Robert Teesdale

Responsible for delivery of $2.3MM corporate action portfolio to profitability in Defined Benefits and Defined Contribution large and mid corporate market. Client-facing role with accountability for scope, budget, and program delivery; management of globally distributed teams; forecasting of capacity needs and deployment of resources. Program Management Office development team leader responsible for plan architecture and PMO interfaces.

Magonaga Industries provides business development, program management and venture alignment services to emerging, mid and large market clients worldwide through our Driving Business Maturities program. Concept incubation, business planning, management of projects, structuring of exit plans and introduction to venture capital relationships are the heart of our extensive client services.

Provided program management services to Keane clients. Engaged with stakeholders and business needs; refined scope of services provided. Identified team members and developed relationships across business matrix. Mentored team members to increase coordination and performance. Identified opportunities to expand scope of Keane engagements. Ensured compliance with Keane and client methodology standards.

Executive responsible for development of new core company product. Managed scope of project; reported to sponsor and stakeholders. Created HR plan; selected and hired developers and technical PM. Managed time, cost, quality, risk and satisfaction of internal and customer stakeholders. Managed communication; owned change control process and conducted gate phase reviews at initiation of project phases. Managed contracts. Mentored PM and staff; fostered teamwork, motivation and morale.

Managed PMO for $92MM software and infrastructure project. Identified team members; defined roles and responsibilities for PMs reporting to the PMO and created program organizational structure. Created WBS, schedule and milestones for oversight plan. Defined PMO processes, tools and quality plans. Managed communication from PMO across project portfolio; reported milestones to stakeholders and project sponsor. Verified and managed changes to scope, time, cost, quality and requirements via PMO.

Member of project management team developing corporate intranet. Identified key stakeholders, business needs and scope; defined requirements; conducted feasibility studies for each phase; identified project risks, constraints, assumptions; created SOW and managed request seller response process; implemented quality plan; controlled and managed risks; documented acceptance of deliverables and archived project records.

Managed budget of $800k and team of 15 to deliver major Web-based real-time order tracking software project. Streamlined internal processes and systems by driving software development lifecycle methodology change from Level 1 CMM to Level 2 in complex regulatory environment. Established project management office and proactively led cultural change management. Conducted CMM audit establishing Dex IT division at CMM Level 3 and authored plan standardization across IT programs.

Member of project management team for 300-site rollout of 50,000 workstations for financial client (Paine Webber). Responsible for account management, hardware deployment, installation and service coordination. Managed delivery services for 80,000 IT assets for energy client (EnergyOne) and maintained 95% compliance with contracted service levels during account volume increase from four to over 700 orders monthly (2800% growth).

Currently completing degree.