John Charles Riley
Skills Summary
1700 Pendelton Drive, Raleigh, NC 27614
Cell – 919-272-6159 / Home 919-866-0921
JCRiley560@att.net
Client-focused, results-driven Senior Program/Engagement Manager with 20+ years of experience, including 15+ years of managing multi-million dollar contracts for
Fortune 500 Firms. Deep experience with implementation and operation of complex large-scale, infrastructure and support operations for ITSM Seat Management
contracts. Industry knowledge and direct experience with Primavera Project Planner, Gated Methodologies, Earned Value Management Systems (EVMS), Microsoft
Office Suite, Microsoft Project Server, and a deep understanding and working knowledge with SDLC, PMLC and Critical Path methodologies. Formally trained in multiple
process improvement and PM methodologies, including RUP, CMM, Six Sigma, Agile, and PMI. Industry expertise includes Oil & Gas, Utilities, Energy, Public sector,
State and Local sector, Financial Services, and Federal contracting.
Throughout my career, I have collaborated with global organizations to facilitate their understanding of information as a corporate asset. I have helped clients achieve
value through improved customer satisfaction, competitiveness, and operational excellence that derive from improved information quality and timeliness. Solid mix of
Technical and Business knowledge to implement business solutions.
Proven ability to manage P&L’s for in excess of $126 million dollars for Mobil Oil; adept with managing mission-critical Data Center operations within leading
organizations. Expertise in data center operations and production management, highly complex business process re-engineering, contract development, facilities
management, site implementation and client support services.
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Senior Principal at the Master Level within HP’s Information Management Practice – Oil and Gas Vertical. Managing programs on a National and Inter-National
level. Directed the Utilities Practice within the United States. Responsible for HP Programs - Business Continuity Management (BCM), Enterprise Business
Intelligence (EBI) and Business Technology Optimization (BTO). Managed Meter-Data-Management (MDM), Customer Information Systems (CIS), Advance Meter
Infrastructure (AMI), Advance Meter Read (AMR), Meter-to-Cash solutions. Managed teams on a global level – Poland, India, South America, North America and
Canada.
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Initiated new Project Management Office (PMO). I was responsible for all financial reporting to Stakeholders. Extensive background in finance, cost controls,
strategic planning, business development, business analysis, mergers & acquisitions (M&A) data center due diligence, business process reorganization and
negotiations. Seasoned executive resource whose capabilities transcend IT operational boundaries.
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Data Center Migrations and optimizations with Unisys and ACS – Managed numerous Federal and Public contracts where data centers were migrated to co-located
facilities. Managed equipment moves, Telecommunications connections, Operations Schedules, Help Desk connectivity and operations. Reduce redundancy in
applications and increased throughput of systems. Created and evaluated central disaster recovery plans for multi-disciplinary Data Center and each sub group
based upon contractual obligations.
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Worked to be the trusted adviser on Global Program Engagements within IT arenas like Enterprise Business Intelligence (EBI), Services Oriented Architecture
(SOA), Enterprise Service Bus (ESB) Integrations, Enterprise Performance Management (EPM - Financials) and Enterprise Information Management (EIM). The
overall objective is to ensure cost effective integration between Business Processes and IT Architecture.
Professional Experience
Capgemini
3/2014 – Present
Senior Manager – Business Information Management (BIM) – Atlanta, GA
John is an engagement management consulting professional with significant experience in pre-sales, solution crafting, managing solutions that improve
operations, increase revenue, reduce expenses and deliver shareholder value. John is an outstanding relationship builder and mentor, skillfully
managing high-performance teams and partnering with C-level executives to achieve a common strategic vision. Utilized the MS office Suite for all
deliverables within all Programs – used MS SharePoint for all internal communications and document repository.
PORTFOLIO of EXPERIENCE at Capgemini:
Unilever - People Data Centre (PDC) Program North America- New York, NY
Mr. Riley provided leadership and rigor, to the People Data Center Program in the North American roll out of this global opportunity, while
performing the role of Delivery Lead for North America. The major goals of the program are to align marketing campaigns with social listening and
analytics to better determine return on investment (ROI) of campaigns. This program is in direct relationship with Unilever’s mission of, “Enabling
relationships with one billion consumers via meaningful and relevant dialogue”. Managed teams in the UK and India.
Chrysler - Connected Car Analytics Proof of Concept - Detroit, MI
John provided Program Management services to Chrysler – Analytics Proof of Concept Program. John was the liaison between the Chrysler team
in Auburn Hills, Michigan and the Capgemini CUBE Data Science team in India. The goal of the program was to find analytical correlations
between the “Chrysler Connected Car” and failed parts on warranty claims. Ultimately the end state is to predict parts failures and stock
appropriate parts to reduce “Vehicle off Road” claims. In this twelve week program John utilized the Capgemini Intelligent Enterprise and
DELIVER® methodologies to manage this effort. Managed teams in India.
The Coca-Cola Company - Social Media Technology Strategy Program - Atlanta, GA
John provided Program Management services to The Coca-Cola Company leading an effort to produce a strategic roadmap to be defined for
TCCC’s Social Technology – social listening, publishing, and engagement platforms. The objective of this effort was twofold:
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1. Conduct a detailed assessment within TCCC’s organization focused on identifying the current landscape of the social technology architecture
and;
2. Propose a future state architecture for the social technology landscape across global/regional teams and improving the way in which social
media information is integrated into the Information Landscape.
In this 10 week program John utilized the Capgemini Intelligent Enterprise and DELIVER® methodologies.
Lowe's Home Improvement - Consumer Packaged Goods (CPG) Master Data Management (MDM) Programs - Mooresville, NC
John provided Engagement Management services and shadowed the Program Manager on the Product MDM implementation planning program at
Lowe’s. This program consisted of assisting Lowe’s with a high-level Product Master Data Management (MDM) implementation roadmap by
articulating options to deploy the solution in phases and waves (release cycles) within each phase. The program was designed to analyze desired
business capabilities considering business value, priorities, risk, and complexity (organizations, integrations, data sources, systems to
decommission, Product MDM application) and help establish options of deploying the capabilities over multiple phases and waves. In this 9 week
program John was taught and shadowed the program Manager to fully experience and learn the Capgemini Intelligent Enterprise and DELIVER®
methodologies utilized to manage this effort. Managed teams in India and the US.
Oakwood Systems Group, Inc.
10/2013 – 4/2014
Principal - Program Director – Managed Services; Independent Contractor Creve Coeur, MO
Mr. Riley directed a 1.30MM Global Active Directory migration for Equifax. John managed the P&L and day-to-day program directing the Oakwood and
Equifax team and Oakwood and Equifax Executive Stakeholders on a Global Active Directory Optimization program.
John was responsible for all contract staff, P&L’s, scheduling and resourcing for the Global Active Directory Optimization effort within Equifax and the
single interface to for the Equifax team. This includes managing all technical issues, project plans, scheduling in all countries and ensuring that the in
country teams are prepared for this effort. Responsible for all scope issues and how those may impact our schedule, budget, and timelines and all
reporting of the migration plans, budget, resources, Action Items and Risks & Issues. Additional responsibilities include: establish in country migration
teams, create remediation and contingency schedules, prioritize, and analyze work effort to ensure it meets the client’s expectation. Managed teams in
South America, North America, Canada, and the UK. Utilized the MS office Suite for all deliverables within all Programs – used MS SharePoint for all
internal communications and document repository.
SAS Institute, Inc.
4/2011 – 10/2013
Senior Engagement Manager – Utilities Vertical – Cary, North Carolina
Responsible for engaging with the Sales Team to create consulting solutions for the client and ensuring the delivery of those services are completed
within the SAS Professional Services & Delivery methodology. Provide program management surrounding contract services, P&L’s, and internal control
reviews. Maintain active communication with clients to manage expectations, ensure satisfaction, and lead change efforts effectively.
Provided management and thought leadership to develop SAS Utilities Load Forecasting product. The ULF utilized Naïve Benchmark, Recent Effect,
Weekend Effect, Holiday, and Special Events Effect, Weather data, Econometric data to produce Very Short term, Short Term, Medium Term and Long
Term forecasting
Consult, work with, and service client base to make recommendations on business improvement and process improvement and serve as a trusted
business advisor to utility client. Team with partners and senior management on proposals and business development calls. Manage, develop, train, and
mentor staff on projects and assess performance for engagements. Utilized the MS office Suite for all deliverables within all Programs – used MS
SharePoint for all internal communications and document repository.
DELL
9/2010 to 4/2011
Senior EBI Program Manager; Independent Contractor – Austin, Texas
Responsibilities are to perform Program Management duties for the DELL Enterprise Business Intelligence group. The program is to complete the
merger and acquisition between Dell and Perot related to their Back-Office systems. My responsibilities were to Program Manage the Enterprise
Business Intelligence (EBI) effort ensuring that all Human Capital Management (HCM), Financial Management, Project Management, Time
Management, and Services systems reporting are integrated seamlessly. Due diligence was performed for all systems and dual functionality was
prioritized for elimination. Business processes were evaluated and merged into one single point to eliminate duality.
The major effort for the back office transition is to ensure that project level profit and loss reports can be developed to Generally Accepted Accounting
Principles (GAAP). Legacy Dell produced GAAP P&L’s form the General Ledger level where Legacy Perot Services produced their GAAP P&L’s from
the lowest level for Project reporting. This variation in business practices created multiple system integration changes and multiple back office changes
to the Oracle financial systems and manual processes. Systems which were impacted were the Hyperion Financial Management and PeopleSoft Human
Capital Management (HCM), Financial Management (FM), Supplier Relationship Management (SRM) and Enterprise Services Automation.
Bridge Energy Group
11/2009 to 8/2010
Senior Project Manager; Independent Contractor – Marlborough, Massachusetts
Responsibilities are Program and Project Management for Bridge Energy Group. Responsible for managing the delivery of Smart Grid projects,
managing the client relationships and Bridge Energy support personnel deployed within projects. In this role, I was responsible for delivering consulting
solutions and services to the Utilities Industry.
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Engaged with a number of Energy clients, namely the Western Electricity Coordination Council (WECC) and Green Mountain Power (GMP).
Western Electricity Coordination Council (WECC) - A collaborative effort between partners throughout the U.S. portion of the Western Interconnection. The total
estimated program cost is $107.8 million, which includes matching funding under Smart Grid Investment Grant (SGIG). The program will implement a new Wide Area
Network (WAN) for synchro-phasor data transmission between the entities and WECC and deploy new software applications to improve situational awareness, widearea monitoring, system-wide models, performance analysis, event analysis, and a historical reporting data repository.
Developed the bottoms up cost analysis to define the WECC Project budget, 36-month cash flow analysis for the project, earned value tracking and reporting system,
integrated staffing plan and labor forecast, work breakdown and schedule development, and monthly reporting process to meet ARRA SGIG requirements. Key
contributor to development of the financial planning model and spreadsheets to support cash flow analysis over the 36-month project. Also drafted control processes
for risks, issues, and change control.
Green Mountain Power (GMP) - Smart Grid Investment Grant (SGIG) program through VELCO. The overarching mission was to provide enterprise architecture
definition, systems integration services, a strategy and roadmap, and consulting on best practices related to the planning and execution the GMP Smart Grid initiative
– the initial phase was to understand and document meter-to-cash through the billing system and establish a roadmap for the Customer Information System
replacement and integration of a SOA (Service Oriented Architecture) based Enterprise Architecture.
Utilized the MS office Suite for all deliverables within all Programs – used MS SharePoint for all internal communications and document repository.
Hewlett-Packard
12/2007 to 8/2009
Senior Principal – Master Level, Business Information Solutions (BIS), HP Americas Houston, Texas
Responsible for Engagement Management and Program Management effort within the Energy vertical of the HP Business Intelligence Solutions (BIS)
Utilities Practice focused on business intelligence and data warehousing solutions. My responsibilities include Managing the Utilities Practice within the
US, delivering services in information strategy, data integration, business intelligence, data warehousing, enterprise content management, master data
management, meter data management, advanced meter reading, advanced meter infrastructure customer data integration, quote-to-cash and meterto-cash solutions.
Proven experience managing the direction setting, scope, planning, delivery, and the reporting of delivery metrics for programs to ensure client
satisfaction. Build strong team environment by mentoring and developing staff, create partnerships with clients, and demonstrate strong interpersonal
and communication and interaction skills with peers, subordinates and clients at all levels.
Responsible for Program Management turnaround effort for Business Intelligence projects in Brazil for the world’s second largest Mining Company
delivering an Enterprise Wide BI/DW with a global reach. This contract was a must succeed situation with financials exceeding 50MM USD. Managed
and communicated the development for the newly created BI architecture, data governance, data quality, and Master Data Management vision to the
“C” level and executive stakeholders for a global delivery. I directly managed the Business Requirements development, Gap Analysis and Source to
Target Mappings for global Master Data Management (MDM) and financial performance reporting initiative. I rolled up my sleeves and worked with the
delivery team to complete the Data Profiling, Logical, and Physical models. The Enterprise Business Intelligence (EBI) capability improved business
performance and global connections across all operations. Supported global growth initiatives, timeliness, availability, quality, and security of
information, and developed flexible and efficient information delivery architecture. Traveled to Rio de Janeiro for a period of seven months. Managed
teams across the globe in Poland, Brazil, North America, and India.
Devon Energy Corporation
3/2007 to 11/2007
Managing Principal Consultant; Independent Contractor, Oklahoma City, Oklahoma
Managed the geographically dispersed Enterprise Content Management team to lead efforts to deploy and institutionalize search and e-discovery
technology and functionality. The Devon Enterprise is located in Houston, Texas – Oklahoma City, Oklahoma and Calgary, Alberta.
Implemented Enterprise Wide Content Management Solution within the corporate offices located in Calgary, Alberta; Houston, TX and Oklahoma City,
OK. Coordinated and planed the timelines for all remaining environment installs, map out the touch points and processes for keeping the multiple
search environments in sync. Defined the administration model for search systems and e-Discovery within the BI&T infrastructure. Lead geographically
dispersed teams to deploy search functionality for specific business solutions
Created all deliverable documentation for the project following Devon’s project management methodology. Worked and coordinated with the Business
Sponsor and Business Analysts from the BPT groups. Created timelines - schedules for all resources across multiple groups. Kept resources on track
in terms of scheduling, tasks, and deadlines. Worked with the Jackfish Oil Sands group to provide e-Search to aid Geographical well file searches of
structured and unstructured data. This greatly eased the pain that this group felt in doing online searches for geological data within their own
organization. This effort enabled them to reduce time searching for documents by 300%.
Environment:
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Autonomy IDOL 7
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Business Objects (BO)
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Autonomy Aungate
SharePoint
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Documentum
PMI Methodology
Responsible for all project controls – used Primavera Project Planner as standard Devon Methodology. Initiated new Project Management Office (PMO)
within the Devon Quality Unit. I was responsible for all financial reporting to Stakeholders and C-level alike.
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RBC Centura
11/2006 to 3/2007
Program Manager; Independent Contractor, Rocky Mount, NC
Information Technology Program Manager for RBC Centura in Rocky Mount, NC. Responsible for the implementation of IBM DotSphere to replace the
existing document management system known as the Computer Assisted Retrieval (CAR) system. This solution provides Enterprise Content
Management (ECM) and Business Process Management as the backbone for its toolset. The overarching goal is to combine Workflow Management,
Business Process Management and building a Service Oriented Architecture throughout the organization.
Environment:
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Primavera Web and Client ver. 3
IBM’s DB2 Content Manager
Silicon Plains Dot Sphere
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MS Project
Lotus Domino Directory
Sun Java System Directory
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IBM Directory server
Microsoft Windows/Server 2000 Active Directory
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MPLS, VPN, and IP Technologies
IBM Tivoli Directory Server
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Mercury Test Director – Mercury Quality Center 8.2
Provide leadership to technical project team members on strategic projects ensuring RBC Centura initiatives are delivered on time, within budget and in
line with strategic objectives. Manage multiple projects simultaneously, leading project teams to successful completion of committed deliverables.
Manage all projects within Rational Unified Process (RUP) and Program Management Institute (PMI) methodologies using MS Project and Primavera
Project planner.
Unisys Corporation
Director Internal Projects CTO (3D-VE) Blue Bell, PA
10/ 2005 – 11/2006
Responsible for the successful implementation of the Three Dimensional – Virtual Enterprise (3D-VE) Program. Oversee this internal program which is
divided into five sub-projects with a global implementation plan. 3D-VE is the basis for Unisys new brand strategy and service offerings. Acting as the
Chief Technology Officer for this strategic alliance of multi-functional, multi-national, and cross multiple locations.
Responsible for managing the following five infrastructure projects:
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3D-VE Network Infrastructure
3D-VE License Management
3D-VE Service Desk
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3D-VE Hardware Asset Management
3D-VE Software Release Management
The above five projects once installed provided Business Process Management, Workflow Management and collaboration between the business and
IT. The use of IBM Rational Unified Processes and Unified Modeling Language enabled the projects to “blueprint” all artifacts for re-use.
Federal Government Programs Reston, Va.
6/2004 – 10/2005
Senior Manager of Enterprise Solutions for the Government Information Systems organization within Unisys. Responsible for thought leadership,
business development, and program management efforts through professional services offerings relative to IT infrastructure: specifically Network
Operations Centers (NOC), Server, Data Center, Enterprise Solutions, Managed Services, and Security Architecture.
Responsible for working numerous turnaround solutions by: focusing on problem identification, diagnosis and resolution; working with multiple
leadership teams across the company to set priorities for the engaged project teams; understand the business of the client and help to enable the
business by using Information Systems and Technology that drives productivity, efficiency, and sound cost management and customer satisfaction;
lastly by driving cross-utilization of resources by helping to develop various technical skills and expertise as core competencies that could be shared
internally and externally.
ACS - Affiliated Computer Service
Senior Director of Operations
9/1997 to 2/2004
06/2001 – 02/2004 Account Executive - North Carolina Seat Management:
Capture Manager for the North Carolina Distributed Computing Service (Seat Management Services) IDIQ contract for ACS State and Local. Led
technical and financial teams in proposal development to win and launch the first North Carolina Distributed Computing Services–Seat Management
Services statewide desktop outsourcing contract.
Responsible for all procurement effort for 5000 computers, printers, network devices, along with associated COTS software and additional hardware
items. Managed supply chain and service provider offerings and vendor subcontracts to ensure product was available for Just-in-Time delivery.
The contract was the first desktop initiative within State of North Carolina at the Department of Health and Human Services (DHHS), as well as in the
ACS State and Local line of business (LOB). Spearheaded integration effort to link tools, reducing duplicate effort and save overall labor cost
(LANDesk, Provance Asset Management, and Remedy Action Request System). Forged relationships with hardware and software vendors to decrease
costs for all products being sold within the DCS contract. Saved the State in excess of $500,000 through negotiated vendor relationships.
09/1997 – 06/2001 Senior Director of Operations/General Manager – Multiple Contracts:
Head of the East Coast commercial practice of ACS Communications Industry Services (CIS) Division. Directed a team of 75 persons in support of a
$7.5MM year-over-year contract with WinStar Telecommunications. Coordinated the implementation of software applications from system integration
through production which supported the Telecommunications Billing Electronic Data Interface System. Managed PeopleSoft ERP solution
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implementations and migrations. Supervised, managed, technical, and administrative support to run operation with optimal workflow. Ensure Division’s
compliance with program scope, schedule and budget requirements and acted as Primary liaison with client partners in conduct of multi-site cross
functional support efforts.
Facilities Management: Responsible for fulfilling the Facilities Management – Operations Administration & Maintenance (FM-OA&M) contract.
 Managing Data Center Operations, Seat Management, Client Support Services, Network Operations Center, Remote Site Connectivity, and
Disaster Recovery within a Sun-certified operations center.
 Provide support for Client/Server, LAN/WAN/MAN, Windows NT4 servers, Oracle, Informix, Sybase, Cisco and Bay Networks, as well as
Java and C++ development.
Service Level Agreements: As single point-of-contact (SPOC) for meeting SLAs, drive employment, supervision, workload management,
configuration control, problem resolution, issue and risk management, software (COTS) deployment, technical documentation management,
quality assurance and disaster recovery.
Product Management of Computer Telephony Integration and Telecommunications: Oversaw group of 15+ IVR/AVR programmer and
developer staff and subcontractors at remote facilities serving multiple clients nationwide, totaling $8MM in contracts. Managed client
expectations through product lifecycle development to retirement. Worked with developers to ensure enhancements met client needs. Worked
with SBC/Ameritech sales teams to ensure product enhancements and training component were documented. Product Lifecycle was dependent
on understanding short term needs and long term goals.
Key Accomplishments:
 Within 3 years, grew FM-OA&M contract from $1.2MM annually, with a 17% PTP, to $7.5MM annually with a 43% PTP. This equates to a
625% increase in Contract Total Value (CTV). As for Profit my effort raised it 1581% from 204k to 3.225 MM.
 Established Program Management Institute (PMI) principals that produced error free data output within a 3 month period. Through the
development of the WinStar Billing Software product release.
 Led WinStar Telecommunications, Inc. team in achieving SEI CMM Level 2.
Mobil Oil IT Services Project Manager
Consulting Managed Services Contract – Independent Contractor
6/1996 to 9/1997
Directed $126MM global distribution contract to install a standard computing environment. Managed contract negotiations, proposal/task development,
business process re-engineering, and resource management and total solution delivery. Preformed initial Due Diligence to identify all hardware and
software.
Project entailed cross functional requirements for Seat Management, Helpdesk services, Desktop Support, Telecommunications, Network Operations,
technology refreshment, and remote site access through existing LAN/WAN/MAN infrastructure.
Key Accomplishments:
 Implemented 3,600 seats within 15 months, under budget and 3 months ahead of schedule.
 Utilized automated tools to ensure that all Service Level Agreements were met in a timely manner on this performance-based contract.
 After concluding the initial Due Diligence effort created an automated reporting database used by 8 inter-departmental groups within each
regional area for profiling end-users. Database streamlined existing operations by eliminating need for labor-intensive profiling of each
desktop, thereby reducing costs and shaving 3 months off the expected delivery time.
Independent Consulting / Consulting Services – Academic – Managed Services / Federal Government COTR / Federal
Government Contracting / US Marine Corps – over a 15 year span
Education
Sociology, Radford University - course work
Formally trained Project Management Professional – University of Maryland
Professional Training Continuing Education
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Six Sigma
Rational Clear Case® v2002
Use-Case Modeling with UML
Large Proposal Workshop
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Rational(R) Requisite Pro(R)
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Software Configuration Management with Rational
Clear Case UCM
John C. Riley
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MS Office Suite
Rational Clear Quest®
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Rational Unified Process
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Business Architecture
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Resume
Software Engineering Institute
Capability Maturity Model (SEI CMM)
SI-635 UNIX Programming,
Schlumberger Instruments
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