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Randolph (Randy) Guess, PMP

Flower Mound, TX 75028

rhguess17@gmail.com.

817-320-2301

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A Senior IT Leader with extensive experience successfully developing, managing and ensuring resources

deliver business value on global initiatives, regional programs and projects.

• Proven Sr. IT Leader track record of bridging the gap between technology and business goals and

providing productive solutions in diverse fields such as Finance/Lending, Banking, Aerospace Defense,

Telecommunications, Pharmaceutical, and Retail.

• Demonstrated success leading and mentoring internal and cross-functional multi-cultural global

teams to maximize their potential and increase their levels of productivity.

• Excellent communication, presentation skills and comfortable communicating with all levels of

management.

• Action-oriented and delivery-focused with a background in process and delivery methodologies

such as Lean Six Sigma, Agile SDLC, and equally comfortable using the Waterfall SDLC.

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• Productive background in IT and Business Operations, Technology Infrastructure, large scale IT

Project Management, Software Development (SDLC) and e-Commerce initiatives.

ROFESSIONAL EXPERIENCE

Exeter Finance Corporation

Director IT Programs and Projects:

Loan Originations, Sales and Corporate IT

Nov 2013 – Aug 2015

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Leadership responsibility over groups/functional disciplines and/or a large products/platforms that significantly

impacts other business units and over a far reaching functional area including an offshore functional

group for enterprise projects. (Platforms: Originations: White Clarke Group -CALMS, SalesForce, DealerTrack,

Route One; Accounting/FinanceTreasury: MS Dynamics, Coupa; Human Resources: ADP, SuccessFactors

and WorkDay.)

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Consistently manage teams and direct reports through large scale delivery of loan origination system enhancements

and customer relationship management systems, such as White Clarke Group – CALMS and

SalesForce. (We delivered solutions that directly related to an increase in our originations of 33% or up from

$1.5bn to $1.8bn and provided solutions that directly contributed to our growth in our loan portfolio from

$1.9bn to $3bn by delivering new multi-channel business from Toyota, Ally and Wells Fargo.)

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Responsibilities include direct report to executive IT leadership (CIO), resource management, back-end and

front-end system program and project management, management of $25M+ operating and expense budget,

business relationship management, forecast and analysis of IT spend, technology strategy and implementation,

SDLC and Agile process development, schedule development, vendor management, budget

management, reporting, development of communications, coordination of program activities, and coordination

with business partners on platform development and maintenance.

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Successfully partner with executive level management to ensure business and IT roadmap plans are integrated

with broader corporate and/or functional strategies, budgets, schedules and plans as well as influence

internal leadership on decisions relating to critical priorities and schedules.

• Managed large scale delivery with a third-party solution provider and internal IT for replacement of Exeter’s

Human Resource Capital Management system to a Cloud-Based system (conversion from ADP 2.0 to

WorkDay).

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• Managed delivery with a third-party solution provider and internal IT to upgrade MS Dynamics from version

2010 to 2015.

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D !ynCorp International

LG4 (Afghanistan) IT PMO

Sr. IT Project Manager & Business Relationship Manager-Global PMO

March 2013 – Nov 2013

• Recruited to manage multiple Global Information Technology (IT) teams consisting of roughly 20 resources

Leadership responsibility over the delivery teams for one or more business segments and serves as the

primary technical partner for the senior business leader, providing strategic consultation in defining solutions

and selecting technologies to enable those solutions.

through large scale desktop re-imaging and policy optimization, transition of global remote sites from satellite

to fiber optics, .NET position management development and portfolio management of IT security projects.

These programs have a projected benefit to the organization of $25 million cost savings in 5 years.

Responsibilities include back-end and front-end system program and project management, business relation

ship management, schedule development, vendor management, budget management, reporting, development of

communications, coordination of program activities, and coordination with business partners on platform

development and maintenance.

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• Mentor resources through the knowledge transfer stage to the successful utilization of these resources.

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C !itibank / Global Consumer Technology, Global Ops & Technology & CitiFinancial Auto

Sr. VP, IT: PMO Information Technology

February 2006 to March 2013

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Additional responsibilities include business relationship management such as working with the business to

shape the initial project request, provide a high-level project cost-benefit analysis, match the business strategy

with the technology strategy, facilitate decisions between the technology and business teams and provide

forecast and analysis of IT spend. Successfully interact with all levels of management on project metrics, including

risk and mitigation strategies in support of project deliverables.

Led .NET team through Lean Agile SDLC to develop a position management module with an expected cost

savings of $10 million over 5 years.

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Led multiple multi-cultural, multi-regional Global Consumer Technology (IT) teams consisting of roughly 10

PM’s global PM’s and 50 resources through large scale desktop optimization projects consisting of application

remediation and compatibility testing of business and vendor applications to enable 250,000 users to migrate

to Thick Desktop (Win7) and Thin Client (Citrix Xenapp 6.5) platforms. This program delivered a benefit

to the organization of about $100 million cost savings over 5 years.

Led exploratory team through transition of process methodology to Lean Six Sigma and development teams

from Waterfall SDLC to Agile SDLC utilizing a combination of SCRUM and XP programming.

Successfully managed and delivered a large-scale global divestiture for Global Operations and Technology

with over 150 resources, 2 program managers, and 3 project managers in Singapore, Hong Kong, India,

Europe and North America consisting of separating an entity from Citi’s network and building the

largest third party virtual desktop infrastructure (VDI) in place today at Citi, migrating over 1,900 users,

analyzing over 1,000 applications, packaging over 60 applications to work on VDI, building an extended

temporary network and ensuring all work requests were handled during the agreed timeframe.

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Implemented multiple CitiFinancial Auto IT software development lifecycle (SDLC) projects, such as managing

a team of 15 resources towards the successful delivery of the first large scale rate reduction risk calculator

for Auto Loans generated by third party clients utilized in North America, which benefited the organization

with a return on investment of over $50 million over 3 years.

Managed multiple CitiFinancial Auto teams of 5-10 resources through short iterative software development

lifecycle projects to deliver critical time to market consumer loan originations rate and risk ratio changes

and loan servicing bill pay modifications. Technologies managed on projects: IBM S/390, .Net, VB, C#,

JavaScript, SQL, NDM Connect, and SSL.

Managed 10 resources and worked with 5 business resources on the divestiture of CitiFinancial Auto to

Santander that occurred over an expedited 6 month timeframe. Responsibilities included managing teams

to perform data analysis of target system, secure transfer of data, data cleanup, data validation, and the

transition of billion dollar loan servicing portfolio.

Additional responsibilities included business relationship management, such as shaping the initial business

case, providing high-level project cost-benefit analysis and IT spend forecast, syncing the business strategy

with the technology strategy, and facilitating decisions between the technology and business teams

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X!O Communications

IT Project Manager (Consultant)

September 2005 to February 2006

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Successfully managed multiple XO Communications Information Technology (IT) teams through soft ware

development lifecycle (SDLC) and ongoing Telecommunications operational initiatives, such as Voice over

IP (IP Telephony) product offerings, using such platforms as .NET, SQL, Oracle, MS and UNIX environments.

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Managed team of 10 developers, 3 business analysts, and 3 project managers on new .NET framework and

workflow standard for internal and external web portal providing customers with details on service requests,

billing accounts and trouble ticketing information.

V !erizon

IT Project Manager (Consultant)

September 2004 to September 2005

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• Led IT project managers, business analysts and team leads towards the organization’s end goal of being

compliant with Sarbanes Oxley using repeatable processes based on PMI standards.

fraSuccessfully managed team of 26 developers, 2 business analysts, and 2 project managers on new .NET

mework and workflow standard for internal corporate data capture and data presentation known as SPIDER,

which allows connections to legacy mainframe, Oracle, SQL, and web services including JAVA, and

(dot) .NET technologies with Web Sphere SSL encryption. (SPIDER, as mentioned in May 2005 CIO magazine

article “A New Blueprint for the Enterprise”) http://www.cio.com/archive/030105/blueprint.html.

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Spearheaded team on creation of internal .NET and SQL Database search engine with business

logic that displays all Verizon products, their complete end-to-end order status, fallout, jeopardy,

alarm, and metrics for IT and Customer Call Centers.

F !urther IT Experience can be provided in detail upon request: Summary below:

Alcon Labs

JD Edwards Project Manager/Business Analyst (Consultant)

May 2004 to September 2004

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Hyperion Essbase Project Manager (Consultant)

December 2003 to April 2004

erizon

eCommerce IT Project Manager

October 2000 – November 2003The Associates (later acquired by Citicorp)

Actively managed team of 10 developers, in the US, and India, towards the continued successful development

and deployment of Verizon’s online .NET and Oracle Bill Pay application for Verizon’s external customers.

The Bill Pay application processes over $1.5 billion of payments and over 17 million transactions

per year. https://www22.verizon.com/secure/pages/paybill/.

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Desktop Configuration Management IT Project Manager

June 2000 to October 2000

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Desktop Configuration Management: IT Project Manager (Consultant)

July 1999 to June 2000

ockbuster Inc.

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UCATION

University Of Colorado at Denver

Bachelor of Arts in Political Science:

S !kills and Certifications

Le ! adership Activities

Graduated May 1996

Certified Project Management Professional, PMP (2003)

Six Sigma Green Belt

UNIX Administration for Solaris 8

Chairman of Capability Maturity Model – Metrics

Eagle Scout Volunteer/Cub Scout Den Leader

C !ivic Activities or Professional Memberships

Project Management Institute (PMI) — member Dallas Chapter

Antique Automobile Association of North Texas

H !onors, Awards and Licenses

NACI-I Security Clearance

Citibank Stars & Service Achievement Award

Verizon Online Achievement Award

Verizon Advanced Services Achievement Award

Marketing/Sales Achievement Award

Boy Scouts of America - Eagle Scout

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