Deb Martin

Current

Independent Consultant at Project Management

Past

Project Manager at Solidcore Systems
Senior Consultant at PM Solutions, Inc.
Owner at Small Business (Sole Proprietorship)

Professional Project Manager at Siemens
Acting PMO Director/Senior Project Manager at AMC
Senior Project Manager at Vanstar
Virtual Office Consultant at CIGNA
Total Quality Management Consultant at CIGNA
Telecommunications Consultant at CIGNA
Telecommunications Analyst at Sorbus
Communications Systems Advisor at ROLM

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8 more...

Education

Camden County College
AT&T School of Business
Boston University

Other
University of Cincinnati

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2 more...

Recommended

8 people have recommended Deb

Connections

500+ connections

Industry

Information Technology and Services

Deb Martin’s Summary

Transforms Professional Services and corporate processes for delivery excellence.

Consultative senior specialist with innate talent to establish new practices, evolve existing ones, restore order to chaos. Offers 25-year intentional accumulation of portable, complementary hard/soft skills acquired in Information Systems and Telecommunications, objectively applied to achieve clear, simple, practical outcomes. Success rooted in past roles as both supplier and client, yielding unique blends of conceptual/analytical thinking and strategic/tactical drive. Distinct accomplishments in the following interdependent areas:

Program/Project Management
* Designing, constructing, and operating a Program Management Office
* Planning, organizing, documenting, and executing dozens of projects
* Consulting and Sales Engineering for Professional Services

Business Management
* Instituting virtual workplace collaboration
* Transferring knowledge: educating clients, training, mentoring, and facilitating
* Incorporating elements of Document and Knowledge Management into functions

Total Quality Management
* Developing, coaching, and participating on high-performance teams
* Managing, re-designing, and continuously improving processes
* Focusing on customer expectations

Deb Martin’s Specialties:

Program Management Office, Project Management, Professional Services, Consulting, Sales Engineering, Training/Facilitation, Total Quality Management (Client Focus, High Performance Team, Process Management), Virtual Collaboration, Digital Document/Knowledge Workspace, Documentation

Deb Martin’s Experience

Independent Consultant

Project Management

(Management Consulting industry)

January 2005 — Present (4 years 7 months)

Past:

~ Engaged at US Airways
Project Management
* EDS asset system organization, naming convention, consistency.
* Site readiness per requirements for 85 business units.
* Iterative deployment process: business liaison, planning, staging, installing, support, asset closure.
Project Coordination
* Equipment tracking/recycling.
* Resource logistics: badging, team evolution, shifts, para-/post-deployment, troubleshooting, revisits, steady state.
IT Liaison
* Application discovery, UAT, issues, final readiness.
* Business analysis, image, ancillary software.
* INI files for reservation system, printer ports, autologon, program/URL autolaunch.

~ Best Practices development for Architecture/Interior Design firm; project planning/logistics for Bank of America's 176 sites.

~ Current/Future State gap analysis, consulting, implementation for small business HO operations; Professional Services startup.
Project Manager

Solidcore Systems

(Privately Held; Computer Software industry)

July 2008 — September 2008 (3 months)

SELECTED ACCOMPLISHMENTS

Virtual Collaboration
* Performed Current State Assessment of SharePoint client deployment materials
* Introduced document naming convention for consistency across projects and clients
* Established method by which documents are categorized by type
* Created/maintained SharePoint testbed workspaces for two clients

Methodology
* Promoted the use of a methodology as the basis for the SOW, Project Management Plan, MS Project Schedule, and other documents
* Created/augmented a number of templates with a standard document format (font, title, logo) and according to the methodology where applicable

Engagement Management
* Prepared client materials using new templates; enabled and launched the deployment for Northwestern Memorial Hospital
* Provided project document administration support for a wireless communications leader - Research in Motion (Blackberry)
Senior Consultant

PM Solutions, Inc.

(Privately Held; Management Consulting industry)

June 2007 — May 2008 (1 year)

SELECTED ACCOMPLISHMENTS

* Created Website Development Process based on Endo Pharmaceuticals' Community of Practice SDLC/PM Methodology; included checkpoint events for Promotional Review Board, Project Office Architecture Review Board, and phase readiness review
* Planned, led, closed successful Release One Healthcare Professional website redesign for client's flagship product
* Created, adapted all templates; devised processes for requirements management, iterative deliverable acceptance, quality assurance
* Managed three vendors for: development, search engine optimization, performance measurement product
* Acted as Business Analyst for requirements documentation
* Acted as project resource for acceptance testing, documentation, revision control
* Customized, maintained SharePoint teamsite for materials repository, collaboration
* Based on lessons learned, planned/launched Release Two Consumer redesign
* Acted as brand ePM for steady state business activity involving data reports, domain names, web analytics, search engine optimization, new sales/marketing SharePoint portal
Owner
Small Business (Sole Proprietorship)

(Sole Proprietorship; 11-50 employees; Food & Beverages industry)

November 2002 — November 2003 (1 year 1 month)

SELECTED ACCOMPLISHMENTS

* Financial management and accounting
* Rutgers certificates in Small Business Administration and QuickBooks Pro
* Employee management
* Documentation of job descriptions and all work processes (templates, customer ordering, daily/weekly/periodic tasks, financial closing, and machine/other preparation instructions)
* Complete physical re-design of stock areas and all storage
* Complete re-design and documentation of weekly inventory and procurement processes; inventory and procurement management
* Vendor management
* Complete re-design of cash register layout
* Creation of electronic spreadsheet for costing every component and pricing every offering
Professional Project Manager

Siemens

(Public Company; 10,001 or more employees; Information Technology and Services industry)

October 2000 — November 2001 (1 year 2 months)

STRENGTHS AND SELECTED CONTRIBUTION

INITIATIVE
IMAGINATION
INNOVATION

Challenged to envision a new environment for an Outsource Services department in a Fortune 25 company that lacked a unified, streamlined method to manage functions and large, auditable data repositories. Championed acquisition of the eRoom digital workplace and introduced web-based access to client/project materials. Conceived the enterprise design, acted as business analyst, represented a structured Quality contracting process, and customized objects.

* Enhanced productivity, communications, collaboration, and efficacy of dispersed, mobile professional staff.
* Secured eRoom Technology, Inc. validation: design was creative and needed no modification.
Acting PMO Director/Senior Project Manager

AMC

(Privately Held; Hospital & Health Care industry)

January 1999 — May 2000 (1 year 5 months)

STRENGTHS AND SELECTED CONTRIBUTIONS

SYNTHESIS
INTERPRETATION

Recruited as key team member for NYC organization intending to evolve to an IS Consultancy. Built operational, virtual Program Management Office; assumed acting directorship, created/led processes from Sales opportunity to Support transition in project-centric manner.

* Positioned Manhattan VAR to propose Professional Services; won and delivered engagements for clients such as Tiffany & Co., homeportfolio.com, and Saatchi & Saatchi.
* Recommended for promotion to PMO Director.

MANAGEMENT
FOLLOW THROUGH

Faced with failing deployment of eCommerce website begun without project management according to client’s initial wishes. Re-scoped effort, restored/documented administrative procedures, re-focused tasks/resources, and imposed rigorous communications/tracking activities maintained throughout successful recovery.

* Recovered a Professional Services engagement that resulted in a referenceable account.

Note: Project delivery, consulting, planning, administration, or sales assistance for well-known clients: Jamaica Queens Hospital, CitiBank, Cushman & Wakefield
Senior Project Manager

Vanstar

(Public Company; VST; Information Technology and Services industry)

December 1996 — January 1999 (2 years 2 months)

STRENGTHS AND SELECTED CONTRIBUTION

PLANNING
SYSTEMATIZATION
IMPLEMENTATION

Engaged at United Airlines on a 13-airport virtual project to replace thousands of VDTs with configured PCs. Exercised direct facility responsibility for five airports: communications, personnel security, inventories, podium readiness, procurement, resource scheduling, implementation, and support. Created and executed processes for physical surveys, stakeholder status, and demanding equipment logistics in city- and federally-regulated environments.

* Led a complex technology platform migration that attained full, distributed computing intelligence for enterprise business applications, messaging, and office products.

Note: Project delivery, consulting, planning, administration, or sales assistance for well-known clients: Goldman Sachs, AMP, Manpower
Virtual Office Consultant

CIGNA

(Public Company; 10,001 or more employees; Information Technology and Services industry)

June 1994 — November 1996 (2 years 6 months)

STRENGTHS AND SELECTED CONTRIBUTION

MANAGEMENT
FOLLOW THROUGH

Enlisted by the business unit of a Fortune 50 company to assume control of a troubled Visual Basic claims adjusting system deployment. Authored a dual field Project Plan for 1,100 desktops over 24 locations plus 300 telecommuters, contracted for site surveys and remote user home visits, and led the team on a year-long effort to full conclusion.

* Rolled out an application that automated a paper-based process and established a networked environment capable of centralized monitoring and reporting.
* Awarded sizeable Property & Casualty 'shares' equal to current stock price in value.
Total Quality Management Consultant

CIGNA

(Public Company; 10,001 or more employees; Information Technology and Services industry)

May 1992 — June 1994 (2 years 2 months)

STRENGTHS AND SELECTED CONTRIBUTION

TEAM PLAYER

One of eight of a possible 1,000 employees chosen for a two-year special assignment in the Systems Division of a Fortune 50 firm to launch a corporate Total Quality Management program. Designed and facilitated sessions with partners: Team Awareness, Customer Contact, and Consulting Skills. Coached all levels of teams for high performance, process management, customer satisfaction interviewing, decision making, and meeting effectiveness.

* Improved interpersonal relationships and inspired many teams to follow a Quality continuum.
* Sought after to conduct ad hoc workshops and facilitate non-TQM meetings through internal reputation.
Telecommunications Consultant

CIGNA

(Public Company; 10,001 or more employees; Information Technology and Services industry)

October 1984 — May 1992 (7 years 8 months)

STRENGTHS AND SELECTED CONTRIBUTION

PLANNING
SYSTEMATIZATION
IMPLEMENTATION

Entrusted to architect fulfillment processes for a Fortune 50 firm entering the first AT&T group Tariff-12 that encompassed all channelized and switched services nationwide. Devised and managed the existing AT&T services conversion and the replacement of non-AT&T services. Directed the HealthCare MCI 800 service migration of 1,000+ circuits and some 50 published numbers as Principal Call Center Consultant. Promoted to delivery management role.

* Enabled groundbreaking, customized contract execution capability for 900 sites.
* Received Systems Division award for this major, unique process accomplishment.
* Appointed to a VP's seat on the Contract Review Committee for 800 service/billing interests.
Telecommunications Analyst

Sorbus

(Computer Hardware industry)

October 1981 — October 1984 (3 years 1 month)

STRENGTHS AND SELECTED CONTRIBUTION

INITIATIVE
IMAGINATION
INNOVATION

Recruited to manage nationwide network of 4 headquarters and 50 offices. Pro-actively mastered field consulting and the PBX acquisition process of RFP, cost/benefit analysis, and contracting. Assumed ROLM expert role. Introduced a novel phone coverage method for large administrative group. Created and maintained the first centrally documented records covering blueprints, cabling, circuits, and extensions in database format.

* Generated cost savings by replacing rented PBXs with owned equipment; realized cost avoidance by performing software MACs.
* Increased overall manageability of dynamic sales/operations environment and response efficiency of office staff.
* Granted switch access and re-configuration submission rights as a customer by three ROLM suppliers.
Communications Systems Advisor

ROLM

(Public Company; Telecommunications industry)

April 1979 — October 1981 (2 years 7 months)

STRENGTHS AND SELECTED CONTRIBUTION

PLANNING
SYSTEMATIZATION
IMPLEMENTATION

Designated single point of contact for a retail store chain that purchased a PBX to connect its downtown headquarters and 16 branches. Acted as subject-matter expert: outlined the communications plan, facilitated requirements definition in stakeholder sessions, standardized the dialing plan, programmed 21 nodes, produced interim directories, customized and delivered training, and performed pre-/post-cutover tasks to acceptance.

* Orchestrated an extensive cost-saving effort that replaced a rented telephone system with owned equipment, centralized the console attendant function, and instituted a consistent inter-store network.

Note: Project delivery, consulting, planning, administration, or sales assistance for well-known clients: Westinghouse, Allstate Insurance, The Humane Society, Anheuser-Busch, The Cincinnati Enquirer, First National Bank of Cincinnati, Times-Mirror, Veterans' Hospital, AG Edwards, Carrier Air Conditioning, May Company, Federated Department Stores

Deb Martin’s Education

Camden County College

Pursuing BSBA , Organizational Management, Information Systems Track , 2001 — 2008
AT&T School of Business

Professional , Managing/Working in the Virtual Workplace , 1992 — 1992
Boston University

Project Management Professional Certification

Enrolled in Project Management Professional Certification Program
Other

Project Management – incl. ESI/George Washington University, Keane Productivity Management
Technical – incl. eRoom Technology, Microsoft NT, ICA Network Traffic Engineering, Siemens (ROLM) PBX software design
TQM – incl. Team Development, Customer Satisfaction, Process Management, Continuous Improvement, Advanced Facilitation
Corporate sensitivity – incl. Organizational Change, Diversity
Business – incl. SEI Software Development Life Cycle Requirements curriculum, Advanced Business Writing
University of Cincinnati

Business Administration

Additional Information

Deb Martin’s Interests:

Sewing, needlework, fabric carpet making, antiquing, collecting, furniture refinishing, home remodeling, cooking, baking, jewelry making, folk-art painting, gardening, landscaping, giving unwanted cats homes.

Deb Martin’s Groups:

Member of Project Management Institute; Member of Delaware Valley PMI Chapter

Candidate for Project Management Professional Certification (11,000 documentable hours)

Member of Gray Hair Management
Member of The BreakfastClubNJ
Member of PSG of Camden County NJ