jennifer russell

Current

Management Consultant at Linden Lab
President at Mastodon Consulting

Past

Operations Chair, Northern California Chapter at Association for Strategic Planning
Past President, San Francisco Bay Area Chapter at Project Management Institute
Management Consultant at Pacific Gas & Electric

Management Consultant at Shutterfly
Management Consultant at Nikon
President, San Francisco Bay Area Chapter at PMI (Project Management Institute)
IT Management Consultant at Shopping.com / eBay
IT Management Consultant at Genentech
Senior Project Manager at Vodafone
Senior Consultant at Wheelhouse
Manager (multiple roles) at Thomson Consumer Electronics

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jennifer russell’s Summary

Mastodon Consulting is focused on all the elements of good governance, including regulatory compliance, strategic alignment and corporate social responsibility.

Establishes strategic vision, determines how to reach aggressive goals, develops process and cultural change, and applies appropriate governance.

jennifer russell’s Specialties:

PMI Certified (PMP). Project management fundamentals really enhance activities which don't normally have that level of rigor, such as strategic alignment and execution. Heavy expertise in risk management and radical process improvement, balancing operational efficiency with strategic focus.

jennifer russell’s Experience

Management Consultant

Linden Lab

(Privately Held; Computer Software industry)

July 2009 — Present (5 months)
President

Mastodon Consulting

(Management Consulting industry)

May 2003 — Present (6 years 7 months)

Mastodon Consulting is a management consulting firm that turns vision into execution. We offer solutions in:
- Governance
- Strategic alignment and execution
- Corporate social responsibility
- Regulatory compliance
- Organizational change
Operations Chair, Northern California Chapter

Association for Strategic Planning

(Non-Profit Organization Management industry)

June 2008 — March 2009 (10 months)
Past President, San Francisco Bay Area Chapter

Project Management Institute

(Non-Profit; Non-Profit Organization Management industry)

January 2007 — March 2009 (2 years 3 months)

Developed five year strategic plan, using balanced scorecard, to transform the organization to meet evolving member needs.
Management Consultant

Pacific Gas & Electric

(Public Company; PCG; Utilities industry)

October 2008 — December 2008 (3 months)

Project Governance - Developed a project management standard for the utility which all significant projects ($1 million - $5 billion+) now are required to follow, to ensure consistent, predictable execution and fewer unpleasant surprises.
Management Consultant

Shutterfly

(Public Company; 201-500 employees; Internet industry)

February 2007 — April 2008 (1 year 3 months)

Brought in to address Sarbanes-Oxley compliance issues. Drove the development of new processes covering security, release engineering and change management. Identified risks and defined and executed remediation programs to correct those issues.
Management Consultant

Nikon

(Public Company; 10,001 or more employees; Semiconductors industry)

July 2007 — December 2007 (6 months)

Developed technology procedures to comply with Japan's Financial Instruments and Exchange Law (JSOX). Developed a framework of good governance practices and resolved critical risks, via cultural and procedural change.
President, San Francisco Bay Area Chapter

PMI (Project Management Institute)

(Public Company; Non-Profit Organization Management industry)

January 2006 — December 2006 (1 year )

Initiated and developed strategic plan for this 2,500-member chapter, addressing changes in the Bay Area, such as globalization, mergers and acquisitions, pricing pressures and other environmental factors. Partnered with corporations and non-profits to further the profession and serve the community.
IT Management Consultant

Shopping.com / eBay

(Public Company; 201-500 employees; Information Technology and Services industry)

March 2005 — December 2006 (1 year 10 months)

Developed a comprehensive IT Governance model and executed against that vision, building a culture of discipline and accountability. Refined operations and engineering processes to balance operational reliability with strategic positioning.
IT Management Consultant

Genentech

(Public Company; 5001-10,000 employees; GNE; Information Technology and Services industry)

May 2003 — March 2005 (1 year 11 months)

Strategic consulting, ranging from Sarbanes-Oxley and FDA (21 CFR Part 11) compliance to reengineering change management practices and developing an agile methodology framework.
Senior Project Manager

Vodafone

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

November 2001 — May 2003 (1 year 7 months)

Directed all phases of technical deployments for Verizon Wireless, minority owned by Vodafone, making it the most profitable and efficient segment for Vodafone Global Platform.
Launched wireless web portal for Connex, Romania's largest wireless provider. Scope included Web, WAP and SMS, entirely in Romanian language.
Senior Consultant

Wheelhouse

(Privately Held; 201-500 employees; Information Technology and Services industry)

2000 — 2001 (1 year )

Developed strategic plans for business development, systems integration, and marketing initiatives for clients in boutique professional services firm.
Manager (multiple roles)

Thomson Consumer Electronics

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

1992 — 1999 (7 years )

Directed several major independent initiatives at this $8 billion global consumer electronics manufacturer, owner of RCA and GE brands.