COREY C. ROBINSON, PMP
900 Perrie, Ste. 102, Elk Grove Village, IL 60007
Tel. 630-730-8018, coreycr8888@yahoo.com
http://www.linkedin.com/in/coreyrobinsonwp87
EXECUTIVE PROFILE
Results oriented senior enterprise program and project manager with over 17 years experience partnering with
clients, understanding their business and technology needs, and driving efficiencies within their lines of business.
Extensive experience delivering complex projects using different standardized project methodologies. In-depth
experience with both Business and Technology IT PM roles. Formally trained and/or certified experienced with
many PM methodologies and related processes including Agile/Scrum, RUP, Waterfall, PMI/PMBOK, and CMMI
and am experienced in managing projects through the entire Software Development Lifecycle. I am also formally
trained and/or certified and experienced in Six Sigma/LEAN, Organizational Effectiveness (OE) and Change
Management, various process improvement and process modeling tools and methodologies, and possess the savvy
and skill to deliver projects on time and on budget.
Strong skills in managing projects in many industries to include the Healthcare, Financial/Banking, Insurance,
Distribution, Government, Manufacturing and Telecom Industries. Experienced in managing ERP projects in the
following areas: Logistics/Supply Chain, Finance and Accounting, GL, AP, Billing, Customer Service, HR,
Ordering & Resupply, Procurement, Warehousing and Distribution. Experience with numerous applications,
platforms, and systems to include Webshere, Oracle & Peoplesoft, SAP and numerous IVR related telecom
applications and platforms. Proven successful in effectively managing multiple projects, project scope, resource
plans, budgets, timelines, and tracking dependencies, deliverables, and milestones. Experienced with portfolio-level
and detailed reporting methods.
Significant experience implementing enterprise-wide organizational effectiveness, six sigma, and change
management solutions in addition to managing Sarbanes-Oxley (SOX) projects. Experienced in organizational
restructuring initiatives, strategic planning, IT and Business Process Analysis and Reengineering, performance
improvement, and performance management.
Highly developed skills in the disciplines of leadership development, program and project management, consensus
building, group facilitation, team building, and conducting large group interventions. Experienced in competency
modeling, HR Strategy, culture change initiatives, communications plans, and developing and implementing surveys.
PROFESSIONAL EXPERIENCE
PROGRAM/PROJECT MANAGER AND ORGANIZATIONAL EFFECTIVENESS CONSULTANT,
Elk Grove Village, Illinois. February 2002 to Present.
For Start-up IL based Not For Profit Corp. Dec 2008 to Present.
 As lead program/project manager and OE consultant, lead multiple projects in strategic planning, business
development, web marketing, and grant research/fundraising. Developed integrated project plans, implemented
complete web marketing and strategic business development plans, planned special events, and drove expansion and
influence of the organization throughout the state. Achieved community impact gains of over 50%.
For CVS Caremark Corp. June 2008 to Dec 2008.
 As lead project manager in support of a major Division, developed a complete Change Management plan for the
organization. Also designed and led the rollout of the new Consultative Call Flow Process, led the development and
implementation of the new yearly goal setting process and designed an effective employee survey action planning
process. These efforts led to significantly increased engagement, morale and accelerated goal achievement.
For AT&T Corp. May 2007 to June 2008
 Acting as both program manager and senior PM, successfully delivered five complex Interactive Voice Response
(IVR) system installations and system upgrade projects within a PMO. Managed $5 Million and 5000 work hours.
 Led over 20 small business and IT teams of pros in the telecom, infrastructure, and IVR specialties in the delivery of
software, hardware, and infrastructure technologies. Savings eclipsed $1 million.
 After only four months into the engagement, I was hand chosen to be the PM for the lead project in the 2nd highest
priority initiative in the corporation. Successfully finished project on time and on budget.
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For Discover Financial Services. March 2007 to May 2007.
 As senior project manager within a PMO, led a multi-departmental, 15-person Securities Fraud Prevention project for
a Global Credit Card Company. Drove business process analysis, requirements, and implementation phases of the
project. Saved over $250K.
For Allstate Corp. August 2006 to March 2007.
 As senior project manager, led team to track multiple work streams and sub projects, develop change strategy for
a 5-person $140M multi-divisional IBM Webshere Portal implementation, drove communications and reported on
program, tracked accomplishments, issues to leadership, drove on-time delivery, and adoption plans.
For Zurich NA Corp. October 2005 to August 2006.
 As senior project manager, developed a new enterprise-wide financial reporting and operational risk and issues
tracking structure focusing on GL and Regional reports. Led Rapid Results Initiative (RRI), saving $10M in costs,
partnered with twelve key business units and profit centers to implement new process improvements.
For Motorola Corp. July 2005 to October 2005.
 As senior project manager, developed an integrated methodology which combined the enterprise wide Motorola Six
Sigma and Change Acceleration/Change Management methodologies. Methodology adopted by quality team.
For Accenture, LLC. December 2004 to July 2005.
 As project manager, designed, developed, and integrated Six Sigma, Change Management, Quality, and Project
Management training development course project for proprietary Business Process Consulting Project Management
Methods, delivered to senior firm executives worldwide.
For Federal Home Loan Bank. September 2004 to December 2004.
 Led process reengineering project stream to reengineering several large bank work processes to support new key
accounting and risk software implementation, conducted detailed risk analysis to ensure Bank was in full compliance
with Sarbanes-Oxley standards.
For Pepsico Corp. September 2003 to September 2004.
 As PgM/PM and Change Management project lead, developed company-wide career leadership development plan,
provided complete PM and change management support to the organization-wide rollout of new hand-held
distribution technology and other distribution, warehousing and re-supply applications; implemented a change
readiness and risk analysis survey, improved change readiness levels. Also implemented a global HR change
management plan for the Sarbanes-Oxley (SOX) project, which focused on financial federal regulatory compliance.
For The Salvation Army. February 2002 to September 2003.
 As project manager, led 15-person internal organization effectiveness project team in a large reorganization and
change project for a 400-person company headquarters. Restructured organizational headquarters through large group
intervention, conducted strategic planning, surveys, and redesigned 8 jobs. Improved business processes, increased
job satisfaction 50%, savings eclipsed $1million.
SENIOR ORGANIZATIONAL EFFECTIVENESS CONSULTANT, PROJECT MANAGER, Allstate Insurance
Corporation, Northbrook, Illinois. September 1998 to February 2002
 As change management project leader, led organizational design and development interventions for a $100M
enterprise-wide start-up financial sales division. Designed strategic plans, organizational structures, improved
business process, conducted industry research on Financial Services, developed standardized SOP’s, and designed of
five major internal departments. Conducted process flow-charting, strategic planning and rollout strategies.
 Led an 11-person organizational development team to redesign organizational structures and human capital/people
allocation plans for a 500-person, multi-site data processing unit. Implemented competency models, streamlined
business processes, designed succession plans, and restructured 14 jobs into four. Savings eclipsed $5 million.
 Redesigned organizational structure for the five region Data Processing Centers. Implemented competency
development plans for client. Saved $1M, reduced turnover 20%.
ORGANIZATIONAL EFFECTIVENESS CONSULTANT, For a Large Not For Profit Organization,
Barrington, Illinois. May 1997 to September 1998.
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Performed several organizational effectiveness and change management interventions, conducted training needs
analysis, gap analysis, mission/vision planning, job design, process redesign, and leadership development work.
Led four-person team to implement redesign of training department. Realigned department with organizational
objectives, conducted OD interventions and strategic planning sessions, job redesign, and performance coaching.
Conducted several leadership, competency development, and human capital allocation interventions, used various
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behavioral assessments. Developed and implemented four-day project management training course.
SENIOR ANALYST, Accenture, LLC. Chicago, Illinois. March 1995 to May 1997.
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For global Telecommunications Corp. Led a major business process reengineering project, conducted strategic
planning, needs analysis, culture and gap analysis, customer care and sales training, and change impact analysis,
facilitated large “change impact and communication” meetings attended by over 50 senior executives.
For a major global Insurance Corp. Led a cross-functional consultant team, implemented design of a new “best
practices database” used firm wide, led change management efforts, developed change strategies, communications
plans, process maps, competency development plans, and Lotus Notes database design.
For a major global Petroleum Corp. Analyzed and designed improved processes, redesigned 25 different jobs,
developed plans for large ERP and SAP implementation, analyzed SOP’s, designed Lotus Notes database.
MEDICAL SALES CONSULTANT, Wright Medical Technology, Inc. (formerly a division of Dow Corning),
Northbrook, Illinois. September 1992 to March 1995.
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Increased sales over 25% in orthopedic equipment product markets. Developed several major start-up accounts.
Designed and marketed a unique surgical techniques seminar to 300 local orthopedic surgeons and staff.
QUALITY DIRECTOR, (Management Development Program) Fullerton Metals Co.,
Northbrook, Illinois. September 1991 to September 1992.
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Directed company-wide process reengineering and profitability improvement project for medium sized manufacturing
company involving five departments and 25 people; improved productivity 25%, conducted business process and
efficiency analysis, benchmarking, managed TQM programs. Improved efficiency by 25%, reduced rejects by 15%.
UNITED STATES ARMY, Captain, Infantry.
Federal Republic of Germany. June 1987 to August 1991.
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Led a 147-person mechanized Infantry Company. Supervised Persian Gulf War I preparations. Transitioned $38
million in equipment 20% ahead of schedule.
EDUCATION
UNITED STATES MILITARY ACADEMY, West Point, New York, 1987.
BS, ME Management, Superintendent’s Award Gymnastics team lead, M.V.P. (top 5% of cadets), 4 Varsity Letters.
Formal Training and Certifications
PMP (Project Management certification)
Change Management Master certification
Agile/Scrum Project Mgt. Certification
DDI Facilitator Certified
PDI 360 Certified
Organizational Development certification
Human Perf. Improvement certification
Process Improvement certific.
Team Building certification
Instructional Design certification
TQM/ Six Sigma certification
Many Behavioral Assessments
(including DISC profile)
Statistical Process Control cert.
Open Space Technology
Leadership Coaching
Carlson Learning Distributor
Effective Communications &
Effective Presentations
Large Group Intervent. certif.
Survey Tools/SPSS
CLIENT LIST: CVS Caremark, Exelon; ATT/SBC; Discover Card; Zurich NA; Federal Home Loan Bank; Amoco/BP;
Allstate; Accenture, Pepsico; Abbott, Motorola, Electronics for Imaging (EFI); AnMed Health Resources (Columbia HC);
the YMCA; the Salvation Army; and the U.S. Army.
OTHER PROFESSIONAL: West Point Society of Chicago; PMI, Organizational Development Network (ODN); and ISPI.
PERSONAL: Traveled (15 countries in Europe); active triathalete; mountain biker; and gymnastics coach.
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