Edgewood College

University of Wisconsin-Madison

Senior Director, Technology at Credit Union National Association (CUNA)

	Defined and implemented a PMO strategy including building the team to align with business and transformation objectives.
	Leading the design and implementation of a common project management methodology, standards, and tools to drive and facilitate the successful delivery of projects.
	Point of contact with external vendors to determine appropriate project management methodology (Waterfall or Agile) to meet business and project needs.
	Provide Waterfall and Agile project management methodology education and guidance for Crescent team members.
	Foster collaborative and mutually supportive relationships with project leaders and senior stakeholders, assess cross-functional project team capability, provide coaching, training, and support to enhance the company's project/program management capability, and improve collaborative development and project results.
	Define business strategies and organizational policies to enable the strategic coordination of multiple major projects and initiatives to improve efficiency and effectiveness of projects. 
	Achieve cooperation, compliance, and engagement in the value of a PMO function in an environment of conflicting interests and opinions.
	Manage interdependencies and coordination across projects to ensure that information relating to project deliverables, risks and issues are effectively communicated between stakeholders and that key performance indicators are monitored and evaluated.
	Identify new and innovative project management approaches and tools and embed these in the behavior and day to day activities of the organization’s operations.
	Inform the development and prioritization of project initiatives and to proactively understand and mitigate risks. Lead the execution of a PMO governance, reporting, and review framework to provide a holistic view of all organizational project activity.
	Identify and define major strategic issues and integrate diverse stakeholder interests across project(s).

Crescent Electric Supply Company

Senior Director, Project Management Office

	Business Leader developing an enterprise capability to improve accessibility of external partner data with operating model, technology and processes solutions that minimize the burden on the customer.
	Partnered with Executive Leadership, partners and a cross -functional team including Technology, Sales, Marketing, Legal, and Compliance to define details and complexities around future state design and strategy
	Engage with customers / partners, ensure customer / end-user focus of priorities 
	Solid understanding of current state across the enterprise, for synergies, roadblocks 
	Ensure the team is driving towards the fastest path to deliver the right business value by working on the right items in ideal priority
	Ensure clear communication to team and management on vision, financials, progress, blockers and scope, risks and issues 
	Partner with wider organization stakeholders to understand their needs/insights and communicate status and direction accordingly. 
	Act as voice of the customer in determining features and scope

CUNA Mutual Group

Data Management Director

	Senior technology role responsible for providing the vision and strategic leadership for the Application, Infrastructure and Service Management teams.
	Responsible for aligning the IT strategy and three-year roadmap with CUNA’s business goals and objectives.
	Responsible for transition, stabilization and management of a Managed Service model with a third-party vendor introducing an onshore and offshore resource model for technology operations and projects.
	Accountable for all IT initiatives.

Credit Union National Association

Senior Director, IT Delivery

	Responsible for managing a team of ten project managers managing a $25M project portfolio for the government contract divisions.
	Lead the establishment of consistent processes, expectations and staffing model for the PPMO.
	Instrumental in Agile methodology implementation and education of the project managers. 
	Partnered with senior leaders across the organization to effectively manage the project portfolio for significant government contracts.
	Implemented a project portfolio process for the government contract divisions.

WPS Health Insurance

Director, Project and Portfolio Management Office

	Drive application strategy and delivery for a specific business area by communicating IT performance, partnering with program management, third-party providers and quality assurance, managing budget and resource allocation, serving as the primary point of contact for IT and acting as an advisor and advocate with business leaders.
	Manage key vendor relationships to ensure efficiency, expensive awareness and solution delivery.
	Accountable for the application roadmap with collaboration with the IT leadership team to deliver on a technology plan that supports the business objectives and needs.
	Understand the evolving business and customer needs to ensure the highest level of service scalability, supportability and reuse.
	Determine the appropriate use of outsourcing and ideal team structures to accelerate delivery and optimize efficiency
	Participate in business and/or customer planning activities and identify technology capabilities to meet business strategy
	Collaborate with enterprise and information architecture leaders to ensure business and technology alignment of application architectures to overall roadmap, standards and guidelines
	Support program management strategies by coordinating with program managers on software development life cycle management, promoting acceptance of standardized program management processes and ensuring stakeholder engagement
	Monitor and communicate the business investments in information technology and provide transparent reporting around direct and indirect costs 
	Manage budgeted resources by anticipating expenditures, accurately forecasting resource needs/costs and  properly accounting for expenses to meet requirements and achieve fiscal responsibility

QBE North America

AVP - Application Delivery

	Provided strategic oversight of the project portfolio management and project delivery for the  Technology, Finance, Strategic Planning, Claims and Operations, Legal, Human Resources and Enterprise Services business units resulting in a 50% growth of PMO services leveraged by the organization.
	Partnered with IT leadership to establish expectations and responsibilities between the PMO and IT project resources.
	Part of the IT Leadership team responsible for the delivery of technology projects against the technology roadmap.
	Partnered and collaborated with all levels of the organization to implement and drive a consistent portfolio and project management practice.
	Provided leadership for Portfolio Managers and Business Analysis Manager including mentoring and coaching, performance evaluations, professional development plans, compensation planning.

Director - Project Management Office - Enterprise Services

	Project Management Partner for Technology, Marketing, Human Resources and Communications departments.
	Provided project management for mergers and acquisitions including establishing a consistent merger process driving a consistent approach, engagement and transition into CliftonLarsonAllen.
	Established the Human Resource Roadmap to facilitate the merger integration plans and future state.
	Established and manage the Project Portfolio process for firm projects.
	Introduced and developed the Project Management Organization by setting standards and best practices, providing tools, and advocating project management throughout the firm.
	Partner with the executive management team and business stakeholders to identify projects and resource requirements.
	Build project management professionalism through mentoring, training and guiding project leaders and teams as they learn and adopt project management best practices.
	Deliver successful projects through leadership for executive level projects across different business units.

CliftonLarsonAllen

Director, Project Management Organization

	Provided Leadership and management of the Application Delivery, Project Management, IS Finance and Application Development teams including personnel management, departmental strategic planning, and budget management.
	Partnered with the business stakeholders and firm executive management to develop strategic plans to align with the business’ application, web content management and project management goals.
	Technology leader for development and execution of business technology solutions in collaboration with business and technology stakeholders.
	Developed relationships with key applications and web content management vendors for operational and strategic planning and support.
	Implemented the Project Manager and Business Analyst staffing model and discipline within the Applications team.
	Established application support policies and procedures including the development of level II application support procedures with Service Level Agreements by application category.
	Managed the IS annual budgeting process, monthly budget review and project budgeting processes, procedures and reporting to IS Leadership Team.
	Responsible for Project Management methodology and governance, project management coaching and mentoring for IS and business leaders and staff, and project status reporting to Clifton Gunderson Executive leadership team.
	Project Portfolio management process owner including resource availability management, project assessment, approval and prioritization, and IS project status reporting to firm Executive leadership team. 
	Implementation, management and support for the Clifton Gunderson intranet environments.
	Change Management process owner.
	Technology merger and acquisition process owner.
	Provide facilitation expertise to Clifton Gunderson Executive Leadership team and business task forces.
	Provide project management expertise to Executive level projects.

Director, IS Governance and Applications

	Responsible for on-time and on-budget delivery of large organizational projects.
	Introduced a Project Management methodology for IS projects including standard process, procedures and templates for a more disciplined approach to project management.  
	Developed and presented project management training and mentoring to IS and Call Center staff and management. 
	 Implemented and managed the IS project portfolio processes and application including introduction of new organizational processes and project management procedures to meet Executive sponsorship objectives.  
	Provided project status presentations and reports to IS Leadership Team.

SC Data Center, Inc.

Project Manager

	Responsible for on-time and on-budget delivery of IS and Corporate initiatives across three organizations.   
	Provided project management expertise from projects ranging from $200,000 to $1.9 million dollars including project team development and management, project plan development and execution, issue and risk management, project status communication to IS Leadership team and project budget management. 
	Participated in the PMO maturity assessment to identify process improvement opportunity to improve the delivery of projects and services.
	Developed and conducted training of project management methodology for project leaders within TDS including the organization’s project management discipline, communication skills, team development and team building.

Angie Beutler, MBA, PMP