Candidates About

Stephen Volandt

PROFESSIONAL SUMMARY

Mr. Volandt brings deep experience with program management, modernization, organizational transformation, quality assurance and related policy and corporate methodologies, training and team leadership. He is skilled in discerning and delivering customer needs within the context of an evolving IT services portfolio tuned for optimum relevance and data efficiencies. He has direct experience leading teams that deliver solutions by successfully interacting with and assessing end-user requirements within the context of available approaches and market solutions. He has accomplished this while simultaneously leading transformation architecture teams to evolve overall technology portfolios to cutting edge capabilities. He successfully advocates the customer and end-user perspective to C-Suite executives as part of overall services portfolio strategic planning that has aligned hundreds of stand-alone legacy and intermittently integrated applications into orchestrated product lines, each with its own capability improvement roadmap and ties to enterprise services that allowed for more cost-effective solution delivery and security. Mr. Volandt served as the representative of a $30+ Billion global department (200k employees) during the design and establishment of global services to support the overall enterprise of over 1M employees while simultaneously serving on the overall enterprise team that developed the enterprise services to support the new portfolio.

He successfully connects business fundamentals with strategic purpose, data and technology dependencies, consequences, risk management, decision-making, enterprise project portfolio management, service delivery, operational user requirements and the technology that supports them. His operations and enterprise transformation background adds to his ability to address data recovery-strategy requirements, identify risk, and mitigation approaches. He brings strong experience identifying and reconciling information gaps needed for cost effective services and technology investment decision-support, which lends itself to smartly recommending the phasing of investment programs that meet strategic priorities while recognizing maximum return-on-investment from existing capabilities and investments. 

RELEVANT EXPERIENCE

Center for Project Performance, Director role (departing- company acquired / broken up)

Responsible for contracting, governance, and delivery performance for a portfolio of over 1500 projects valued at over $900M, focusing on contract risk mitigation, Gross Profit improvement, identifying at risk projects using leading indicators, delivery manager onboarding, training, mentoring, and coaching, client relationship improvement, risk mitigation, off-shore support coordination, and project turn-around. Directly interacted with key accounts, particularly those experiencing challenges. Project types include legacy data and systems transformation and modernization, enterprise architecture, business intelligence, web/digital marketing, e-commerce, custom application development, testing, cloud and service oriented architecture, deployment and migration, Oracle, Infor, and SAP ERP solutions, managed and hosting services, help desk services, vender and asset management, and staffing. Reviews and improves policy, best-practices, governance and delivery procedures from an SDLC and quality perspective. Leads and conducts risk reviews and edits of proposals and scope-of-work documents, at-risk project performance review assessments and corresponding corrective action plans, and serves as the corporate project performance transparency dashboard business advisor. Incorporates SalesForce data in overall project pipeline risk transparency. Provides input and recommendations to C-Level and non-IT-savvy decision makers, participates in contract and proposal Go/No-Go reviews, leads and conducts performance transparency services, project delivery portfolio operations guidance, and quality assurance for this international IT and Management Consulting company’s North American operations.  Provided the above working remote/telecommuting, and travelling as required. 

Led customer relationship management and the delivery of services: Assessed and responded to Customer Requirements, IT Services and Technology Portfolio Optimization with a focus on authoritative data, data architecture, and data management alignment with organizational strategy and end-user requirements. This included transformation enterprise and solution architecture, ERP modernization/transformation, cloud migration, hardware and software acquisition management, and IT staffing contracts. Led and adeptly managed customer relationship building, Executive and C-Suite cost and portfolio governance transparency interactions, proposals, recruiting and delivery for multi-state, multi-contract operations. Federal and commercial client support included direct corporate oversight, quality assurance, contractual and management, and direct consulting support for global Federal Government organizations and private companies with multi-Billion-Dollar IT portfolios.

Notable Accomplishments

§  Extensive presentation, decision support, and policy experience with C-Level decision makers. Congressional testimony support for the Marine Corps CIO.  

§  P&L and hiring responsibility

§  Negotiated and secured company’s start-up contracts with the Department of Defense. Identified, negotiated, proposed and/or won federal contracts with prime teaming partners such as Lockheed Martin, Booz Allen Hamilton, Raytheon, and BAE Systems.

§  Developed sales that tripled company’s assets. Diversified sales mix by incorporating new business units of recruiting/temp to permanent staffing and decision support software products producing resulting in a 100+% increase in revenues 3 consecutive years.

Program Management:

§  Managed / oversaw simultaneous fielding of new IT programs, data management/consolidation, infrastructure consolidation, Legacy-system/ERP transformation, and leverage of on-going legacy capabilities.

§  Routinely provided senior executives and Congress cost and capability transparency information.

§  Experienced with Agile development and Waterfall methodologies: development scheduling, dependency analysis, deconfliction and decision support dashboard reporting. Led the use of enterprise-wide scheduling and budgeting system that integrates MS Project files with strategic goal tracking, enterprise architecture requirements, budgeting, and the System Development Life Cycle reporting system. Agile SCRUM certified.

Enterprise Transformation / IT Portfolio Management:

§  Led and participated in external benchmarking activities with data and architecture consultants such as Gartner, MITRE, and CNA as input to IT strategy development for numerous product lines to assess and optimize the technology portfolio. 

§  Led and participated in budgeting for future IT enhancements while leveraging legacy return on investment/ reusability. 

§  Led and participated in market studies benchmarking cost, features, benefits, and performance capabilities of commercially available and custom-built products and services.

§  Initiated the creation of the Marine Corps Business Enterprise Governance Board to facilitate data and technology governance, portfolio transparency, anticipate technology changes, and lead organizational change management.  Provided expertise and guidance regarding capability roadmaps, SLAs and budgeting process for the technology portfolio.

§  Led and participated in annual and long-term capability/service delivery strategic planning process, updated the data and technology portfolio roadmap plan.

§  Led and participated in determining customer requirements for numerous product lines and IT services. Led assessment of capability overlaps and gaps to establish portfolio management decision support criteria.

§  Led global data, communications and satellite systems enterprise architecture consolidation and portfolio management.

§  Created and managed transition plans to achieve desired architectural end-states.

§  Created multi-agency data and systems architecture and process alignment work plans that pulled together difficult to measure enterprise goals.

Created semantic ontology for integration of simultaneous SOA and Cloud deployments.

§  Led teams conducting integration and fusion of ERP and other data into common customizable views for enterprise transparency, decision support analysis and planning.

§  Provided budgeting and project management planning / systems integration and migration support for the management of projects.

§  Led delivery of services to global contracting companies: proposal budgeting and resource assignment management that included detailed consideration of the overhead pricing stack (benefits, paid time off, G&A, fee, profit, etc.) at the enterprise and sub-organizational level.

§  Led a global ERP, IT and data policy, procedure, and infrastructure consolidation project that involved three mirrored data centers (each capable of supporting the entire enterprise) and over 150 pharmaceutical manufacturing facilities. Led the design, implementation, and service of a global SAP data center in a Food and Drug Administration (FDA) regulated environment. The team included project managers, planners, business analysts, technical writers, and system administrators, and was comprised of both Ciber and client personnel located in North Carolina, Pennsylvania, and the UK.  In addition to managing the actual implementation of the server infrastructure, this account required that the team develop processes supported the development and life cycle of this system as it was deployed globally, ensuring maximum use of existing procedures, upgrading those that require it, and designing new procedures as needed for a newly merged global corporation with a highly matrixed management structure dispersed amongst multiple locations on both sides of the Atlantic.

§  Led executive level concept presentations, cost estimate proposals and performed Program Management for US and international projects involving enterprise management, global IT mergers, legacy systems migration, web enablement, system integration, data integration, voice recognition and interactivity, data warehousing and business intelligence. Guided customers through decision and prioritization processes.

§  Enterprise mergers and integration: Managed and led teams for US and international projects involving enterprise management, global IT mergers, N-Tiered Architecture (SOA), legacy business systems migration, ERP systems, systems web enablement, systems integration, data integration, voice recognition and interactivity, data warehousing and business intelligence.

§  Responsible for developing and led the Project Management Center of Excellence in the Raleigh Branch.  Led teams through project post mortem discussions to develop lessons-learned and procedure revisions.

§  Provided enterprise IT life cycle management, IT asset management, architectural, and balanced score card methodology consulting to a large Federal customer. 

§  Managed a team providing scope and cost validation for a Voice over IP (VoIP) conversion of 650,000 seats at 350 locations in the Continental US and abroad.

§  P&L and contracting responsibilities. Executive management and decision support consulting for nation-wide risk assessment and merger / acquisition portfolios for numerous clients including Fortune 1000 and 500 companies and leading Wall Street finance firms.

§  Various engineering, construction and environmental consulting duties.

§  Enterprise decision-support and command and control integration, data, ERP and Financial system integration and transformation program oversight. Business transformation program manager (Action Officer) and external organization integration liaison officer.

§  Awarded the Meritorious Service Medal for duties performed. 

§  Provided strategic and tactical data and IT systems review and input to program managers and active duty forces.

§  Six-month active duty special work assignment as part of IT career transition.

§  Project manager for the deployment of a global supply and maintenance ERP system.

§  Project manager for the roll out of an encrypted email system for 40,000 personnel.

§  Managed network implementation and connectivity interface solutions for several internationally mobile organizations of 2,000 personnel.

§  Directed the development of a knowledge management, enterprise-wide, business intelligence internet/intranet system.

§  USMC Reserves (overlaps civilian employment).       

§  Managed over 250 personnel. Also served as a global operational and logistics analyst and planner for a 16,000-person organization, certified user for numerous ERP, GIS and decision support systems. Primary focus: Extreme Cold Weather (Arctic) Special Operations.

§  Operations, logistics, and maintenance planning and execution for a 500-person organization, certified user for numerous ERP systems.

CERTIFICATIONS & TRAINING

EDUCATION

§  Bachelor of Arts: Mathematics, Business Administration minor; The Citadel, The Military College of South Carolina - 1984

§  USMC and DoD organizational management and leadership professional schools     

VOLUNTEERING

§  ISSA InfoSeCon 2014 breakout speaker: Security Architecture approaches

§  InfraGard: a national non-profit volunteer organization dedicated to infrastructure resilience. Serve as Administration/Operations Officer for the Electromagnetic Pulse Special Interest Group (EMP-SIG), for the EMP-SIG SE Region (Deputy), and as 2d Vice President of the Eastern Carolina chapter. Co-authored the EMP-SIG’s book “Powering Through-From Fragile Infrastructures to Community Resilience”

§  US Veterans Corps: serve as hands-on volunteer assisting disabled veterans and their families.