Kathy Dunning

Experience

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  American Airlines

  Jan 1993 - Jan 1996

  Program Manager – Asia Pacific Division / Product Marketing

  Captained a diverse team in the development of new products and services for joint venture partners Japan Air Lines and the Civil Aviation Administration of China. Integrated or enhanced existing GDS data solutions and defined new data services as applicable. Functioned as an Asian-culture expert specializing in Japanese business practices. Spearheaded communication processes between the Japanese project and development teams and the United States-based project and development teams.

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  Sabre Holdings

  Jan 1996 - Jan 2002

  Created new business models and re-evaluated provider relationships to boost revenue and save costs. Managed general content, including weather, travel insurance and destination information, provided to internal and external clients. Integrated similar content from multiple providers into one data stream from a single provider accessable both internally and externally. Negotiated new contracts and researched content providers to achieve the best rates for the company. Liaised with customers to resolve issues while spearheading the design of new business models. Coached 6 direct reports. Show less Focused on reducing customer complaints and resolving departmental issues that hindered company success. Drove up to 40 projects simultaneously while overseeing budgeting and operations. Focused resources on appropriate projects and partnered with business owners, account management and operations support to better understand functional issues. Managed a 25-person team in the documentation, business analysis, testing, implementation and maintenance of a back-office accounting system. Liaised with customers to understand issues and provide solutions or consulting services. Trained personnel on new products and services to ensure better customer support. Show less

  • Director, Content Services / Product Marketing

    Jan 1997 - Jan 2002

  • Senior Project Director, Leisure Products , Product Marketing

    Jan 1999 - Jan 2001

  • Director, Product Development – Travel Management Systems (1996-1999)

    Jan 1996 - Jan 1999
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  Sabre Holdings

  Jan 2005 - May 2008

  Leveraged industry knowledge to deliver software updates containing new features and initiatives. Utilized Agile and SDLC methodologies to drive up to 15 projects for software cycles 3 times a year, including budgets, resources, risk management and communication. Led prioritization discussions for numerous business units while assigning resources from a matrixed team of globally sourced project managers, business analysts and developers. Ensured timely delivery of product solutions while liaising with multiple internal business units, other development teams, third party partners and client representatives. Mentored 5 direct reports. Show less Defined technological innovations to meet business needs and leverage opportunities. Originated solutions previously thought unattainable, performing as a knowledge expert. Led a matrixed team from multiple business units and product areas that included members from partner companies. Implemented new solutions while partnering with team members. Secured resources with specific skill sets to meet project needs by utilizing a wide-ranging network of contacts. Created project budgets, partnered with executives and communicated project strategies and progress. Show less

  • Senior Delivery, Program and Project Leader

    Jan 2006 - May 2008

  • Senior Program and Project Leader, Business Development

    Jan 2005 - Jan 2006
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  Botanical Research Institute of Texas

  Jan 2008 - Nov 2009

  Project Management Consultant

  Leverage Relationship, Program and Project management expertise to assist with ad hoc projects. Anonymously interviewed staff to solicit feedback on the success of current public education programs, compiled information and presented to program leaders.

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  First Group/Greyhound Lines

  Nov 2010 - Dec 2014

  Appointed to newly created role to act as the IT business liaison, establish a PMO and manage Organizational Change as the result of a major business transformation for Greyhound Lines. Implemented standard PMO business processes including standardized reporting for project status and program financials, risks/issues tracking and general project oversight. Established project management standards including project management methodology. Implemented new project and portfolio management tool to facilitate PMO activities, including portfolio/demand management. Managed organizational change for the Transformation program including impacts on existing processes for employees and systems. Directly engaged with downstream, customer-facing employees to understand how new products, services and systems may impact them and our customers. Managed 6 direct reports. Show less Build a team focused on Portfolio Management for all business units at First Group both in the U.S. and the U.K. Direct and mentor project managers and other staff in the use of PMO processes to help ensure project success. Monitor and track CAPEX and OPEX project spend and provide reporting. Collaborate with executive sponsors and business unit leaders to ensure IT resources are applied to the proper projects within the portfolios. Help to define and implement a portfolio/demand management process to be used for project prioritization and resource planning including the research and eventual implementation of a tool. Show less

  • Director, PMO, Organizational Change and Business Engagement

    Sept 2013 - Dec 2014

  • Director, Project Delivery - Greyhound Lines

    Jan 2012 - Sept 2013

  • Director, Portfolio Management and Project Delivery

    Sept 2011 - Aug 2012

  • Program Director

    Nov 2010 - Oct 2011