Don D Peteuil, PMP, ITILv3

1438 Tudor Drive,

Allen Texas  75013

469-585-4470

don@peteuil.com

 

Executive Summary

 

Dynamically driven well organized articulate leader.  Expertly aligns customer expectations within the company’s ability to deliver successfully.  Leverages strong background in management, project management, Waterfall and Agile processes, engineering, networking, infrastructure, software development, implementing and managing change.

 

Professional Experience

Sr. Program Manager / Executive Management Consultant, HTN Business Solutions, 9/2010 to present

Working as a contractor to Health Care Service Corporation via Make Corporation.

·   Directly supporting seven C-level executives and their cost saving and legal initiatives for four Blue Cross Blue Shield regions. 

o   Recovering Governance, Compliance & Audit Medicaid optimization.

o   Managing and reporting on five legal initiatives. 

o   Managing and reporting on twenty cost saving initiatives delivering about $20M in annual savings.

o   Built the 2016 budget template for a 2500+ division. 

 

Working as a contractor to AT&T via ASAP Solutions LLC.

·   Recovered three customer facing high profile / strategic projects from the brink of disaster.  Projects were 70% or more behind schedule, 50%+ over budget with unclear requirements and significant resource and vendor churn from multiple and on-going re-organizations. The effort was further challenged by hard delivery dates just a few months away, budget cuts, three different AT&T standard PM processes using Waterfall, Lean Waterfall and Agile and multiple changing systems such as ITUP, TDUP, PRISM.  Routinely used strong IP networking & Infrastructure background to solve complex connectivity between application databases.

o   Despite these nearly impossible odds, all three were turned-around and delivered on time and within original budgets with a 100% SOX audit score and 92% overall quality audit result.

 

Working as a contractor to Ericsson via CA Technologies

·   Implemented 200+ mission critical Clarity PPM projects using rolling wave waterfall and Agile in 6 months for a large wireless equipment vendor who was unable to make progress for 2+ years. Managed a large team of analyst, developers, vendor personnel and regularly interfaced with vendor executive team.

·   Created 70+ customer facing projects and programs and allocated 95+ resources as the business owner of the internal Clarity system.  Developed custom metric reports to measure both corporate and customer project and program efficiencies based on actual timesheet information, allocation plans and contractual commitments.  Actively manage and monitor the content.  Created a SharePoint 365 Portal from the ground up..

·  Oversaw and monitored timesheets, expense budgets and contract compliance for 70+ projects and programs and 95+ employees and contractors.   Actively managed staff.

 

Worked as a contractor to Fujitsu via PDS Tech

·   Managed large scale customer software and infrastructure programs for the Flashwave 9500 Product suite using Waterfall, Agile and Scrum processes.

·   Organized and standardized large scale Telecom vendor software development efforts (4 Portfolio’s, 11 programs and 49 projects) to bring them into compliance with applicable PMO best practices and improved on-time delivery and ROI metrics.

·   Created, built and implemented a PMO Portal utilizing SharePoint 2010 web parts and business objects. Invented a real-time reporting engine with direct connection to SAP and PPM databases with existing IT infrastructure and no additional costs. Corporate confirmed initial cost savings of about $41K per month or about $500K per year.

 

Worked as contractor to Others

·   Bought in to build a Health care provider PMO from the ground up. Created a Governance Model and secured C-level sign-off.  Organized 70+ programs and projects into 7 portfolios.  Stood up a graphical PMO portal from scratch after defining both structure and content.   Defined project and program level dashboards.

o   Developed training and created / reviewed multiple detailed PPM system configurations using CA Clarity to integrate into the overall PMO structure.

·   Manage 38 related electronic record health care projects plus two California based high profile hospital projects using MS Project and CA Clarity.  

DON PETEUIL Page Two

 

Acting Director, Governance, Reporting & Training – Americas PMO, Alcatel-Lucent, 8/2007 to 9/2010

·  Lead PMO Governance, Reporting and Training teams supporting 429 customer facing project managers working on 260+ customer projects with a combined $5 Billion multi-year revenue stream. 

·  Created Customer Project Management PMBOK based training and trained in-house subject matter experts to instruct which drove significant tuition and travel cost savings.  Resulted in successful passage of TL9000 corporate audit with zero findings 2 years in a row.

·   Taught 2500+ students the mostly PMI registered courses. Courses focused on SDLC methodology, gap analysis, critical path analysis, actual vs. budget analysis and PMO system and process compliance.

·  Developed an internal corporate SharePoint 2007 web-site as well as a web-based project tracking tool to provide Key Performance Indicators (Earned and Planned Value, cost and schedule performance and others) real-time reports in addition to traditional progress, budget, revenue, margin reports.

 

Senior Program Manager, Alcatel, 11/2005 – 8/2007

·  Turned-around a high profile strategic $2M software payment product based account resulting in renewal of multi-year contract and additional sales totaling nearly $30M using Agile based methodologies.  Direct margin and revenue responsibility for the account.

·  Recovered 6 European, South and North America based customer projects with typical team size of 10-30 members by resolving complex technical and organization issues, enforcing existing processes and re-negotiating contract and statement of work terms to better align with new wireless software product capabilities. Instituted changes in the SDLC processes. Typical project size $20M - $100M

·  Mentored project team members on PMBOK and SDLC process compliance, issue resolution, resource planning and technologies across a broad range of available global skill set and three regional support centers.

·  Created and instituted a formal Integrated Change Control process via both internal (SDLC processes) and external customer acceptance and adoption.

 

Sr. Executive Consultant, HTN Business Solutions Inc.,    8/1998 to 11/2005

·   Spearheaded a $1 Billion MCI legacy network upgrade effort which involved designing a new switching and signaling architectures for the entire North America network in support of key cable network client initiatives.

·   Recovered $250M Lucent VoIP project on the brink of disaster thru requirements and customer management and Agile methodologies. Clarified and negotiated customer requirements. This produced an improved design and an on-time under budget service launch. Built & managed a 40+ person team and related budget.

·   Developed a recovery plan and saved a $1 Billion Lucent opportunity from eminent collapse.

·   Avoided a near certain chapter 11 filing by instituting a software product delivery and implementation methodology (PMBOK and SDLC) to deliver key components on-time and ultimately secured critical payments.

 

CAREER ACTIVITY 1984 to 1998:

·   Senior Manager, Concert Communications (BT, MCI and AT&T), 1996 to 1998

·         Managed $50M development budget, 5 product developers and 5 project managers. Oversaw 200+ project support personnel.  Prioritized and completed 95 projects.

·         Instituted a PMO, a solid formal methodology, (SDLC and PMBOK based) and a structured management approach to prioritize projects based on ROI.  

·   Senior Product Manager, Sprint Corporation, 1994 to 1996

·         Generated $350M annual revenue from an on-line software service product. Recovered $600K per month in revenue plus reduced operation and support.

·  LAN/WAN Consultant, multiple contracts (1993 to 1994)

·  Senior Project Manager, Pacific Bell (1991 to 1993)

·  Senior Project Engineer, GTE (1987 to 1991)

·  Senior Engineer, Intelect (1984 to 1987)

 

EDUCATION AND TRAINING

·   Bachelor of Science in Electrical Engineering, BSEE, Oakland University, Michigan

·               Awarded United States Patent Number 4,689,492

·   PMP, Project Management Institute. 

·   ITILv3 Foundations certificate in IT Service Management

·   288+ hours of corporate sponsored certified management training. 100+ hours of certified sales training.

·   Completed 21 Rally / Agile AT&T sponsored Training courses in 2014

·   Completed 16 HIPAA courses, 6 Blue Care Connection product courses and 5 IT Health care BCBS sponsored training courses in 2015.