internal and external customer projects and development initiatives primarily using SAP/Business Objects for reporting and dashboard creation. Also managed a 6-person off shore (India) team responsible for all (run) support processes post project deployment.

• Created and implemented governance processes around innovative use of Teradata data labs. Recognized by Teradata vendor as a leader in this area and asked to speak at Teradata Partners Conference in October 2011, as well as present at additional speaking engagements to other Teradata clients as part of their peer advantage program.

• Led the Customer Master Data work stream and functioned as the Customer Master Data Analyst on a multi-year/$500M project to transform the Medical Segment's business processes while simultaneously upgrading their ERP platform (SAP) and applications.

• Hired by a local start up company to assist in building an IT organization. This included putting processes and procedures in place to ensure a model that was efficient, scalable, flexible, and sustainable.

• Responsible for authoring and implementing company-wide metrics to assess efficiency and project throughput, mitigate delivery risks, and communicate overall IT effectiveness to Sr. Leadership.

• Responsible for authoring a strategic plan to build and ultimately manage the Information Technology Project Management Office (IT PMO) supporting all internal business units and external clients.

• Increased overall project throughput by 83% within first 6 months of implementing IT PMO strategic plan.

• Responsible for resource forecasting and demand in support of $9M project portfolio. This includes internal initiatives and resources from business units as well as IT.

• Managed and mentored team of 10 domestic and 9 off shore (Russia) resources to ensure proper alignment with new SDLC processes for design and development of all projects managed by the IT PMO.

ICTO Retail (Retail Infrastructure Technology)

• Led the iCTO Retail Business Program Management Office (BPMO) comprised of 34 Program and Project Managers as well as 7 Business Analysts and Associate Managers.

• Responsible for the day-to-day execution and delivery of all Retail Infrastructure projects with a portfolio in excess of 950 projects and $250M annually.

• The Business Management Office (BMO) was responsible for budget expenses, metrics reporting, demand forecasting and resource planning, real estate and resource strategy, communication, process documentation and asset inventory and management for an organization of approximately 500 people.

Global Technology Infrastructure (GTI) Architecture Risk Management (ARM)

• Managed a team of 15 people in GTI's Architecture Governance Office (AGO). The AGO is responsible for managing and monitoring all governance processes for GTI including the Engineering Board, the Open Source Review Board and the respective technology pipelines for standards, policies and principles. The AGO also provides all Program Management Office (PMO) functions for ARM.

Technology Architecture Group (TAG) Program Management Architectural Governance Office

• Created, implemented and managed the enterprise decision process covering all technology standards, policies and exceptions.

• Served as Program Manager for one-time/one-year software reduction initiative resulting in $13.5M in software expense reduction and $6.2M in cost avoidance.

• Established and managed the Enterprise Software Asset Management (eSAM) organization in November 2003 resulting in $2.1M savings in first 2 months.

• Responsible for the creation of an Enterprise Architecture Organization and associated PMO -both organizations were previously non-existent.

• Managed the overall program of the Technology Review Board (TRB). The TRB is the governance board that reviewed business cases for proposed technology spends greater than $250K and validated that claimed cost savings are realizable.

• Implemented and managed the end to end processes for a total of 43 Task Forces and Steering Committees including providing the documentation for each meeting as well as driving and tracking delivery of goals, objectives and milestones.

President Owner, Absolute Power Recruiting, Inc.

• Developed new accounts and managed existing accounts to enhance relationships with corporate clients.

• Consistently achieved a 90+% success ratio in recruitments/placements over a 3-year period.

Hofstra University, Uniondale, NY Business Administration- Information Technology Focus, 1993