Edward Johnson, PMP

Trusted Advisor: Transformation / Operations / Technology

A Trusted Advisor and Managing Director, Edward Johnson is a veteran executive and specializes in increasing shareholder value and enterprise performance. Skilled at business transformation and process improvement, Edward will identify and triage hidden obstacles to business success, create organizational vision and handle the tactical implementations necessary to realize goals.  Working with team members, establish enterprise-level initiatives and programs to manage governance and metrics for success.

 

Certified in Project Management and Information Technology Change Management, Edward leads teams to architect and deliver blended complex business/technology solutions with minimal interruption and maximum return.  He leads, mentors and motivates teams to acquire new skills, collaborate at all levels, accept accountability, exceed client expectations and deliver excellence.  Execute solutions under time/mission critical conditions to deliver rapid and measurable investment return, by performing merger/acquisition due diligence, identifying problem root causes, creating reusable and transferable process solutions that employ best practices, monitoring and limiting technology spend and negotiating with vendors/partners.

 

Edward’s mixture of business,technology, information security knowledge and ability to build custom technology solutions are often called upon to provide secure architectures. Industry exposure includes investment Banking, Financial Services, Global Sourcing, Retail/Consumer Products and Telecommunications/Broadband.

 

  • Vision – An abstract theorist providing long-term business strategy and tactics for realizing corporate goals and potential by practicing idealism in innovation and pragmatism in execution.
  • Leadership - Talented strategist and tactician offering thought leadership, strategic advice, insights for market differentiation and competitive advantage.  Extensive experience in providing business and technology services across several fast-paced and competitive industries.  From Trusted Advisor to senior executives and mentor to future executive talent, I continue to both educate and learn through such bidirectional relationships.
  • Business Development – Driving market fervor through insightful communications, social media strategy and industry events.  Building revenue streams through innovative offerings and relationships.  Fostering client expansion through the embracement of new practices and technologies.

 

Experience

Rebel Visions Corporation

Synopsis of Responsibilities and Accomplishments:

Responsible for all aspects of business development strategy and development of service offerings.  Work with team members to vet tactical implementations and administrative support to drive toward goals and revenue generation.  Develop technology and sourcing strategies to address foreseen client needs.  Act as key resource for closing major accounts.  Develop and foster relationships for future revenue streams and resources.  As a trusted advisor, consult clients in the development and implementation of long-term business initiatives.  Oversee the development of custom applications to provide solutions to a broader based audience.  Identify and vet long-term marketing strategies that make use of new and established tools in order to create and drive market enthusiasm.

 

Lead a Security Penetration team to help clients understand the full expanse of their attack surface. The team works along several fronts based on a given client’s specific needs. For example we may be reviewing physical access or cyber attacks. The team is comprised of several types of resources and are internationally dispersed. Over the past 3 years, the team has provided such services in the financial, insurance and marketing industries. Our current projects include one for an internaltional energy company and a global marketing company.

 

Argus Information & Advisory Services: 2/2017 – Present

Created a Program/Project Management Office (PMO) governance models to manage complex client programs and initiatives including regulatory compliance, global rollouts and strategic planning/implementation of go-forward technologies.  Lead/mentor global matrix teams of consultants, client resources and vendor/partners; document and measure existing client processes; recommend outcomes and improvements; design and implement processes to enable client to improve performance levels. Present findings and recommendations to boards of directors, investors and C-level executives. Develop new and repeat client business.

Working with a major department executive, I developed a program to teach line managers specific Project Management skills. The program was developed in a way as to not impede the current level of productivity with in-flight projects while implementing practices that will increase productivity over time. This entailed identifying the individual strengths and weaknesses of each individual team member in addition to the organization as a whole. The second step in this phase was to  identify and develop tools to support the effort that would provide executive management with a clear picture across the department. We were able to implement processes around, milestone reporting, resource management, risk and issues management, as well as developing a process to develop insights on client resources, enabling the team more effectively interact with various clients.

 

Helped to develop an internal automation strategy and implementation plan to increase efficiencies and overall team productivity for the development and management of data warehouses. Reviewed project progress, dependencies and risks. Presented status updates to senior management.

 

In addition, I was asked to realign a portfolio of data warehouse and data lake projects for an important Silicon Valley FinTech client. This included resource assessments, project and program alignment strategies, repositioning of resources, implementation of client engagement practices and interviewing candidates.

 

Becton Dickinson (Enterprise Program Manager): 2/2016 – 11/2016

For the Enterprise Project Management Office within Becton Dickinson (BD) I was focused on managing portfolios for the post-merger integration activities for the Law Group and Revenue Management. Managed internationally dispersed teams consisting of internal resources, consultants and various vendors. For Revenue Management, the team realized expected or forecasted synergy goals, merge offices and aggregate operations into determined share services centers of excellence. Daily management of budgets (handling time and costs), risks and issues across all projects. Lead the team to implement a global legal contracting solution, Icertis. During this project, we were able to acquire needs analyses for each business unit and create custom solutions. We also developed and implemented enterprise-wide training on the platform and managed the platform upgrade.

 

GigBlast™ (Senior Project Manager): 7/2015 – 3/2016

Leading a team to develop an online content management system focused on helping service companies prepare requests for proposals and matching available resources for same. The platform is searchable by almost any criteria (i.e., industry, certification, etc.). Worked with developers, architects, cloud engineers to build the platform on the Microsoft Azure platform.

 

Merck (Program Manager): 5/2015 – 7/2015

A major pharmaceutical company was looking to divest one of its divisions and needed to work with a prospective buyer to determine the divestiture work necessary to complete the sale. The company was seeking to effectively plan and execute separation of the carve-out while minimizing disruption to the remaining entity and maintaining business continuity. This included a thorough change management strategy in order to develop a precise transition strategy. I was engaged to lead the Separation Program Office. My team was responsible for developing the overall separation strategy, tools, templates, governance, meeting cadence, budgets and alignment with the Separation Management Office (executive shareholders). The project was completed on time and within budget, but the deal did not close.

 

Hasbro (Senior Project Manager): 10/2014 – 5/2015

A major toy manufacturer was looking to develop a robust, web-based event management system that would enable them to save time and money when managing their many collectibles events throughout the country. I was engaged to manage the project throughout the system development life cycle. During this project it was necessary to recreate the scope in order to capture changes in the marketplace. The platform was launched within budget.

 

Rebel Reach™ (Senior Project Manager): 2/2013 – 11/2014

Leading a team to develop and manage a robust business marketing platform that offers business and technology services.  The Rebel Reach™ platform enables businesses to communicate with your customers and build stronger relationships.  With our social media service, you can post status updates across multiple accounts, simultaneously and respond to comment! With our publishing service, you can create articles and press releases that are automatically saved and can publish to your social network with links back to the full story. Worked with developers, architects, cloud engineers to build the platform on the Microsoft Azure platform.

 

Parsons Brinckerhoff (Program Manager): 9/2011 – 8/2014

Led a team that created a global application architecture, including systems and application development technologies employed, to replace an antiquated, incumbent system that enables the global Corporate Development team to maintain and match internal resumes to new business prospects as well as maintain and provide access to Projects/Agreements, Qualifications & Capability Statements and a Proposal Library & Opportunities. This initiative was the linchpin of then enterprise change management initiative as it entailed a massive transformation of how the organization engages prospective clients and new business.

 

INTECH Investment Management (a division of Janus Capital Group, Program Manager): 2/2011 – 8/2011

As a trusted advisor to the Chief Technology Officer (CTO), I worked with him to transition the company to a more fluid information flow. This involved interviewing each of the executives and other key staff and gather data on company processes and information flow. Once the transition strategy was developed we gathered and honed requirements for the implementation of an Enterprise Content Management (ECM) solution.  Met with key members of each department in the firm in order to confirm operational due diligence.  Worked with the CTO to develop a technology strategy to address the current and future needs of the organization, including business process optimization and evolution.

 

During the second phase of the engagement, I led the team in implementing a new SharePoint 2013 platform, including end-user training as well as Administrator training.  The platform serves as the cornerstone of the firm’s intranet.  Applications for internal and external report generation, marketing information and more continue to be developed on the platform

 

Tullow Oil (Senior Project Manager): 6/2010 – 2/2011

Assessed in-country resources, and provided guidance and mentoring to local management.  Through in-person interviews, assessed the skills and capabilities of South African resources.  Presented findings to London-based executive management in order to develop resource improvement strategies and career guidance advice to local talent.  Provided a template to executive management to create repeatable processes across additional regions.

 

Genworth Financial (Senior Project Manager): 3/2010 – 8/2010

Working directly with executive leadership at Genworth and their vendor, I was responsible for helping to lead a team to implement the first phase of best in breed market risk and credit risk analytics software.  The implementation yielded the first level of an integrated credit risk, market risk, asset & liability management and performance management platform that can accurately provide Value at Risk (VAR) calculations.  The implementation required IT resources to work closely with business executives in order to ensure the accuracy of the software in comparison to the legacy system (Moody’s KMV), utilizing a data stream from Blackrock and other sources.

 

Unum (Senior Project Manager): 3/2010 – 5/2010

Led a globally dispersed team to implement a Kamakura Risk Manager trial platform that allows UNUM to effectively measure the inherent risk of default, downgrade, or other credit events for any one or all of its or its Affiliates’ investment counterparties/issuers over any horizon (approximately 3000 CUSIPs).  The platform provides credit modeling at the individual transaction level, aggregating up to combined counterparty risk.  The Platform allows Unum risk managers to compare potential losses with pre-defined values and limits all of the assets, liabilities and derivatives associated with UNUM’s Long Term Care Policies and permit the simulation of a large number of risk factors to drive both valuation and credit-adjusted losses for standard and ad hoc scenarios.

 

UBS Investment Bank (Senior Project Manager): 3/2009 – 5/2010

Evaluated enterprise initiatives in terms of Program and Project Management processes, governance, budgeting, tracking, prioritization and resource utilization.

Established budgetary metrics that enabled client to on-board, fund and prioritize projects based on projected return on investment (ROI) and alignment with business strategy
Implemented PMO with project dashboard, to improve management oversight, decision effectiveness and resource allocation, which reduced project costs through more accurate and efficient use of equipment, software and resources
Improved project status reporting and tracking by implementing Microsoft SharePoint tracking system, which reduced annual deployment costs by $1.5 million and enabled management to mitigate operational risk that would have negative impact on project completion, outcome and cost

 

Satyam Computer Services (Program Manager): 1/2008 – 1/2009

Led due diligence business/technology transformation team to develop outsourcing Strategy proposal for $4.5 billion financial services client organization; focused on business/technology synergy and consolidation, cost reduction, competency acquisition and business line expansion, for Internet Banking and Electronic Payment businesses, which represented about 25% of gross revenue.  Worked with teams to evaluate the possible implementation of an ERP solution in order to manage and migrate disparate product platforms to a unified infrastructure.

 

Performed due diligence to evaluate potential of synergy/consolidation of technologies, services and products of 127 businesses; reviewed all offerings and customized variations, mapped all commonalities to determine ROI

Provided data to validate client decision that ROI would not justify project, based upon complexity, duration and cost; with outcome limited to integrated accounting and reporting.

 

EB Brands (Senior Project Manager): 2/2007 – 12/2007

As a part of a change management initiative I led a team to document existing product life cycle, redevelop business processes and implement streamlined and more automated product development model, to enable company to improve internal efficiency and product time to market, used Microsoft SharePoint and Project Server.

 

Implemented enterprise-wide product life cycle with project/program management practices, governance standards, processes, metrics and change/risk management controls. Enabled stakeholders to define opportunities, prioritize projects, use best practices, ensure timely delivery and comply with quality standards
Improved enterprise project efficiency by 66%, which elevated organization value; optimized organization performance by dedicating all work to those tasks connected to project/product plans approved under new product life cycle model
Enabled post-merger integration of newly-acquired Valeo Corporation, in collaboration with CEO and executive management

 

Citigroup Smith Barney (Program Manager): 7/2006 – 1/2007

Created PMO governance model, which included documenting information architecture, developing data aggregation and flow strategy, tool building, staff training and mentoring, toll gating and metrics reporting. Led team which completed architecture and development of billing and chargeback application with bidirectional communication with ERP system (PeopleSoft), to provide Total Cost of Ownership (TCO) data, for all initiatives.

 

Enabled executive management to improve decision effectiveness, by having previously unknown data access, business operation and technology costs; and achieved multi-million-dollar cost savings by replacing high cost with no/lower cost solutions
Collaborated with COO to develop Strategic Change process

 

Morgan Stanley (Senior Project Manager): 11/2004 – 7/2006

Led globally dispersed matrix team of 300+ to address enterprise-wide Basel II compliance issues on five continents. Developed management reports, identified unique metrics, provided policy guidance and spearheaded development of PMO governance model. Collaborated and built sponsorship with client executives and stakeholders at all levels, in Fixed Income, Market Risk, Credit Risk and Regulatory Compliance.

 

Documented and refined existing processes and created new ones, in collaboration with enterprise team, to complete 327 projects within Basel II program, governing money movement, transaction processes/life cycle/reporting and cash reserve minimums

 

BMC Software (Program Manager): 2/2004 – 11/2004

Led globally dispersed and matrixed team of 225, including internal staff and external resources provided by Deloitte, Jefferson Wells, Protivity and Ernst & Young. Collaborated with executive management to address global Sarbanes-Oxley issues and transform the compliance organization to provide continuous compliance to changes to financial compliance introduced by the United States government. Worked with the team and recommend policies and procedures and develop PMO governance for all regulatory affairs.

 

Established management reporting infrastructure and adapted technology solution from previous engagement to shorten project delivery time. Solution enabled BMC executives to monitor every process step, all stakeholders and pass/fail status of both internal and external exams

 

XL Financial Products & Services (Senior Project Manager): 9/2003 – 2/2004

Led globally dispersed and matrixed team of employees and external consultants from Ernst & Young and PriceWaterhouseCoopers, to establish and test processes to achieve Sarbanes-Oxley compliance. Created policy and procedures concerning roles/responsibilities; collaborated with PMO executives to ensure enterprise commonality. Worked with CIO to create Business Continuity Plan (BCP) and Disaster Recovery Plan (DRP); and recommended appropriate planning software and implementation procedures. Led dispersed matrix team of business and IT stakeholders to develop facility evacuation plans and ensure Sarbanes-Oxley compliance. This initiative was a part of an enterprise-wide change management strategy addressing ongoing regulatory compliance.

Skills

Project Management, business process optimization and evolution, Microsoft SharePoint, application development and integration, relationship management, business development, resource management, strategic development, Microsoft .NET, virtualization, data center coordination/management, mentoring/coaching, business continuity planning, disaster recovery planning, infrastructure security planning, Microsoft Office, Office 365, SharePoint, Microsoft Azure

Certifications

Certificate

Institution

Year

Project Management Professional
Project Management Institute
2003
Foundations
ITIL
2004

Education

School

Degree

Year

Bronx High School of Science
Regents Diploma
1987
© 2018, GigBlast (a service of Rebel Visions Corporation) All Rights Reserved.