Kieran Jones, MBA, PMP, CSM, SSGB

Experience

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  Long Island University

  Jan 1991 - Jan 1993

  GRADUATE ASSISTANT

  Assist with the administrative needs of the Finance Department for the College of Management.• Responsible for budgeting, scheduling and load balancing classes to meet demand• Maintained all Finance department computer systems• Tutor: Statistics, Calculus, Managerial Economics, Finance, and Computer Science• Presented seminars for financial calculators, time value of money, and regression analysis

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  Lux Perpetua De Occedente

  Apr 1992 - Sept 1992

  MANUFACTURING ENGINEER (International Internship)

  Engaged to improve the candle manufacturing process at 3 plants in Morelia, Quertro, and Guadalajara.• Increased productivity by 42% as a result of designing and implementing a new plant layouts• Reduced labor needs 10% by streamline production with new assembly procedures

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  S & S Services

  Jul 1993 - Feb 1994

  DRAFTSMAN

  • Produced mechanical and architectural drawings using AutoCAD

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  R.F. Knox Company, Inc.

  Feb 1994 - Nov 2009

  IT Director leading the program to improve tactical operations aligned with strategic business objectives. Initiated and led all development projects, redesigning business processes with new digital systems.• Created and led the IT Division realizing 99% datacenter uptime managing budgets of $370,000/year• Managed a 3 year $1 mil+ commitment implementing the PMIS and ERP platforms by leading a multidiscipline team of 22 within 8% of the performance measurement baseline (PMB)• Reduced “Design to Production” rework 98% and increased bid accuracy 33% by directing a team of 15 implementing a CAD/CAM system within 2% of the performance measurement baseline (PMB)• Saved $600,000 streamlining software needs by leading a cross functional team of 18 to migrate to a SQL based ERP system “Spectrum” within 1% variance of the project plan• Improved PMO reporting precision by 63% by leading team of 14 standardizing work breakdown structures(WBS), earned value management(EVM), and performance measurement baselines(PMB)• Reduced payroll run time from 2 days to 4 hours by directing team of 7 through the full software development life cycle (SDLC ) creating a front-end payroll system interfaced with the back-end ERP• Reduced inventory error rate 72% by leading team of 12 creating GT coding organization, minimizing decision points, and implementing a tailored inventory system to process full and remnant material• Reduced handling costs 30% and increased inventory turn 27% by leading team of 7 improving metrics and supply chain logistics by tying needed project resources to scheduled demands• Achieved final network of; Windows Server 2003 based Active Directory hosting Exchange, Spectrum, SQL, BES, Terminal Services, Project, Symantec Mail Security, Backup Exec, Quickpen, AutoCAD, Cad Duct, PM 2000, and a FTP site on IBM Blade servers as the IT administrator Show less INDUSTRIAL -SENIOR PROJECT MANAGER; 1999 – 2009Promoted to the Industrial division. Sold and executed hundreds of industrial improvement and development projects in a variety of industries such as Automotive, Defense, Consumer, Etc.• Achieved a win loss bid average of 52% with average margins of 40% Leading the design, manufacturing, and implementation project teams ranging from 3 to 50 people• Attained 99% project success rate managing fixed price, cost plus, and T&M projects• Reduced field RFI’s approx. 9% by creating proof of concept, project designs, and as-built drawings• Increased profit average of 12% by initiating point of assumption (PTA) into contract negotiations• Increased team effectiveness by evaluating requirements to define project roles and responsibilitiesARCHITECTURAL – SENIOR PROJECT MANAGER; 1998 – 2009Promoted to the Architectural division. Sold and executed hundreds of aesthetic metal projects.• Achieved a win loss bid average of 70% and average margins of 60% transforming conceptual ideas into buildable projects• Identified and controlled risk via “make or buy” decisions and scope outsourcing when advantageousHVAC - PROJECT MANAGER; 1994 – 1998Led hundreds of HVAC projects varying in complexity (tenant space to hospitals), site conditions (new to existing), and project size (hundreds to millions of dollars).• Achieved a win loss average of 42% with average margins of 28% utilizing Quickpen estimating software for project bids• Reduced costs and schedule 5% to 10% value engineering project designs within specifications• Reduced rework to near 0 coordinating cross functional trades with various conflict resolution tools Show less

  • PROGRAM MANAGER

    Jan 1996 - Nov 2009

  • SENIOR PROJECT MANAGER

    Feb 1994 - Nov 2009
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  DMC Power

  Jun 2010 - Dec 2011

  PROJECT MANAGER

  Territory Manager engaged with selling and executing substation erection projects for electric utilities.• Increased project sales 147% using PowerPoint presentations influencing stakeholders to obtain proprietary process buy in for project specification consideration • Realized 100% project success within 3% of PMB via proactive stakeholder management and scope verification at all organizational levels of geographically dispersed performing firms

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  Genesis10

  Apr 2012 - Jul 2013

  BANK OF AMERICA TECHNICAL PROJECT MANAGER

  Technical project manager leading Bank of America infrastructure projects

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  Bank of America

  Jul 2013 - now

  VICE PRESIDENT; TECHNICAL PROJECT SOLUTIONS

  Lead global infrastructure projects of IT equipment build out, migrations, and decommissioning• Directly led projects saving $1,731,250,000 by migrating 403 NAS filers, 121,467 servers impacting 26,592 applications across all business groups within the Bank, Merrill Lynch, and US Trust• Enterprise level Program/Project Manager leading a team of 4 PM’s with 18 direct reporting business group PM’s engaging 1000’s of global resources of SA’s, DBA’s, CNE’s, and Application resources• Led the closing of 6 Datacenters and partial closures of 4 DC’s, as well as, managed hundreds of equipment refresh FPLC projects within DC’s located domestically and internationally• Successfully completed 100% of program requirements on time every year within 3.6% of PMB managing the FPLC of infrastructure migrations and lift and shift projects• Led the project of merging the separate networks of Merrill Lynch and Bank of America by migrating all NAS filers, servers, applications, and IT support functionality i.e. DNS, FDNS, WideIP, DMZ, etc.• Reduced risk of migration failures from 16.6% to .49% by creating standardized processes with established QC deliverables identifying actionable variations with associated planning templates• Earned 1 Platinum, 3 gold, and 18 recognition awards for program successes Show less