cynthia thiele

PROGRAM MANAGEMENT OF POST-MERGER BUSINESS UNIT INTEGRATION>PROGRAM MANAGEMENT FOR GLOBAL MARKETS TECHNOLOGY GROUP>PROGRAM MANAGEMENT FOR CAPITAL MARKETS TECHNOLOGY GROUP>PORTFOLIO MANAGEMENT FOR NETWORK COMPUTING GROUP

PROJECT MANAGEMENT FOR NETWORK COMPUTING GROUP<< Managed 5 Technical Project Managers in completing an impressive 91% of 85 IT projects in 15 months. Enhanced staff ability to achieve PMP certification by co-­facilitating project management methodology training for approximately 100 associates. Prior to promotion, enabled attainment of business technology goals through direction and support of large and small initiatives and the launch of joint projects designed to forge a technology environment capable of meeting current and anticipated business requirements, earning recognition/ranking in top 1% of staff in the department.

PROJECT MANAGEMENT AT THE ENTERPRISE LEVEL>CONTRACT ADMINISTRATION & VENDOR MANAGEMENT<< For 5 years, managed procurement of hardware, software, and supplies - analyzing, negotiating, and owning service contracts that supported over 1,000 users across the country. Earned increasing levels of project responsibility with each promotion.

PROGRAM MANAGEMENT FOR SHARED SERVICES GROUP<< Led changes in the Shared Services Production Management group through in-depth analysis and program development and execution. Developed $21M budget covering contractors, professional services, and consultants, implemented controls around these expenses, and planned (much needed) employee engagement programs. Managed 3 enterprise-level programs linked to data center integration/migration in addition to launching and managing the first Bank of America Women in Technology global event for 800 attendees.

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PROJECT MANAGEMENT OFFICE>VENDOR MANAGEMENT OFFICE<< Managed team responsible for $15M in annual technology purchases and vendor contracts, ultimately helping to position the VMO to support the entire enterprise, not just the Information Services Group. Updated SOPs, implemented new KPIs around spending, co-developed operating budgets, sourced strategic hires such as contract administrator, and streamlined communication between Legal and IT.