UnitedHealth Group
10/2006 – Present UnitedHealth Group  
Sr IT Project Manager, Infrastructure Services:
Defining, managing and implementing a broad range of technical projects involving Data Center and Application Migrations for the UnitedHealth Group Technologies enterprise shared services group. Facilitating the on-time delivery of the project objectives as well as infrastructure aspects of large business projects. Following established project management methodologies and participating in setting and refining the standards for project management.
Currently working on migrating a large scale, high performance production environment.
10/2006 – 6/2009 Sr IT Project Manager, Application Operations:
Responsible for leading IS Application Operations standardization and process improvement projects in the newly formed centralized Operations and Maintenance organization in UnitedHealth Group Technologies. Manage the execution of OM policy standardization and process improvement initiatives. Coordinate the execution and tracking of targeted OM process improvement initiatives. Coach Service Managers on managing targeted OM process improvement projects.
Administered Application Operation programs dealing with Business Continuity Planning, Disaster Recovery Planning, Product Lifecycle Management, Peak Season assessment for Open Enrollment and Maintenance requests called Work Orders.
Successfully drove Mainframe Software Retirement projects resulted in maintenance savings of $350k and cost avoidance of $1.8m in 2007. Annualized savings were $1.8m in maintenance savings and $4.6m in cost avoidance.

GE Money
10/2000 – 10/2006 GE Money (formerly Consumer Finance).
10/2004 – 10/2006 IT Project Manager, Customer Solutions:
Accountable for delivery of IT programs related to Marketing. Worked with the business teams to shape business requirements and provide ongoing communication through project execution. Worked with assigned IT resources to complete activities to Estimate, Plan, Design, Build, Test, Enterprise Test, and migrate solutions into production.
Spearheaded a virtual credit product. The product is a shadow account that will fund purchases on a per transaction basis without the use of account numbers or credit cards to customers who shop on the internet. Key benefits - Simple Application, Instant Credit, Protects sensitive personal information, “Not a Credit Card”, Custom Promotions.
Implemented an eApplication solution that is easily scalable to any of our client offerings. Prior to this platform build each client would receive an application solution that was decentralized. This meant a new build each time we brought on a new client and the time and money needed increased as a result. Reduction in project lifecycle from 3-months to 1-month rollouts of our online application that result in $60k savings for each client.
Established our Private Label Credit Card client base with various product offerings. Involved stretches of effort to process map and standardize the billing/settlement process. Reduced level of effort from 200+ to 80+ person days during a phase. In 2005, marketing indicated $95k+ added cross sell revenue to GE.
1/2003 – 10/2004 Process Improvement Manager,
Six Sigma-Blackbelt:
Worked with GE IT resources to deliver projects focused on measuring, analyzing, improving, and controlling key processes that influenced customer satisfaction and productivity growth. Assisted with the implementation of Quality Initiatives across IT. Identified, mentored, provided effective communication, and lead multiple 6-sigma projects. Facilitated functional workouts and assisted in identification of Quality metrics.
Reduced cancelled project cost to $575k which is 50% less than in prior year. Identified the causes of cancelled projects. Calculated actual and opportunity costs resulting from cancelled projects. Determined “impact” as a result of cancelled projects. Developed a scoring matrix to aid in identifying “at risk” projects prior to initiation.
Mentored seven Greenbelt projects through the DMAIC lifecycle. Projects were carried out as "At the Customer For the Customer" for GE Consumer Finance – Americas, which resulted in savings of $79k or $156k in annualized savings. $375k cost avoidance was also achieved. All these costs savings were as a result of Mainframe productivity enhancements.
10/2004 – 10/2006 Project Analyst:  
Collected, consolidated and maintained data for system performance. Managed the reporting database and dashboard scorecards. Development of metrics reporting tools for performance trend analysis, executive management reports, and IT system enhancements. Participated in the development of web-based incident management tools and web-based metrics reporting.
Created a web based Digital Cockpit for real-time reporting of IT Operations and Process/BPMS metrics that eliminated the need for Consultants, reducing the cost to produce monthly dashboards and improving the performance of IT services by having real time monitoring.
Created a PPM tool to improve project delivery, which provided the foundation to the Enterprise Project Management tool and the monitoring of wing-to-wing project tasks that led to a reduction in project delivery span from 600 to 200 days.

5/1997 – 10/2000 Keane, Inc.  
Senior Consultant:  
Coordinated activities of teams, as well as deliverables to clients. Responsible for the full cycle of development including detailed business analysis, written specifications, user interface design, testing, training and implementation. Maintained project status, plans, updated schedules, identified issues, conflicts, and factors that impact project success. Maintained adherence to development standards and controls. Ensured technical acceptability of the final system.
  FleetBoston Financial Corporation  
  Goldman Sachs Group, Inc.  
  MoneyGram Payment Systems  
  Pfizer Central Research  
  The Thomson Corporation  

What do my peers say...

“I was particularly impressed by George's ability to complete all of his work on time, even when he was multi-tasking on multiple major projects in parallel. Frequently, he even completed his assignments ahead of time. George developed his own personal style of working with offshore resources that quickly became the preferred choice of a number of “Speed to Market” projects. This gave him the opportunity to demonstrate his excellent team leadership and project management skills.” April 19, 2007

Arek Rutkowski, Sr. Project Manager, GE
worked with George at GE Money (formerly Consumer Finance)

“George exhibits excellent professionalism with organizing and managing resources in such a way that these resources deliver all the work required to complete a project within defined scope, time, and cost constraints. As a fellow Project Manager I am deeply impressed by George and recommend him unconditionally.” December 19, 2006

Jennifer Hamilton, Process/Project Manager, GE Money
worked with George at GE Money (formerly Consumer Finance)

“George was a rigorous and disciplined Blackbelt that used data and statistical analysis to measure and improve operational performance by identifying and eliminating "defects" in GE IT processes. Drove projects, which resulted in real savings of $59k and $156k in annualized savings and $360k cost avoidance through mainframe productivity enhancements to drive costs down to the business. It was a real honor to mentor George in accomplishing his Six Sigma Blackbelt certificate. I enthusiastically recommend him. Kind Regards! Ambrose E Young,” November 28, 2006

Ambrose Young, Six Sigma Process Improvement Manager, Uniprise, a UnitedHealth Group company
worked with George at GE Money (formerly Consumer Finance)

“George is a very balanced consultant. He has great technical skills that are complimented by knowledgeable business skills. George is a results oriented professional and a team player. He is a great resource on any team and has what it takes to succeed. It was a pleasure working with him.” November 16, 2006

Richard Korab, PMP, Consultant, Keane
worked directly with George at Keane, Inc.