William W. (Woody) Williams

William W. (Woody) Williams

Project Manager at AIG at Modis

Canyon, Texas (Amarillo, Texas Area)
Management Consulting

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William W. (Woody) Williams's Overview

  • Project Manager onsite at AIG at Modis
  • Senior Project Manager at w3src Consulting
  • Project / Program Management Consultant at w3src Consulting
  • Project Manager at Kforce
  • Project Manager / Consultant at AIG
  • Project Manager at ProStaff
  • Project Manager at TekSystems
  • Project Manager / Consultant at USAA
  • Project Manager at Argus Connection
  • Project Manager / Consultant at Temple Inland
  • Solution Architect / Project Manager at w3src Consulting
  • Principal Consultant / Project Manager at Keane, Inc
  • Project Manager / Consultant at Shell
  • Project Manager / Consultant at Equiva
  • Senior Software Management Specialist at Siemens ElectroCom
  • IT Manager / Team Lead at Volt Technical
  • Principal at Inner Images

500+ connections


William W. (Woody) Williams' Summary

The objective is always results. Ensuring people – clients, customers, users, executives, team members, and stakeholders – get what they expect, when they expect it.

Senior level consultant, coach, and mentor with extensive experience in communications, requirements, project management and PMO’s, Agile, PMI/PMBOK, and other proven methodologies. A solid background in streamlining operations, cutting wasteful expenses, and improving overall profitability. Ability to translate client needs into solid technical requirements. Builds strong relationships with stakeholders and teams, acting as advisor to C-level executives and operating teams.

• SEI CMM/CMMI • Change Management • Business Transformation
• Business Continuity • Tactical/Strategic Plans • Project Management
• P&L/Budgeting • Leadership/Team Building • Process Development

William W. (Woody) Williams' Experience

Project Manager onsite at AIG


Public Company; 10,001+ employees; Information Technology and Services industry

November 2013Present (11 months) Amarillo, Texas Area

Process and projects

Senior Project Manager

w3src Consulting

Sole Proprietorship; Myself Only; Management Consulting industry

January 2011Present (3 years 9 months) Austin, San Antonio, Amarillo Texas

Strategic and tactical consultation, coaching, and mentoring to individuals and organizations for the development, management, and implementation of business technology PMOs, projects, portfolios, and programs.


Technology Start-up

October 2011August 2012 (11 months) San Antonio, Texas Area

Senior Project Manager

Kforce Inc.

Public Company; 1001-5000 employees; KFRC; Staffing and Recruiting industry

June 2010July 2011 (1 year 2 months)

Capital Group Companies - San Antonio, TX
American Funds Business Project Office

Senior Project Manager

w3src Consulting: RenewData

Privately Held; 51-200 employees; Legal Services industry

October 2009October 2010 (1 year 1 month)

Enterprise Program Management Office
• Created process oriented solutions in resource management, including implementing Planview software, delivering resource management and capacity views for the IT department.
• Leads the PMO strategy in matrixed/cross-functional teams, implementation, and mentoring of 4-5 project managers.
• Established standardized processes and procedures, improving on-time delivery on budget targets; built the roadmap to archive ESI project planning where a standardized process did not exist, saving the company $0.5 million on the first project using the plan.

Project / Program Management Consultant

w3src Consulting

Sole Proprietorship; Myself Only; Management Consulting industry

January 2009October 2009 (10 months)

Project Management Consultant, NPO & Stealth Start-up Companies (2009)
• Developed and implemented web, communications, and social media strategy initiatives for a non-profit property owners’ association, cutting costs by 80% and improved response time for inquiries.
• Built and implemented a product development strategy for a stealth start-up technology financial services company.
• Created/ implemented a project management/PMO strategy for a stealth start-up security technology firm.

Project Manager


Public Company; 1001-5000 employees; KFRC; Staffing and Recruiting industry

March 2008December 2008 (10 months)

Capital Group Companies - San Antonio, TX
Consultant Program/Portfolio Manager, Project Management Office (PMO)
• Lead the PMO start-up, program governance, process control & improvements.
• Implemented and introduced AGILE, Iterative, and test driven development processes; coordinated third-party vendor management, business analysis, risk management and analysis.
• Optimized cost savings by about $3MM, eliminating failing projects, performing proactive scope management, and implementing Agile methods.
• Increased executive confidence/support, presenting metrics and facilitating fact-based decision-making.

Project Manager / Consultant


Public Company; 10,001+ employees; AIG; Insurance industry

August 2007December 2007 (5 months)

Turned around stalled IT security project. Designed, obtained executive approval for, and implemented strategy/tactics to restart project. Some vendor management and PMO integration.

* Reduced implementation time 50% through better alignment & planning with C-level executives leading to optimal buy-in and project support
* Reduced enterprise project costs 20% by introducing result-driven processes adopted as "best practice" for similar projects company-wide

Project Manager


August 2007December 2007 (5 months)

See: Project Manager / Consultant at AIG

Project Manager


Privately Held; 1001-5000 employees; Information Technology and Services industry

March 2004July 2007 (3 years 5 months)

See: Project Manager / Consultant at USAA

Project Manager / Consultant


Privately Held; 10,001+ employees; Financial Services industry

March 2004July 2007 (3 years 5 months)

Consultant Project Manager
• Directed customer and internal-facing financial, CRM, security, and web projects in Enterprise Business Operations (PMO).
• Performed process control & improvement, managed third-party vendors, and led teams of 15-20 on/offshore team members; mentored and performed orientations for up to 50 new contractors.
• Increased stakeholder and sponsor support and confidence by solving problems faster, eliminating future risks, and managing expectations more effectively.

Project Manager

Argus Connection

Privately Held; 11-50 employees; Information Technology and Services industry

December 2003March 2004 (4 months)

See: Project Manager / Consultant at Temple Inland

Project Manager / Consultant

Temple Inland

Public Company; 10,001+ employees; TIN; Paper & Forest Products industry

December 2003March 2004 (4 months)

Process improvement and re-engineering (Project Lifecycle and Software Development Lifecycle) with start-up PMO. Refined and re-engineered processes, process flow, and process artifacts for delivery across the enterprise. Finalized deliverables to ensure salability to upper management, usability at low-level, and compliance with PMI, CMM, Sarbanes-Oxley, and corporate guidelines.

* Enabled PMO on-time start up through rapid integration and approval of industry best practices (PMI, CMM, Sarbanes Oxley)
* Built a higher quality product the first time through experience with repeatable methodology

Solution Architect / Project Manager

w3src Consulting

Sole Proprietorship; Myself Only; Management Consulting industry

June 2003September 2003 (4 months) Amarillo, Texas Area

Organized, planned, managed, and led three-phase CRM assessment for medium-size retail distribution firm based on value stream methodology. Phased implementation plan for web delivery system, CRM and CMS recommendations, test plan, QA plan, vendor assessments (RFI/RFP), business process reorganization strategy, upgrade of technical infrastructure, and change management plan for three-year period with three-year pay-back.

* Greater acceptance by executives and managers through concise alignment & collaborative planning
* Mitigated future risk and ensured value proposition delivery through rigorous vendor management, RFI/RFP process.

Principal Consultant / Project Manager

Keane, Inc

Public Company; 51-200 employees; Information Technology and Services industry

February 2001March 2003 (2 years 2 months)

Managed integrated multiple cross-unit business and technical teams, subcontractors and outside vendors. Multiple enterprise eBusiness / E-commerce B2B and B2C development projects based on SAP and multiple mainframe back-ends in high availability environments, as well as internal application projects for Asset Management, Product Distribution (Commercial), SCM, CRM, and ERP initiatives. Assisted PMO with SEI CMM strategy and assessments, process improvement initiatives, and PMI process integration Primary business / client technical POC. Championed effort for increased QA standards and better testing tools / methodologies.

* Decreased production defects as champion for increased QA standards and better testing tools / methodologies
* Reduced resource requirements 30% in call center for new application through operational improvements.

Project Manager / Consultant


Public Company; 10,001+ employees; RDSA; Oil & Energy industry

February 2001February 2003 (2 years 1 month)

See: Senior Project Manager (Consultant) at Keane, Inc

Project Manager / Consultant


February 2001February 2002 (1 year 1 month)

See: Senior Project Manager (Consultant) at Keane, Inc

Senior Software Management Specialist

Siemens ElectroCom

Public Company; 10,001+ employees; SI; Electrical/Electronic Manufacturing industry

September 1999February 2001 (1 year 6 months)

50% functional management; 50% project management. Full product life cycle management in multiple project environments: Web based, Java, C++, and VB. Top-level solution architect and project manager for Electronic Performance Support Systems (EPSS). Primary customer/client POC-extensive domestic and international travel; multiple project locations.
Oversight of software development, SEI CMM strategy, process improvement, PMI integration, and ISO 9000 compliance for 200-employee business unit.

* Saved rework cost and effort by ensured integration between business unit and national standards the first time through better alignment & planning
* Reduced time to market saving $2 million in failing shrink-wrap project through solution reassessment
* Reduced timeline to achieve CMM level 2 by 90 days through quick issue resolution, resolving future risk before problems occur, and managing expectations more effectively

IT Manager / Team Lead

Volt Technical

Public Company; 5001-10,000 employees; VOL; Staffing and Recruiting industry

September 1998September 1999 (1 year 1 month)

IT Manager / Consultant: Siemens ElectroCom L. P. (Now Siemens Dematic)

Similar to above as consultant.


Inner Images

January 1992February 1998 (6 years 2 months)

Responsible for P/Ls, marketing, budgets, policies, risk assessment, auditing, metrics, operational and tactical planning including all E-commerce deployments. Project Manager for "virtual" network of project teams in the US and other countries. B2B, B2C, E-commerce, web advertising, advertising, and graphic design projects. Created, implemented, and managed international cross-functional team of 60 resources focused on solution development. Created, implemented, and managed extensive virtual server network

* Reduced overhead and operational expenses 38% through creation of virtual team resource solution.
* Increased profits 23% by designing custom cross-platform shopping cart integration application
* Increased profits 60% through introduction of virtual server sales and marketing

William W. (Woody) Williams' Skills & Expertise

  1. Process Development
  2. Business Analysis
  3. Change Management
  4. Business Transformation
  5. Business Continuity
  6. Team Building
  7. Banking
  8. PMO
  9. PMP
  10. Project Portfolio Management
  11. SDLC
  12. Vendor Management
  13. Business Process Improvement
  14. Software Project Management
  15. Program Management
  16. Project Planning
  17. MS Project
  18. Resource Management
  19. Requirements Gathering
  20. Software Implementation
  21. IT Governance
  22. Business Process
  23. Visio
  24. Project Delivery
  25. PMI
  26. Requirements Analysis
  27. Process Improvement
  28. Process Engineering
  29. SharePoint
  30. Agile Project Management
  31. ITIL
  32. IT Management
  33. IT Strategy
  34. Agile
  35. IT Service Management
  36. Cross-functional Team Leadership
  37. Business Management
  38. Professional Services
  39. ERP
  40. Waterfall
  41. Business Intelligence
  42. Integration
  43. PMBOK
  44. Team Leadership
  45. Data Warehousing
  46. Project Execution
  47. Management Consulting
  48. Disaster Recovery
  49. Business Requirements
  50. Quality Assurance

View All (50) Skills View Fewer Skills

William W. (Woody) Williams' Education

Amarillo College

Graphic Design


Stephen F. Austin State University



The University of Texas at Arlington

Liberal Arts


William W. (Woody) Williams' Additional Information


Project Management, Process Engineering, Best Practices & Benchmarking, Metrics & Tracking, Project Definition, Oversight of Project Delivery, Business Analysis, Gathering / Refining Requirements, Change Management, Risk Management, Defect Management, Contingency Planning, Scope Management, Situational Leadership, Influencing and Negotiation, Consensus Building & Teaming, Coaching / Mentoring / Training, Decision-Making, Performance Optimization, Resource Management (onshore / offshore), Capacity Planning, Operational & Strategic Planning, P&L Responsibility, Estimation, Budgeting & Finance

Groups and Associations:

Project Management Institute (PMI), Alamo PMI, Austin PMI,

Honors and Awards:

Siemens Innovation Award, Gold Medal: International Electronic Performance Support System Competition

Contact William W. (Woody) for:

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