Ken Perry

Experience

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  Bank of America

  Dec 2003 - Feb 2005

  Technical Delivery Manager

  • Individual contributor: Successfully lead and directed large projects (original budget $4,000,000) in support of AML under Know Your Customer/Money Laundering (KYC) and OFAC compliance as required by compliance leadership. Project was implemented at $3,100,000 due to scope management.• Managed a team of 5 project managers (located in 3 time zones) within the consumer bank program

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  Landstar

  Mar 2005 - Aug 2016

  Project Manager

  • Merger and Acquisition – managed 2 concurrent conversions of 2 companies acquired in all Landstar’s system of record. Managed cross-functional team of IT, Legal and Operational contributors. Project delivered on-time and received written commendation from company leadership. • Driver Compliance platform. Result: 10% of the drivers’ contracts were put on hold until compliance was achieved. This project also won IBM’s COMMON Innovation Award for platform with the most enterprise impact.

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  Florida Blue

  Aug 2016 - Dec 2016

  Senior Project Manager

  • Spearheaded pilot program to migrate eight business intelligence platforms to one. Fast-tracking the vendor vetting and on-boarding, implementing secure FTP protocols, and reporting saving $200,000 annually. • Reduced business as usual backlog by 60% and implemented quarterly data mart upgrades.

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  Southeastern Grocers

  Feb 2017 - Mar 2018

  PM III

  • Project Manager for Pharmacy Wholesaler and Retail initiatives and FDA mandated EDI functionality.• Vendor Liaison for Grocery lines of business. Project Budget: $950,000.• Upgrade Oracle Power Business Intelligence from existing ad-hoc process. Managed a 98% adoption rate and recovered $300,000 in project cost due to inaccurate recordkeeping.• Reviewed department professional services contracts for accuracy and overbilling. This effort saved the department $140,000 in 2017 in incorrect posting and expenses. Show less

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  TIAA Bank

  Apr 2018 - Oct 2018

  Project Manager

  • Utilized SAFe Scrum best practices to improve team performance, created Kanban work flow dashboards with the team to further reduce waste/redundancy, reducing 90% of backlog. • Client Facing responsibilities for rebranding Everbank to TIAA Bank for new account opening process. Resolved and communicated branch/division issues stemming from TIAA to Everbank conversion. • Release Manager for monthly sprints delivering immediate value to the Digital Bank, managed a team of 7 technical and line of business contributors. Show less

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  Advanced Disposal Services, Inc. (NYSE: ADSW)

  Oct 2018 - Feb 2019

  SR Project Manager

  • Managed implementation of “Data of Record” database to support taking in-house account management and credit card payments. Extensive use of JIRA and Confluence to the team’s effort and cadence. • Ran Epic Story gathering, relative sizing meetings, created a traceability matrix for business partners not familiar with Agile Methodology. This effort saved the organization $218,000 in unnecessary purchases.• Worked with team members to re-establish a functional PMO with project and financial governance best practices and required templates.• Brought in project and data governance, audit criteria and required artifacts templates. Managed department financials and contracts for new projects and reviewed existing contracts for risk exposure to the enterprise. Show less

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  Crowley

  Jul 2019 - Feb 2020

  Sr Project Manager

  Sr. It Project Manager (July 2019 to Present)• Project Manager responsible for new initiatives (DryDock refurbishment) and Vessel Chartering. Supporting existing modifications, enhancements and replacement of on board vessel support applications and hardware.• Project deliverables; implementation of new vendor software, vendor selection and implementation, equipment upgrades, financial review and PMO compliance review and remediation.• Managing a team of vendor contributors, in-house technical staff and subject matter experts Show less

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  Baptist Health

  Aug 2020 - Feb 2024

  Sr. Infrastructure Project Manager

  • Security Cameras Upgrade cameras and operating/recording systems for all hospitals. Restarted project. Cleared budget and vendor billing errors. Received written commendation from Baptist South Hospital president. $750,000 combined budget.• DB2 Server Migration – Identified and decommissioned 90% of 2008 – 2012 versions of database and file servers. Recommended next steps for the remaining 10% treated as security exceptions and/or vulnerability.• Telephony: Managed in-house network engineers and multiple vendors to re-wire communication closets and replace the landline phones for enterprise wide. Reviewed project budget to negotiate a reduced rate with the vendor. • Baptist Access (Patient and Visitor mobile app portal) Organized User Acceptance Testing with hospital staff and patient volunteers. Single point of contact with vendor and Hospital leadership. • Stroke Management (Viz.ai mobile app) restarted pilot projects to migrate from web based to mobile. Managed vendor, imaging and information security requirement to produce a real-time patient application. Achieved 100% adoption with Baptist Stroke team and 3 regional hospitals. • Digital Innovation: Managed the vendor, clinical staff, networking and information security teams to rollout converting 2 Operating Suites to broadcast studios for training and live neurological procedures.• Epic Migration Managed clinical applications upgrades and migrations (Imaging, Medical Transcription, Blood Bank, Oncology Radiology) Identified $210,000 in sunk cost vendor charges and recommended recovery next steps. Show less

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  PNC

  Apr 2024 - Jan 2025

  Project Manager III

  Managed twice monthly and escalated change request deployments and moving through governance process using Agile 3 Branch Methodology• Orchestrated deployment via the CI/CD pipeline to merge code or database changes to higher environments with (30+ people from 9 DEVOP teams representing 40 business workflows. • Achieved 99.4% accuracy rate. Enterprise standard is 98.5% Reduced deployment time from 5 hours to 3. • Reviewed and approved testing and line of business validation evidence. Defended change requests at daily advisory board calls to enterprise leadership, achieved 99% advisory board approval. Show less