TATromblay Resume 03-08-16

1
Tamara A. Tromblay
5 Genovese Drive
Bristol CT. 06010
Home 860.584.6588
Cell 860.796.1478
Email: TATromblay@comcast.net
PROFILE:
 Leadership/ManagementSkills –Goal-drivenleaderwhomaintainsaproductiveclimateandconfidentlymotivates, mobilizes,and
coachesemployeestomeethighperformancestandards.Abilityto directcomplex programs/projectsfrom concept,inception,tooperation.
A Proven relationshipbuilderwithunsurpassedinterpersonalskills. LeadershipCompetencies: SAP Development/Implementation/Training,
ERP Development/Implementation/Training,InfrastructureDevelopment/Implementation,BuildingEffectiveTeams,CommandSkills;
Strategic Methodologies,ResourceManagement)–includingbutexclusiveofthe following;Governance,Development,Implementation`
Tools,Metrics,Security,Accessibility,Training ,Communications/etc., ManagingandMeasuringWork;Drive for Results;Organizational
Agility; CustomerFocusInternal/External);DirectingOthers;ManagingDiversity,Dash Boards, Communications,TeamPlayerand/or
Leader,to nameafew.
 IT and Business Project/ProgramManagement –Proven andsuccessful 30Years Project/Program ManagerincludingBusinessandIT
with various methodologiesthatincludebutarenot limitedto; PMI, Six Sigma,Agile, Waterfall, SCRUM,RAD, IITIL,CMMI3, andIterative,
etc. Trainedandtrainerofvarious PM tools, Primavera, MSP,Excel, Hyperion, Clarity, Crystal Reporting,ClearCase,TesDirector,Kintana,
to namea few.
 CommunicationsSkills(listening,verbal,written) –Exceptionallistenerandcommunicatorwhoeffectivelyconveys informationverbally
andin writing, Diplomatic,Professionalism withsupervisors,Management,Co-workers,employees,customers,etc.
 Flexibility/Adaptability/Managing MultiplePriorities –Flexibleteam playerwhothrives in environmentsrequiringabilityto effectively
prioritize andjugglemultipleconcurrentprojects.
 Teamwork –Resourcefulteam playerwhoexcelsat buildingtrusting relationshipswithcustomersandcolleagues.
 Analytical/Research Skills –highlyanalyticalthinkingwithdemonstratedtalentfor identifying,scrutinizing,improving,and streamlining
complexworkprocesses.Innovative problem-solverwhocangenerateworkablesolutionsandresolvecomplaints.
 Strategist/Planning/Organizing –Results-drivenachieverwithexemplaryplanningandorganizationalskills,alongwithhighdegreeof
detailorientation.
 Vendor/Business/ClientManagement–Created RFPs,RFIs, SLAs, andSLCs andresponsiblefor Vendor Selectionprocesses,
Management,Maintenanceaswellasthe PM leadto Implement/Transitionthe“business”and/orIT “functionality”.Specificallyresponsible
for Vendor Management/Selectiononsmalltolargescaleinitiatives,advising leadership team,guidinganddefining/drivingprocessesfor
evaluation, selection,andcontractingwithvendors. Directlyresponsibleforidentifying anddefiningbusiness/IT requirements,analyzing
risks, negotiatingcosts,Metadata,Data Governance,Security,CYBER threats and executingoverallagreement(s).Vendor negotiations
with companiessuchasIBM,Accenture,AT&T,Convey, EMC,Objectiva, SharePointSite Development,Linksys/Cisco,ACE, Trizetto,
QNXT,PitneyBowes, FirstImage, GE, VSP, QNXT,ACE, CapGemini,andSierraNevada. SelectionLeadon RFIs andRFPs for a
Software Marketingcompanyregardingnewbusinessbids.
 BA – BusinessRequirements,RequirementsTraceabilitymatrix,Business and IT Trained,TestCases,JAD Sessions,BA Training,
DevelopUse Cases, BA Tools,FunctionalSpecifications.
EMPLOYMENT:
CareFirst July2012-June2015
ConsultantSr.ProjectManagement
Governanceandprofessionalleadershipinprojectandprogram management,introduce/developcompanybusinesssoftware, e-commerce
(Req/BA/TechSpecs/PeerReview/TestDocumentation),development/recommendationofBusiness/IT metrics,newchangemanagement
processesandqualitymanagement,andallassociatedprocesses, documentation,protocols,goalsandtestingtool.
 As the ProjectManager,I was primaryresponsiblepersonfor projectdelivery.
 Coordinationwithmultiplestakeholderstodefinethe projectscope,workwith the team to finalizethe projectplanandcostingandobtain
approval from the relevant committees.
 Regularlymanagedtheprojectinenterpriseprojectmanagementtoolandreport the status of the projectto seniormanagement
periodically.
 Monitorthe risks andissues andhighlighttorelevant stakeholdersasand whenrequired.
 Worked with the clientprocurementteam whenanexternalvendor neededto be involved for deliveryof the project.

2
 Responsibletoconvert/move historicalandnewclaim/providerdataandprocessesfrom legacyvendor operationstonew vendor
applicationsandvariousotherintegratedinternallyandexternallyownedapplications/softwarewhilemaintainingcurrentoperationallevels.
 PMO Governance SupportonbusinessandSDLC/ITILprojectsfor a HealthCare Company- MultipleProjects,relatedtoFederalMandates,
EDI Core OperatingRuleUpdatesfor EDI Phase I, II, III, Securityupdates andevaluationsplus businessandtechnical workgroupsfor
CoreOperatingRulesPhaseIV. TransactionSetUpdatesfor 820, 834, 278, 835, 837, ASCI, Reporting,Underwriting,ClientLetters,
Facets,NASCO, FEP etc..
 Responsibletodevelopand implementnewqualityassuranceandqualitycontrols/toolsandprocessesintoexistingornew environments.
 Various technologiesincludingbutnotlimitedto; Cobol,Borland,C+, C++, Java/J2EE, XML, XMLSchema,HTML, VB.Net, MY SQL,DB2,
MSSharePoint2003/2007,EnterprisePortal andMS ExchangeServer, andFTP.
 Responsibletointroduce/trainonPMI/PMPprinciplesand/orSDLCto team,educateandtrain staff. Processesincludedbutwerenot
limitedto Scrum,RUP,Agile PM and,BPM, QM,SOA, to nameafew.
 Testing,DefectManagement&Resolution,QC, QualityApplications,QualityCenter, PhasedTestingCycles
 Ecommerce –820,834, 835, 270/271,837, 277Ca,276& 277, ANSI 4010to 5010 Conversions,whichincludedallphasesofProject
Management-initiating,planning/design,executing,monitoring/controlling,closure&projectcontrolling&projectcontrolsystemsas wellas
PM tools includingbutnotlimited to Clarity, ITSC, SDLC,Data Governance,Metadata,CompanyPMO Processes/Documentation.
TheComputerMerchant/HP/EDS August2011-April2012
ConsultantSr.ProjectManagement
(Req/BA/TechSpecs/PeerReview/TestDocumentation),development/recommendationofBusiness/IT metrics, newchangemanagement
processesandqualitymanagement,andallassociatedprocesses, documentation,protocols,goalsandtestingtool.
 Responsibletoconvert/move historicalandnewclaim dataandprocessesfrom legacyvendor operationsto newvendor applicationsand
various other integratedinternallyand externallyownedapplications/softwarewhilemaintainingcurrentoperationallevels.
 PMO GovernanceLeadonbusinessandSDLCprojectsfor a MarketingSoftwareCompany- MultipleProjects,PMO “Change”Lead,Client
AccountManager,MarketingandSalesrecommendationsresultingin2MillionincreasesinRevenue,QA, Securityupgrades,and
Training/Developmentofinternalstaff.
 Directcontact/development,improvementandsupportof alllevels of clientrelationships,clientbusinessandSDLCvendor products,and
actas companyleadfor requestedclientenhancements,maintenanceand/orprojectwork.
 Various technologiesincludingbutnotlimitedto; Cobol, Borland,C+, C++, Java/J2EE, XML, XMLSchema,HTML, VB.Net, MY SQL,DB2,
MSSharePoint2003/2007,ExcelServices,Enterprise Search,DPM 2007,.NET administrationandframework,Windows
2000/2003/2007/Vista,Active Directory, Oracle(variousversions),ALUI EnterprisePortal and MSExchangeServer, andFTP.
 Responsibletointroduce/trainonPMI/PMPprinciplesand/orSDLCto team,educateandtrain staff. Processesincludedbutwerenot
 Testing,DefectManagement&Resolution,QC, QualityApplications,QualityCenter, PhasedTestingCycles
 Ecommerce –820,834, 835, 270/271,837, 277Ca,276& 277, ANSI 4010to 5010 Conversions,which includedallphasesofProject
Management-initiating,planning/design,executing,monitoring/controlling,closure&projectcontrolling&projectcontrolsystemsas wellas
PM tools relatedto various applicationupgradesincludingFacets,Informatica,Datawarehousingetc…
 Vendor & ClientManagement&Support
APDI - MassMutual Feb.2011-Apr 2011
ConsultantSr.ProjectManager
ProjectManager/Consultant,andprofessionalleadershipinProject Planningand Analysis, with focusedefforts on Cost Benefit Analysis, Vendor
Management/Review/Contracts,ProjectInitiationand Planning,ResourcePlanning,Identification andDevelopmentofexistingandnewWork
flows/ProcessFlows,Communications,Software andHardwareUpgradeAnalysis and Returnon Investments, Risks, Issues, Assumptions,
Constraints, Scope,andfinallyrecommendations. RecommendationsregardingTime,Scope,Quality,Cost, Expectations,Metrics,Efforts,
ResourcesandReturnonInvestment, to namea few regardingspecific projects. Theseareto bereviewed by the LeadManagementTeam for
potentialimplementationin2011and/or2012 –basedon alldata I provided.
 ResponsibletomakeALL recommendationsregardingprojectefforts of Infrastructure Redesign(PhysicaltoVirtual), including serverand
databasereplacements/migrations.(SQL SVR, WindowsO/S, Virtual Environments,ContainmentZones-VPNVendor Accessibility),to
nameafew, etc.
 Identification&Analysis coordinatingnewdesktopenvironments (Windows7 andOffice2010).
 Consolidationofallbusinessproducts,lines,work flows, processes,applications,infrastructure,andsoftware projectswhichincluded data
analysis and Infrastructure upgrade,Desktop upgrades,Privatized Cloud, Virtualization, ProjectImplementationplans,asit relatedto

3
multiplePotentialEnterpriseInitiatives regardingAnnuities,Life, Compliance,1099/1099R,1099Betc.andother various other company
products.
 Data Analysis, Research,Documentation,Expectations,Risks,Assumptions,Constraints, Issues, MitigationStrategies – whereapplicable,
Resources–internal& external, skillsets, availability, timelines,efforts, scopelevels, phased projectplan approachesandmultiple
approachesandtools(Agile, Scrum,Waterfall,ITIL, Vendor Identification,Review,Analysis and Selection (RFI/RFP),Contracts, to
ManagementLeadTeam forreviewof multipleprojectsforprioritizationandplanningin2011or 2012.
 BusinessAnalysis of ALL productlines – Annuities, Life, 1099, W2, BusinessRequirements,ProcessFlows,Work Flows,Data Modeling,
Procedures,Reporting –Externaland External, CommunicationMaterials(Sales,Marketing,1099,W2, ClientProcedures,etc., Internal –
Marketing,Sales,Enterprise Communications,NewsLetters, Procedures,Testing,
 PMO Leadon Businessand IT projectsfor an Annuity & LifeInsurance company- MultipleProjects,ChangeManagement,Testing
Lead/Coordinator,ClientManager,andTraining/Developmentofinternalstaff.
 Directcontact/development,improvementandsupportof alllevels of clientrelationships,client Businessand IT Vendorproducts.
 Migration/Conversionoflegacyapplicationsand/orenvironmentstoconsolidatedendstateenvironmentswhetherinternalor external
(Vendor).
 Research&Analysis, Planning,Budgeting,Design,of 1098”x”,1099, 1099RonEnterprisewideclientbase includingallassociatedand
existinginfrastructureandsoftware upgrades,compatibilityandinterface.
 Responsibletointroduce/trainonPMI/PMPprinciplesand/or CMMI,SDLCto team,educateandtrainstaff. Processesincludedbutwere
not limited ImplementtoAgile, Waterfall, QM,ERP, SOA, and SOX to nameafew.
 Newtools and metricscoordinateactivitieswiththirdparty vendors andALL levels of internalandexternal staff andrelatedprocesses.
 Handson experienceindevelopment&implementationof globalfinancial businessprocesssimplificationandstandardizationwithOracle
r12, multiplelifecyclesofimplementation,withmultipleindustriesandcompanies.
 Experiencewithglobalfinanceprocesses,specificallymanaging EEC regulations,IFRS national & International
 Configuration ofOracle Financial modules and supportofOracle r12 e-Business suite solution including GL,AP/AR. Fixed Assets,Cash
Management,Costing and Business Analysis (CBAs)
 Ability to analyze users business processes and need and provide recommendations for improving business regarding Oracle Applications
 Vast Experience in developing and maintaining reports,forms workflows,XML, Publisher AOL and Interfaces
 In-depth knowledge ofOracle eBusiness for various Industries including Financial and BI
 Develops new and enhanced methods and techniques to resolve problems and offers options,alternatives,outcomes and possible
implications ofvarious options.
Amerit-NortheastUtilities Nov.2009-Feb 2011
ConsultantSr.Program/ProjectManagement and GovernanceLead,Sr.Project/ProgramManager
(Req/BA/TechSpecs/PeerReview/TestDocumentation),development/recommendationofBusiness/IT metrics,andqualitymanagement,and
allassociatedprocesses,documentation,protocols,goalsandtestingtool (TestDirector).
 Responsibletoupgrade/moveMSWindowsO/S 2000to MS Windows2003/2005or2008including400+applicationsanddatabases,
includingSQLSVRs. MigrationofSQL SVRs, Databasesandapplicationstonewinfrastructureat the individualandenterpriselevels...
 PMO GovernanceLeadonbusinessandSDLCprojectsfor a Utilities company- MultipleProjects,ChangeManagement,Testing
Lead/Coordinator,ClientManager,andTraining/Developmentofinternalstaff.
 Directcontact/development,improvementandsupportof alllevels of clientrelationships,clientbusinessandSDLCvendor products.Lead
ProjectManagerforrequestedclientenhancements,maintenanceand/orprojectwork.
Desktop, OpenSpan,IVR/VRU, Excel,EnterpriseSearch,DPM 2007, .NET administrationandframework,Windows
InfrastructuredevelopmentonWindowsO/S all levels, 100+ various applications,varioussoftware, and tools.
 Responsibletointroduce/trainonPMI/PMPprinciplesand/or SDLCto team,educateandtrain staff. Processesincludedbutwerenot
limitedto Scrum,RUP,Agile, Waterfall, PM,RAD, QM, SOA, to namea few.
 Implementnewtools,coordinateactivitieswiththird party vendors andrelatedinternal and externalprocessesaswellas introducingand
engagingclientsintotheseprocesses. Securityenhancementsinsupportof upgrades especiallyrelatedto newaccessibilityrightsfor
existingand/or newclient/memberbase.
Valassis/Tech Systems July2008-Feb2009
ConsultantSr.Program/ProjectManagement and GovernanceLead,Sr.Project/ProgramManager

4
 Governanceandprofessionalleadershipinprojectandprogram management,introduce/developcompanybusinesssoftware, e-commerce
(Req/BA/TechSpecs/PeerReview/TestDocumentation),development/recommendationofBusiness/IT metrics,andqualitymanagement,
andall associatedprocesses,documentation,protocols,goalsandtestingtool(TestDirector).
 Responsibletoconvert/move historicalandnewclaim/UM/UW/Finance/Reportingdataandprocessesfrom legacyvendor operationsto
newvendor applications/operationsandvariousotherintegratedinternallyandexternallyownedapplications/softwarewhilem aintaining
currentoperationallevels.
 PMO GovernanceLeadonbusinessandSDLCprojectsfor a MarketingSoftwareCompany- MultipleProjects,PMO “Change”Lead,Client
AccountManager,MarketingandSalesrecommendationsresultingin2MillionincreasesinRevenue,QA, andTraining/Developmentof
internal staff.
 Directcontact/development,improvementandsupportof alllevels of clientrelationships,clientbusinessandSDLCvendor products,and
actas companyleadfor requestedclientenhancements,maintenanceand/orprojectwork.
MSSharePoint2003/2007,ExcelServices,Enterprise Search,DPM 2007,.NET administrationandframework,Windows
 Responsibletointroduce/trainon PMI/PMPprinciplesand/orSDLCto team,educateandtrain staff. Processesincludedbutwerenot
 Implementnewtools,coordinateactivitieswithfive third party vendors andrelatedinternal and externalprocessesaswellas introducing
andengagingclientsintotheseprocesses.
 Developmentof BusinessIntelligenceprocesses,protocols,tools,reportingandanalysis for marketing,sales,andinternalm etric
development,includingbutnot limitedtocompetitivedata,productperformance,applicationperformance/costs,vendorperformance/costs,
internalprocedural/processperformanceaswellas utilizationmanagementstudiesandprovider/clientgeographicalpenetration.
 Developand maintainDB2 reportingdatabase, identifyand developmentarchivingenvironment/softwareandprocesses,and
identify/implementprocessesforcompliancearchivingrequirementsbothin IT andbusinessenvironmentsregardingproductdata,results,
processes,materials,communicationsandallassociatedinternal andexternallygenerateddocumentation.
 Creationandapproval of companywide SLA/SLCdocumentation,processesandinternal/externalclients.
Technisource/Spherion Nov2007-May2008
ConsultantSr.BusinessPM,ProjectManager
 All visible projectswithinthedepartmentrelatingto minorenhancements,sunsetof legacyapplications,andinclusioninto “Future”end
state environmentsandintegration,of PPO/FFSMedicareproducts,processesandmethodologies. (3MainframeApplications,ALLE-
Commercetransactionsand3Vendor applicationswouldrequirecloseout/transition).
 Complianceprocessimprovementforalllinesof businessandresearchanddirectionforallCompliance(SOX,CMS,JCAHO)
requirements.
 Responsibletoconvert/move historicalandnewdataandprocessesfrom legacyvendor operationsto new vendor applications/operations
andvarious otherintegratedinternallyandexternallyownedapplications/softwarewhilemaintainingcurrentoperational levelsmetrics.
 ResponsibletoincorporateALLfederalrequirementsassociatedwithCMS,MedicareProducts,Riskfactoring,reporting,claims processing,
billing,andarchivingto nameafew.
 Outsourcingdevelopmentandopportunitiesaswellasmanagingoffshoreoperationsandcoordinatingallactivitiesandre-negotiating
contractsasnecessaryand during“down”markets.
 Managingvirtualteamssuccessfully,andrecommendedandbeganinvestigativeanalysis on“virtualization” and“cloud”opportunitiesin
today’s market to reduceoveralloperationalcosts.
Aetna Mar2005-Oct2007
Sr. ProjectManager/ProcessImprovement/Gap Analysis
 Provide professionalleadershipinProgram/ProjectManagement,gapanalysisand processimprovementforIndividual,SmallGroupMiddle
MarketActuarial, Pricing,andUW Departments.Reporteddirectlyto the Chief of Staff and the divisionalAVP as wellas indirectlyto various
marketFSAs.
 Responsibletodevelopand implementnewQualityAssuranceand QualityControls tools and processesintoexistingor newenvironments.
 Developnew productsandnewapplication/softwaretechnologyfor Re-Insurance andPPO Productsandsupportingapplication and
processesmanagingasmallcrossfunctional teamsutilizingAIX/UNIX, WebSphere,AccessDB, SQL SVR, XMLSchema,JAVA, JE22,
DB2, MYSQL, COBOL,C++, .NET,MicrosoftSharePoint2003/2007,InfoPath,ExcelServices,Enterprise Search,DPM 2007,ForeFront
andOps Manager,Windows2000/2003Server, Oracle,MSExchangeServer, FacetsandFTPtonamea few.

5
 Successfullyrefined,implemented,and/oractivelyparticipatedonnewprojectssuchas: RatingSystems, SunsetLegacy Systems, Plan
Factors,QRS, QuickBase,Clearcase,Clearquest,SharePoint,EmergencyRelease andDefectProcessing,ToolsandModelsApplication,
NonRating Data, Conversions,QualityAssurance/Management,Metrics,VendorManagement,andEDI/E-Commerce.
 ResponsibletointroducePMI/PMPprinciples/processes/changesintodepartment,educateandtrainstaff, and implementnewtools and
processes.Resultedinfour peoplebeingpromotedundermyguidanceandtrainingtoeithera PM roleor managementposition.
 ProjectManagerforall visible projectswithinthe departmentrelatingtoRatingSystem enhancements,Sunsetof LegacyApplic ations,
Inclusioninto“Future”SSP environmentsandintegrationof Individual, SmallGroup andMiddleMarketideologies,processes and
methodologies.
 Provide professionalleadershipinprojectmanagement,gapanalysis andprocessimprovementforAIS ChannelManagement/Aetna
Strategic Desktop.
 ResponsibletomanagenewQualityAssuranceand QualityControls tools and processesintoexistingor newenvironments.
 ReplacedPM leadtodevelop andintroducetomarketa new Re-Insuranceproductwhichincludedbutwasnot limitedto architectural
design(XML,AccessData Base, FTP,Reporting,Interfaces,Securityprotocolsetc.),businessdesign,all associatedinterfaces,
compliancerequirements,dataextracts, dataloads, vendor interfaces,vendor selection(s)andALL associatedinternal andexternal
processes. ThisProjectwas“floundering”untilI wasasked to take this over andimplementeditsuccessfullywithinareducedtimeframeof
7 months.
 Sr. Program/ProjectManagerofa combined/InterfacingExternalDesktopthat is Web Based/Mainframe/SQLServer/Database(s)desktop
for use by all ExternalClients, TPAsfor ClaimsandCustomerServiceSelfAdministrationincludingallPHIprotocols.
 Planview, Crystal reporting,MSPServer, MSP, TestDirector,Mercury.
 PM Lead oncreation andimplementationofASD External DesktopAccessfor useby allcompanysponsors,incorporatingHIPAA
requirementsinsupportof all productlines.
 Improve revenues andresolve ASG e-Brokerrating processissues,incorporatinginternalandvendorsystemic andproceduralchanges
that assured accurate(99.9%)datawithincreasedspeedtomarketby 80%, as wellas negotiatednewcontractswith10 existingvendors.
Obtainedvendoragreedchangestotheir internalprocessespriorto newcontractnegotiations,via newintegrationtools, changesinour
procedures/interfacesandtimings,andcompletedthesechangeswithin 1weeks’time to reducelosses.
 Trained,supervised,evaluated,and coachedstaff improvementstomanagementskillswhichresultedinmultilateralstaff achievementof
work objectives.
 Program/ProjectManagementLeadon3 complexmatrixprojects,while training6projectmanagersandco-leadingorassistingmanaging
their projects.
 Manageandmitigatepotentialandactualrisksincludingsecurityand remoteaccessibility.
CIGNA Jan 1995-May2004
DirectorBusinessand IT
 Program Managerdirectly/indirectlyof 15 ProjectManagersacrossmultiplelinesofbusiness,andvarious applications/softwareand
hardware.Thesesystemswere appliedtoallaspectsof E-Commercebusinessadministration,vendorapplications/software,infrastructure
consolidation,datawarehousing,businessintelligence,andvariousother enterprisewideinterfacingapplications/software(over 40).
 PM enterprisewidelead and implementationofanew PPO product,whichresultedinan immediateROIof 40+ millioninrevenue upon
releaseto the market. It is the largestprofitableproductlinefor the division tillthis day. MyroleincludedALLaspects of businessandIT
development,workingdirectlywith peersandsenior managementwhoreportedto methroughoutthe project. I reportedto the divisional
Presidentwho requestedI bringthis projectin threemonthsearlierthan planned,withonly4 monthsremaining,whichweaccomplishedvia
some“slick”negotiationswiththe President,SeniorManagementTeam,andclientswhowerewaitingfor the new product.
 Oversaw operationsof 3 nationalmainframeapplicationsandassociatedbusiness/productdevelopmentandmaintenance,company
acquisitions,Productdevelopment,andinternationalproducts.
 Responsiblefordivisionallinesyearly development,budgetand allplanningactivities.
 Extensive knowledgeinanalysis,researchanddevelopmentofexisting or potentiallynew applicationsand/orbusinessprocesses/products.
 DirectlyaccountablefordivisionalCOBsavings andimprovement strategyresultingin annualincreasesof1-5% inCOB savings. Changeto
operationalandIT processstandards,storageandreducingoperational costs,reducingfrequencyof requests,increasingmember
satisfactionandexceedingclientexpectations.Setthe COB standardsandimplemented/incorporatedallNAIC, state and federal
requirementsandrestrictionswithinallHealthcareoperationalareaswhichsupportedmultiplecompanyobjectives.
 Directlymanagedateam of PMs, BA’s, Peersand seniormanagementon variousBusiness andIT dailymaintenanceactivities andproject
initiatives andexecutions.
 Developedandtrainedthe first successful,empoweredteam ofcrosstrainedbusinessandIT knowledgebasedstaff whichimprovedend
results, reducedoperational expenses,metdiverse needs,eliminatedcompanydisjoints,set newcompanystandards,and created
consistentcommunications.

6
 Successfullyrefined,implemented,and/oractivelyparticipatedonnewprojectssuchas: SunsetLegacySystems, PPO, Transformation,
PBX/IVR/VRU/VoIP, Auto Adjudication,EmergencyRelease andDefectProcessing,ToolsandModelsApplication,NetworkLeasing,Smile
CareDental, Conversions, Acquisitions,QualityAssurance/Management,Metrics,ICD9/CDT,RandC,VendorManagement,Network
development,Y2K, HIPAA, ANSI upgrades,TestDirector,EDI/E-Commerce,BenefitAccess,Provider Contracts,and Administration
Materials(ID Cards/Claim Forms/CertificateBookletsandotherContractualMaterials).
 DivisionalPM/EDI Leaderincludingdirectmanagementof4 PMsto developand implementHIPAA, e-commercedata,software,hardware,
for various companyproductlines/applicationsandallinterfacingapplications(internal andexternal.).Othere-commerceledinitiativesfor
businessandIT specificallywereANSI record/filechanges/upgrades,interfaces,securityprotocols,filelayouts/data, PHI, Y2K, website
development,telecommunications,accessibilityto dataand allassociatedproducts/applications.
 Compliance -Strongknowledgeoffederaland state regulations,filingandcompliancerequirements,includingthefollowing:defined
contributionandbenefitplans,ERISA, COBRA, FMLA, ADA, Section125, Workers’Compensation,MedicareOBRA,andHIPAA
requirements.
 Proactive partneringwithWEBMDto promoteutilizationof electronic claimssubmissionsincludingnewsoftwareandimagingtools.
Presentationsto the provider communityresultedin a 3%decreaseinoperationalcostsfor a $14millionannualsavingsanda positive
Returnof Investment withinone year. Participatedinvendornegotiationregardingcostsassociatedwithelectronic claimsubmissions. We
wereable to reducecompanyannualexpensesby15%for 1.4 millionclaims.ImmediateROIof3 millionasa directresult of decreasing
operationalcostsvia increasedelectronicclaims.
 Manageddirectly/indirectlya team of 15 projectmanagersandbusinessanalystsin dailyactivitiesand projectexecutionsincludingsome
seniorleadsreportingto me throughoutthelifecycleof various enterprise wideprojects.
 Directlyresponsiblefor alldivisionalproductlines,associatedproceduraldevelopment,businessprocessimprovements,gap analysis,
federal/state regulations,system consolidation,clientmigrations,andsystems developmentrelatedto allaspectsof interfacingHealthCare
operations.Thisincludedbutwasnot limitedto: pricing,sales,UW, marketing,product/benefitplandevelopment,telecommunications,auto
adjudication,imaging,frontend operations,vendor management,providermanagement,e-commerce,companyacquisitions,reporting,
data warehousing,administration,billing,banking,networkdevelopment,vendorsacquisitions,reportingapplications,UM,product
consolidation,applicationconsolidation,transformationandexternalenterprisewideprojectswhichimpacted/interfacedwiththeseproduct
lines,software and applications.
 SuccessfullyMigrated/Upgraded,Developed,ImplementedandAnnualYear End Reportingfor 1099/1099ronallHealthcareProviders.
 SuccessfullyUpgraded,Developed,Implemented forAnnual Reporting onall CompanyHealthcare Employees.
 Duediligenceoncompanyacquisitions,System Integrations, create/implementnewProductofferings,Client/AccountConversionsbetween
applicationsand/orproductlines. DueDiligenceontwo50billiondollarcompanyacquisitions,andproposedtheintegrationstrategiesand
implementationplanswhichwereacceptedbythe presidentandCEO.
 Establisheda newPPO Provider Network, providedcompliancesupportforstate approvalof fee schedules,andimplementationof
supportingincentiveprogram,resultingin58KPPO Provider Network growthwithin6 weeks.
 ReducedNetworkProvidercomplaintsby6% via UM tools, BusinessIntelligenceoncompetitiveandcompetingnetworkfeeschedules,
provider feedback/surveys, tracking,consolidation,analysis,andvarious other reportingtools.
 Research&Analysis, Planning,Budgeting,Design, Development,&Implementationof1098”x”,1099,1099Ron enterprisewideclientbase
includingallassociatedandexistinginfrastructureandsoftwareupgrades,compatibilityandinterfaces.
 Partnered with the Payroll departmentto complete Research&Analysis, Planning,Budgeting,Design,Development,&Implementationof
HealthcareEmployeesAnnualdatadevelopingcollectionanddatabasesas wellas implementingchangeson allassociatedandexisting
infrastructure,software, application upgrades,compatibilityandinterfaces.
 Reducedannualexpensesoverallbetween$9-12M viaapplicationandbusinessalignmentstrategies,FrontEnd operationalchanges,and
newimagingandstoragetools/improvements.Initiated andtook risks to changealreadydefinedcorporatestrategies,by creating
applicationefficiencies,implementinginfrastructureconsolidations,performing80/20analysisof operations,renegotiationofroles and
responsibilitiesbetweenbusinessandIT,andimplemented WAH/SharedDesk Tops.Thecompletionofa Cost BenefitAnalysis of
businessandIT annualexpenses,identifiedopportunitieswhichIwasableto negotiatefundingandresourcestoincorporatenew
ownershipof dataextracts, timingof extracts, data storagevolumes, easeof extracts, reportingof data, basic training, andsomeminor
system changeswithnewsystem accesslevelsfor security. Lastly the inclusionofnewbusiness andIT QM processes/controlsincluding
newmetricsfor IT andbusinessoperations,new accesslevels,tracking,signoff responsibilities,newapplications/software andrevised
vendor’s responsibilitiesaddedtothe reductioninannualcostsas a result of reduced“rework”duringdesign/code/testandimplementation.
 Proactivelydesigned,developedandimplementedanewNetworkLeasingproductto marketwithand instant ROIupon releaseto market
of 500K in the first year.
 Directlyresponsiblefor $8M-12M+annualbudget;managedapproximately8-11%underbudgetannuallydue to smartuse and re-
evaluationof business/IT resourcesandcontinuousriskmanagement.
 ResponsibleforIT andBusiness Audits.
 Directedrecruitmentandretentionof supervisors andstaff.

7
CIGNA
Product/ProjectSpecialistand Re-EngineerLead Jan 1990-Dec1994
Sr. BenefitAnalystand Supervisor Jan 1985-Dec1989
VariousOperationsroles(1982-1984) Dec1982-Dec1984
EDUCATION &ACCREDIDATIONS:
MassapequaHighSchool =RegentsCourses– CollegePrep,Nassau CommunityCollege =LiberalArts Studies,PMI - PMP Certification.
SIX SIGMA - YellowBelt Certification,CMMIIII Certification,HIAA Parts A-C; PMP; RiskManagement;ContractingforPMs;Communications;
Negotiations;Diplomacy,Tact,&ManagingDifficultPeople;Agile/RUP/Scrum/Waterfall (Business andIT).

TATromblay Resume 03-08-16

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (14)

En vedette

En vedette (14)

Similaire à TATromblay Resume 03-08-16

Similaire à TATromblay Resume 03-08-16 (20)

TATromblay Resume 03-08-16