1. Leland Joseph Eck
Page 1
Name: LELAND JOSEPH ECK
Address: 3075 Beechtree Lane / Flushing, MI48433
Mobile: 810-610-4378 / Home: 810-867-4256
Email: lj_eck1@hotmail.com
Updated: October 7, 2016
SUMMARY
 Results-driven highlysuccessful seniorprojectmanagementprofessionalwithtwentyseven years of experience managingand
leading the development and implementation of small to large complex projects.
 Seven years of managing successfullydeployed infrastructure projects.
 Seven years of IT and Business Release Management experience.
 Exhibits strong leadershipskillswith proven abilityto deliver projectson scheduleandwithinbudget. All projectslistedbelow
have been delivered within timeline milestones and budget targets.
 Decisive, detailand action-orientedresults-focusedwithexpertise in globally-focusedenterpriselevel applicationdevelopment
with associated testing and follow up qualityassurance and process improvements.
 Maintains a high level of personal integritywith a strong sense of values and accountabilityand has excellent communication
skills with cross-functional global teams at all organization levels.
 QA test environment and development environment management and test management coordination expertise
 Driven by new challengesandthe desire to do everything possibleto insuresuccessfor the businessteam and clientele inall
endeavors.
 Exhibitsstrong technical,communicationandpeopleskillsresultinginsuccessfulprojectsinavariety of work environments with
the abilityto build great rapport with clients and effectivelymanage multiple projects simultaneously.
 Superior organization, prioritization and planning skills to prioritize work flow and respond to conflicting deadlines.
CORE COMPETENCIES
 ProjectInitiation,Planning,Development,Execution
 CommunicationPlanning &Management
 Resource &Vendor Planning & Management
 ProjectScope& ScheduleManagement
 Issue & Risk Identification& Management
 Phase Deliverable & Documentation Management
 User AcceptanceTestingManagerfor6 Years
 QualityAssurance EnvironmentManagement
 ProductionValidationTestingManagement
 ProjectProgress& AssociatedMetricsTracking
 CiscoNetworkingKnowledge
 IT/BusinessReleaseManagerfor6 years
 InfrastructureProjectManagerfor7 years
 Written Communications/Documentation Expertise
 Executive ProjectStatus Reporting
 Post ImplementationReview/ LessonsLearned
 PM Methodologies:PM2,SSP, GSMS,SDP-21,
SDLC, SDM Core(Agile) & Waterfall
 ProjectCharterDocumentationDevelopment
 BusinessProcessDevelopmentandDocumentation
 ImplementationofProcessImprovements
 ProficientinMS OfficeToolSuite includingMS
ProjectandMS ProjectEnterprise
 ProficientinSharePoint, Visio & LotusNotes
 ClientFacing /ClientRapport Development
 Proficientinthe ApplicationLifecycleManagement
(ALM) tool (v.11) for ApplicationTestManagement
 User of PrimaveraEnterprise (P3)
 Proficientin Facilitation&Presentationskills
 Cost & Budget Management
 Data Migration&System Integration Management
 BusinessRequirementsDetermination
 ChangeManagement
 MechanicalEngineering –7years as highly
productiveautomotive CAD Design leadandN.C.
Programmerof5 Axis cuttingmachines
 Practicaluse of the SDLCProcess
 TraininginAgile,FordSDM,Clarity
 Practical Healthcare,Manufacturing,Construction
andFinancial IndustryProjectExperience
SIGNIFICANT PROFESSIONAL EXPERIENCE
Fiat / Chrysler Corporation of America (Contracted via Systems Technology Group (STG)
IT Release Manager – Fiat / Chrysler Headquarters - Auburn Hills, MI June2016 – CurrentPosition
 Corporate IT Release Manager&Service Managerfor the global Fiat/ ChryslerSales&Marketingdepartment
responsible for scheduling application releases across Build and Run groups to ensure there is coordination
and to validate there are no conflicts in changes being promoted.

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 Interfaced and communicated with the Application Run Manager and Configuration Manager on a regular
basis.
 Developedandmaintained releaseschedulesforSales&Marketingbyworkingcloselywiththe BuildandRun
groups, Configuration Manager, Regional and Global Leads.
 Documented and communicated release schedules to ensure there are no conflicts in code checkout and
release levels causing release conflicts.
 Managed risks and resolved issues that affected release scope, schedule and quality.
 Measured and monitored progress to ensure applicationreleases are delivered on schedule within the Build
and Run Groups.
 Coordinated release contentandeffortbasedonthe service request backlog and pending service requests.
 Providedweeklyrelease status reports and monthly metrics to leadership for release process compliance.
 Communicated release details and schedules to Build and Run as required.
 Drafted and coordinated release notes for publication to end users and IT users.
 Coordinated, planned and managed all release activities.
 Continually worked towards making improvements in the release process.
 Controlled the schedule of releases and identified any significant or potential deviations between the base-
lined schedule and the actual results.
Comerica Bank Operations – Enterprise Program Management Office Information Systems (Contracted via OpTech)
Project Manager, QA Test Environment Manager - Auburn Hills, MI October 2015/June2016
 Managed and coordinated the scheduled availabilityfor nearly 50 QA testing and development environments associated
with an established group of 5 core major financial application projects and 48 individual projects from start to end of the
project lifecycle.
 Identified potential test conflicts between different test schedules on the same environment and coordinated prioritization
and test sequence.
 ManagedtheQA TestingEnvironmentpreparationofalltest datarequiredin multipleQAtest environmentsprovidinguser
access as required.
 Coordinated with test teams after batching weekends insuring that QAtest environments were available.
 Worked with multipleapplication /projecttesting teams to coordinatetestingenvironmentavailabilityand establishmentof
detailed test schedule. Developed test tracking mechanism spreadsheets.
 Established test schedule commitment from multiple project testing teams on planned dates for 2015, 2016 and 2017
projects. Established contingencydate planning for alternative testing as required.
 Analyzed existing testing and development environment, identified inefficiencies and recommended improvements to
Comerica Bank leadership based on best practices.
 Conducted impact and risk analysis to determine the effect of rescheduling planned testing execution to accommodate
higher prioritytesting requirements.
 Responsible for identification and categorization of high, medium and low priority project applications regarding test
scheduling versus QAand Development environment availability.
 Communicated all scheduling changes to all application owners and system stakeholders.
 Managed and coordinated all of the Unit, System Integration, Performance, Regression and User Acceptance testing for
multiple applications.
 Generated dailyenvironment operational status reports and distributed to the America user community.
St. Mary’s Hospital ofSaginaw-Ascension Information Systems - 2 AthenaNetProjects(Contracted viaCoretekServices)
Senior Infrastructure Project Manager – Saginaw, MI March 2015to September2015
 DataMigrationfocus:Utilized theSDLCprocessformanagingallaspectsof2athenaNetprojectswhichmigratedmultiple
systems andinterface dataandover 750,000patientdemographicrecordstotheAthena system for Saginaw,Standishand
Tawas hospitals and remote clinical practice offices and over 10,000 patient demographic records for 13 Riverfront
Cardiologyremote clinical outpatient practice sites.
 InterfaceDevelopmentfocus: Managed 4programmingresourcesfor system interfacedevelopmentand patient record
data migrationofthe following:Sieman’s/Cerner EADinterfaceto Athena, professionalchargesfrom Athenato the Invision
system, Athena ADT to the GreatLakesHealthCare system, Rad/TranscribeddocumentationtoAthenaand Labresults to
Athena of Lab Compendium and Provider Mapping.

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 Infrastructure focus: Managed and coordinated 2 AIS IT resources and 4 Dell vendor resources for installation of PC
hardware, card scanner hardware, Active X software and new network cabling drops into 47 different sites and remote
clinics, coordinated encryption to all PCs, provided provisioning access to multiple devices for all users as required.
 Infrastructurefocus: Responsibleforsite assessmentsof47 remote officesand outpatientclinicsintheSaginaw,Standish
andTawasareastodeterminenetworkingcapabilityto accommodateAthenadatatraffic. Managed AIS IT networking field
resourcesto analyse networkperformanceusingAppNeta devices. Also coordinatedwithsitepersonneltoascertainoffice
workflow improvements to accommodate Athena. Assisted in developing both project go-live command centers to
accommodate20peopleandmultiplephonelines. Coordinatedtelecom remoteFAXforwardingupgradetoaccommodate
site requirements.
 Assisted in authoring 2 project charters, developed and managed 2 project budgets, issues logs and developed the risk
mitigation plans. Created and maintained extensive MS Project Gantt chart timelines for each project.
 Authored weekly written status reports and gave weekly verbal status reports to PMO team and upper leadership. Also
responsible for security-based HIPAAAssessments for both projects managed.
Ford Motor Company - Maximo Asset Management Software Deployment (Contracted via Millennium Software, Inc.)
SeniorProjectManager –Dearborn,MI ItekCenter Nov 2014 – March 2015
 Utilizedthe FordSDM Core(Agile)methodologyandClaritytool to manage theglobalIBM MaximoSchedulerandEnablers
software reconfiguration and deployment project.
 Responsible for managing and updating all project-related financial budgeting and forecasting on a monthly basis for 2
projects simultaneously.
 Facilitated 2 weeklystatus review and 3 agile meetings per week with multiple contract employees in India to determine
agile methodologyuser stories. Directly managed a 4 person team for one project while simultaneouslymanaging a 7
person team for another project. Both teams were comprised of subject matter experts, quality control leads, business
analysts and a release manager.
 Assumedthe role of Agile administratorresponsibleforsetup andmanagementofmultipleIterationbackloguserstoriesin
the online Rallytool.
 Responsiblefordevelopmentanddisseminationofallproject-relateddocumentationincludingRiskAssessment,SDM Core
Evidence (for auditing purposes), Claritystatus reports and project GANTT charts, captured meeting minutes, etc.
 Responsibleforstatus meetingandsoftware demonstrationfacilitationandMSPowerPointpresentationdevelopment and
management of project-related documentation repositoryin SharePoint.
Hewlett-Packard (HP) Enterprise Services Compass (SAP) Business Transformation Program
Senior ProjectManager /ReleaseManager /UserAcceptanceTestManager /QATestManager Nov2008– Oct 2014
 Business Transformation focus: Managed the SAP transformation program (a global integration project within HP
Enterprise Services) to supportthe migrationof multiple accounts/contractsfrom Electronic DataSystems(EDS) andother
clients to integrate business processes and SAP systems from multiple accounts into one common method of transacting
HP business.
 Directlyled virtual globalteamsof 25 to 55 projectteams including several supporting experts and QualityAnalyst testing
resources per multiple quarterlyreleases across several countries with different cultures and languages to insure that all
SDLC phase deliverables were submitted on time according to the release milestone schedule to successfullymigrate
multiple business accounts to the new SAP-like COMPASS platform.
 Infrastructurefocus:UtilizedtheSDLCprocessdailytosuccessfullymanage,planandcoordinateall overlapping quarterly
SAP releases from Scoping through User Acceptance Testing into production for 6 years via the Application Lifecycle
Management (ALM) tool. Responsiblefor identifying and mitigating all risks and the identification, tracking and resolution
of technical issuesthroughdirectcoordinationwithIT developers for makingcodingchanges. Facilitated stakeholderand
developer escalation meetings to resolve technical issues before and during testing as required.
 QAEnvironmentManagement focus: Managedallbusinessrelateduseracceptancetesting. Responsibleforauthoring
weekly release progress reports and daily UAT testing progress reports to upper management and stakeholders and
championed User Acceptance Testing requirements for multiple projects in each release.
 Ledbusinessvalidation qualityassurance testingofallreleaseprojectchangesintheproductionenvironment. Ledateam
of qualityanalysts to perform rootcauseanalysisofdefectsencounteredduringbusinessvalidationtestingintheproduction
environment. Led follow up evaluation of root cause and coordination of putting action plans in place so that the same
issues did not appear in subsequent releases.
ProjectManager(EDS) –GM ClentGlobal BusinessManagementTransitionProject April 2008 –October2008

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 Asset Management focus: Responsible for migrating and transitioning 4 GM contracts for GM Daewoo Automotive
Technologies(GMDAT),GM SouthAfrica(GMSA),GM Chevy Europe(GMCE)&CAT Blue to aGlobalAsset Management
Tool.
 Championedthe identification, cleansing, processing and uploadof all hardware and software computer asset data from
various global sites into the global asset management tool known as Asset Center.
 Responsibleforcoordinatingwithleadershipintheirdatacollectionrequirementswithfollowupactions,issuestrackingand
resolution, risk management, timeline management and development, project planning, project scope management and
project execution.
 Led meeting facilitation, weekly communication of project status with multiple matrixed organizations and levels of
management.
ProjectManager(EDS) –Internal EDSGlobal Business Management Transition Project January 2006 – April 2008
 DataMigration focus: Successfullyfacilitatedthemigrationofover80,000IT computerassetsfrom theEuropeanInventory
System to a global asset data repository system known as Asset Center, to eliminate a redundant system and save EDS
over $50K in annual ongoing support costs for an obsolete system. This project resulted in improved speed of security
accessrightsfor1,000 newEuropeanusersof the globalassetrepositorytoolcutting3weeks out of the normalprocessing
time.
 Responsiblefor UAT and CommandCentertransitionto operations providing securityaccess to SAP and Asset Center to
users located globally. Utilized PM2 methodologyto manage the entire project.
 ChampionedtheSMSIntegrationprojectto preparetheAsset Centertool to allowSMSauto-discoveryandreplacementof
the existing Tivoli auto-discoveryof all applicable assets associated with the GM customer network on a global basis.
 Responsible for generating weeklystatus reports to leadership, management and tracking of all issues and risks.
ProjectManager(EDS) –EDS Customer Application Catalogue (AppCat)PhaseII Project June 2005 – December 2005
 Infrastructurefocus: Responsiblefor managing an 8 member team of system engineers for the software enhancement
anddevelopmentofanonlinerepositoryforaccessingmultipledatabasesourcestodeterminewhereallsoftwareapplication
codes used bythe EDS Corporation were located on a global basis.
 DataMigration focus: Responsibleformanagingthesameteam forthe migrationofa majorMSAccess-baseddatabase
to the .Net environment. The project was completed on time and under budget.
ProjectManager(EDS) –GM Customer AssetManagementInventoryMapping Project May2002– May 2005
 AssetManagementfocus: Responsibleformanagingaseriesofthe GM customer’sSystemsandServicePortfolio(SSP)
financial conversion and asset inventorymanagement mapping projects.
 This project encompassed timelycoordination with over a hundred field resources to solicit financial and asset inventory
input for thousands of transaction records over 3 years relating to PC hardware software and maintenance agreements.
 ResponsibleformanagingtheSSP ConversionSystem and ServiceDescriptionactivityof over 1,200 documentedsystem
applicationdescriptionsthatmakeup part of the new businesstransactionagreementsforall 4,000of the client’ssystems
throughout North America supported byEDS.
 Responsible for the clean-up of more than 26,000 software and software maintenance financial transactions to meet
customer deliverables in content and accuracyof asset inventorymapping.
ProjectManager/DataAnalyst(EDS)– EDS Customer SoftwareLicense Agreement Project July 2001 – May 2002
 Asset Management focus: Championed and led the SOLA project 6 member team whose task it was to assist the GM
customer to determine all third partysoftware used byEDS to support GM globally.
 Responsibleforidentifyingallthirdpartysoftwareused, maintainedoroperatedbyEDSto supportGM,collectionofspecific
procurementinformationassociatedwithallthirdpartysoftware, identify allapplicationsinclusiveofallcomputingplatforms
and identifyall application linkages to third partysoftware.
 The project was completed according to the project timeline and under budget using PM2 methodology.
ProjectManager (EDS)–GM Customer Powertrain PrimaveraEnterpriseDeploymentProject April 2000–June2001
 Infrastructure focus: Responsible for the development, testing and deployment of a production-critical program
management software application(Primavera Enterprise) for GM Powertrain Division affecting over 90 GM engine and
transmission programs impacting over 2,600 engine components per program on a global basis.

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 Infrastructure focus: Supervised numerous GM, Primavera and EDS engineering staff to implement a new H/P UNIX-
based N-class server pair to deliver the system on time and under budget without any disruption to the GM Powertrain
production environment.
 Responsible for weeklyproject progress reports to upper management and management of all issues and risks.
 Utilized PM2 methodologyto manage the entire project and deliver on time and within the forecasted budget.
ProjectManager(EDS) –GM Customer Design Engineering DataMigration Program September 1999 – April 2000
 DataMigrationfocus: Responsibleforleadingthedatamigrationprogramofover1,500UnigraphicsandCGSCADdesign
user graphic data files from one HP mid-range server hardware platform to another.
 Thedatamigrationprojectwasfacilitated withoutanyproductiondowntimeforanyusers and affectedover 800engineering
workstations and over 750 GB of automotive CAD design data.
 Leda team of 10hardware,communicationsanddatabaseengineerstoaccomplishthe businessrequirementsontimeand
under budget.
 Responsible for management of all issues and risks and authoring weeklyproject progress reports to upper management
and stakeholders.
InfrastructureandConstruction Project Manager (EDS) – EDS 5405 Gateway Center Office (Flint, MI) Construction Project
November 1998 – September 1999
 Responsiblefor the successful constructionprojectof the EDS GatewayCenter office building ontime and underbudget.
This included managing the demolition of an existing office building.
 Infrastructure focus: Led planning and implementation of the site's primary and secondarydomain controller NT web
server mid-range hardware, COe software and Cisco fiber-optic router based communications network.
 Facilitated the move of 84 employees and managers into the new office site.
 Througheffectivemanagementofthe resourcemove, I was responsiblefor saving over $90Kallowingfor the purchaseof
a state-of-the-art video communications meeting environment for the site.
 Responsibleforauthoring weeklyprojectprogressreportsto upper managementandmanagement of all issues and risks.
Infrastructure ProjectManagerConsultant (SuperiorConsultantsHoldings,Inc.) -ProvidenceMedical Center
Communications NetworkUpgrade Project(Southfield,MI) March 1998 –November1998
 Infrastructurefocus: Responsiblefor the Ciscorouter-basedfiber optic communicationsnetworkupgradeprojectat the
Providence Medical Center Campus.
 Infrastructurefocus: Led multipleteams of site network engineers, vendors and contracted electrical engineers for the
installation of an upgraded Cisco router-based fiber optic communications infrastructure network throughout the medical
center campus encompassing 9 buildings.
 Responsible for management of all issues and risks and authoring weekly project progress reports to medical center
stakeholders.
 Met all project deliverables on time and under budget.
Program Manager (EDS) – Dual GM NAO and GM Worldwide Facilities Engineering Customers
Energy Management System SW Development & Deployment March 1993 – February 1998
 Program Management focus: Championed the 5 year program for the development, piloting and implementation of
General Motors’ common client / server-based EnergyManagement System (EMS).
 Infrastructurefocus: Led 6 member team analysis of hardware server products to determine best mid-rangecomputer
server productto serve as EMS engineat eachdeploymentsite. Ledmultipleteamsof EDS, IBM, GeneralElectric Fanuc
and GM engineering resources and Allen-Bradley and Modicon controls vendors at each of 10 deployment sites to
implement EMS into existing manufacturing site fiber optic communications networks minimizing resource costs. Led a
centralized software development team which was responsible for site-specific software and screen customization of all
animated EMS computer graphics depicting all facility energy consuming devices including HVAC and other power
consuming devices.
 DeployedEMSsystemsin10 GM assembly,powertrain,metalfabricationandDelphi manufacturingsitesthrough theUnited
States, Canada and Mexico which continue to save GM over $1.5M per year in annual facilityenergycosts.
 Responsible for authoring weekly project progress reports to upper management and stakeholders and responsible for
management and escalation of all issues and risks.
SystemsEngineer / Project Manager (EDS) – GM Customer Metal Fabrication Plant - Lansing, MI July 1990 – March 1993
 Responsible for CAD System Administration supporting the GM client for the following CAD systems: Applicon Bravo II,
CADAM, CGS and Unigraphics.
 Responsible for network printer and plotter troubleshooting support as required.

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 Implemented a plant-wide CAD workstation consolidation project saving the GM customer over $130K annually.
 Program Management focus: Instrumental in leading the analysis of GM LAD-wide manufacturing site energy
management requirements.
MECHANICAL ENGINEERING EXPERIENCE:
CADDesigner –CenturyEngineering & Design – Grand Blanc, MI October 1986 – June 1990
 Usingthe AppliconBravo 2 CAD system – responsiblefor GM / Delcoinstrumentclusterinjectedmoldplastic components
(OdometerandReconfigurableTell-Taledesign,instrumentclusterlight-pipingandGMT400truckinstrumentclusterdesign
& associated photoplotting.)
CAD Designer –I.T.T. Hancock Automotive – Auburn Hills, MI July 1986 – October 1986
 Contractedinto client’sdesignworkshopthroughCentury Engineeringfor GM auto body componentsurfacedesignusing
the Applicon Bravo II CAD system. Also worked on GM interior design team.
CAD Designer / N. C. Programmer - New Technologies Design, Inc. - Troy, MI October 1985 – June 1986
 Contracted into the GM Tech Center (Warren, MI) Buick, Olds, Cadillac Group as CAD Designer / N.C. Programmer
 Utilized GM’s CGS CAD system for 3D wire frame GM automotive body surfacing of body side castings, check rail
construction, checking fixtures and Fisher Bodylocator block design.
 N. C. ProgrammerforTaurus3& 5 axisfasciacutter pathwith associatedZeissmetrologyfor surfaceaccuracyvalidation.
N. C. Programmer/CADDesigner -Modern Engineering –Flint, MI January 1985 – October 1985
 UtilizedGM’sCGSLine&SurfaceCAD system contractedintotheFlintBuick,Olds,CadillacPrototypeDieEngineering3D
body surface development, cutter scan generation for N. C. Programming through INCAII & responsible for milling body
fascia dies.
CAD Designer / N.C. Programmer – Harris Design Service – Farmington Hills, MI January 1984 – January 1985
 Utilized CimLinc UNIX-C CAD system for N. C. Programming of Fisher Bodylocator surface checking blocks
for GM B.O.C. platform body& chassis.
 Provided design services of checking templates and fixtures for the above.
CAD Designer / Detailer – Pine Design & Engineering Corp. – Troy, MI March 1983 – January 1984
 Using the GM CGS CAD system, responsible for finite elements analysis as a member of the Oldsmobile design
group of outer BodyIn White surface data accuracyverification and analysis providing Zeiss CMM coordinate data.
 Also responsible for detailing and dimensioning 2D drawings.
CAD Designer – Engineering Services Incorporated (ESI) - Dearborn, MI September 1982 – March 1983
 Contracted into Ford Motor Company Engine Engineering Group responsible for detailing 2D carburation calibrations
using Computervision CADDS 4X & Computervision CADDS 3
EDUCATION
University of Detroit College of Engineering & Robotics, Detroit, MI
Mechanical Engineering, CAD Design Engineering Certification
University of Michigan, Flint, MI
Computer Science & Physical Chemistry Non-degree Curriculum
Eastern Michigan University, Ypsilanti, MI
Marine Biology& Organic ChemistryNon-degree Curriculum
Mike Monroney F.A.A. Academy, Oklahoma City, OK
Civilian Terminal Radar and Non-Radar Air Traffic Controller School – Control Tower Operator Certification
United States Navy – U.S.S. Independence
MilitaryNaval Tactical DigitalSystems (NTDS)& Automated Carrier LandingSystem (ACLS) PrecisionRadarAir Traffic Controller
Certification
Schoolcraft College, Livonia, MI

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Associate of Science Degree, Electronics & General Sciences
Garden City West Senior High School, Garden City, MI
College Prep Curriculum / Graduated 80th of 385 Graduates
ADDITIONAL TRAINING
 Ford Motor Company– Completed multiple training courses in Agile methodology, Clarity and Maximo FacilityMaintenance
Scheduler software.
 Hewlett-Packard University– Completed 6 technical courses in detailed SDLC Methodology(2012-2013)
 EDS University – Completedover 400technicalcoursesinProjectManagementmethodology,CMMIcompliancerequirements
and ITIL Foundations processes. (1990 to 2008)
 Project Management Institute (PMI) Technical PMP StudyCourses (1999 – 2003)
PROFESSSIONAL AFFILIATIONS
 Member in good standing – PMI Institute (PMI) since 1998
MILITARY SERVICE
 U. S. Navy - U.S.S. Independence – Rate: Air Traffic Controller, Rank: E5 Second Class PettyOfficer / Honorable Discharge
Awards
 Awarded Hewlett-PackardEnterpriseServicesEmployeeofthe MonthAward for outstandingperformancesuccessfullyleading
the release implementation / deployment of the December 2013 Compass quarterly release comprised of 55 individual
applications on time and within budget.
 Nominated for the 1998 Smithsonian Institute Computer Innovation Award for the development and deployment process of
General Motors’ Client / Server & GE Fanuc-based EnergyManagement System.
 State of Michigan Accordian Competition – Finished in 2nd place in 1965.
References
 Eduardo Haddad – Hewlett-Packard Enterprise (Supervisor) -
 Mark Pierson – Hewlett-Packard Enterprise (Direct Manager) –
 Paul Riley– Hewlett-Packard Enterprise Compass Program IT Release Manager – (Colleague)