sheila lindsey

Lead Q&P partner for the Card Technology organization aligned to support the Card Technology Executive. Process improvements targeted to reduce expenses, provide efficiencies to the organization, and improve the Customer Experience.

Selected by Senior Management to be on the Bank of America Transition team during the early phases of the assessment. Responsibilities included management and creation of the assessment process,project management of the line of business activities, coordination across all workgroups to meet deliverables and active participation in Six Sigma activities. Acted as the liason for the Transition Program Office and Card Marketing Executive.

Department Manager responsible for a team of project managers managing a portfolio of large complex software development projects.

Managed a development team of 10 resources comprised of developers and project managers to support a suite of shared services applications.

Sr. Service Delivery Manager supporting the Insurance Services Group. As the business liaison for Insurance, perform client advocacy, technology initiative planning, and budgeting through to execution. Highly matrixed environment implementing technology change across Mortgage, Deposits, Card, E-commerce, Banking center, Call Center and IVR channels. For 2009, recognized with the award of "BUSINESS PARTNER OF THE YEAR" by the Insurance Executives. During 2009, I managed a $6MM technology portfolio to enable $12MM in revenue during the Countrywide Transition.

Various roles to include: Assignment in the UK for one year Application development/ Project Management Database Administration for one of the largest Sybase instances. Created the database level one team and established controls to mitigate production risk.

* Within the same program for ICDP, responsible for the following: * Establish an Agile PMO * Grow and maintain Organizational Agility * Lead transformation efforts to incorporate Enterprise Waterfall projects into the Agile portfolio * Improve the Agile Planning tools and metrics * Lead team of Project Managers and ScrumMasters * Overall program consists of 10 delivery teams that are composed of Onshore and Offshore resources * Increasing transparency at the portfolio level for project financial information * Enabling teams with consistent project status, metrics and reporting * Establishing monthly project routines to increase transparency with risk mitigation * Continue an enterprise focus by staying engaged with Agile activities across the company, participating in Agile workgroups and providing coaching to areas as needed * Continuing to share best practices from the program through Roadshow presentations, Lunch-N-Learns and other routines as requested