Resume for John Karl Kook

1. J. KARL KOOK
308 Winterthur Lane Home 302-456-0450
Newark, DE 19711 jkarlkook@comcast.net
EXECUTIVE PROFILE
§ IT Director of Project Management Office (PMO)
Small Business and Fortune 500 Corporations § Large and Complex Project Portfolios
Consummate, Dedicated Project Management and Information Technology Executive with a 20+ year track record of
exceptional performance and effective leadership across multiple Technology and Business markets, with focus on
building project organizations, enhancing project operations through process standardization and project platforms,
and managing large and complex project portfolios. PMI trained and applied experience. Strong focus to details,
problem-solving, creativity, analytics, organizational communications, and leadership skills. Decisive, results-
oriented, and keenly customer-focused. Proven performance in accurately planning, coordinating and implementing
complex technical and business solutions in an efficient and cost-effective manner in highly-changeable, fast-paced
matrix organizations. Especially adept in:
▪ Strategic Vision, Planning and Execution ▪ Large-Scale Program and Project Portfolios
▪ Team Leadership and Virtual Management ▪ Executive Reporting, Dashboards and Metrics
▪ Collaboration and Influencing ▪ IT Optimization and Transformation
▪ Small Business Management ▪ Change Leadership
▪ Organizational and Staffing Development ▪ Project Management Architecture and Design
▪ Application Selections Process (RFP) ▪ Risk, Issue and Business Continuity Mgmt.
AREAS OF Strategic Vision, Planning & Execution. Architect PMO organizations for corporate and small business
EXPERTISE
organizations, consolidate project personnel, determine and implement processes and platforms, standardize
existing processes, establish peer networks, define platform requirements and select value-add solutions.
Large-Scale Programs and Project Portfolios: PMO execution of large multi-technology refreshes and
consolidation of technology platform services. Program manage technology consolidations and technology
preparedness for mergers and acquisitions. Large scale portfolios of 75-100+ projects month over month with
yearly project budget of over $20mm. Credit Card, Retail, and Corporate Project Portfolios.
Team Leadership and Virtual Management. Management of 10-20 directs, with up to 100
indirect project team members. Weekly staff meeting and reporting, providing information from the
PMO and from the division. Manage staff domestically and collaborate with peer groups in
Europe and Asia.
Executive Reporting, Dashboards and Metrics. Define reporting mechanisms, metrics and
presentations for executive reporting. Provide weekly reports, monthly metrics and analysis on
portfolios, and present project information on websites. Experience in providing “on-demand”
presentations as requested.
Application Selection Process. Detail management of RFP/RFI Life Cycle. Lead and influence by
structuring business requirements, business analysis on buy vs. build vs. on-demand strategies,
Vendor and System Integrator side-by-side analysis and selection, Application RFP review and
Demonstrations.
Small Business Management. Life Cycle management of a company startup, direct management
of the business, sales, marketing, client engagement and financials.

2. J. KARL KOOK – Résumé Page 2
PROFESSIONAL EXPERIENCE
ITECs / Armadillo Resourcing / Client – ING Bank 2008 – Present
Amsterdam, Netherlands
Contractor sourced to Armadillo resourcing, then sourced to the client ING
PROJECT MANAGEMENT CONSULTANT – MANAGER WITHIN PMO FOR ING BANK PROGRAM INITIATIVE
Managing the Infrastructure PMO functions for Strategy, Integrated Program Planning, Improvement Process
Management, Governance, and Audit and Control for major corporate program initiative.
Key Responsibilities and Accomplishments:
§ Managing ING staff, WiPro and Cognizant consultant teams in support of the PMO functions directly responsible.
§ Redefined the PMO organization management functions and structure. Implemented a Sharepoint site for communications and document
management.
§ Work with Financial Function within PMO and PWC to reconcile financials and assets purchase within the program. Establish governance and added
asset management function to the PMO to improve control.
§ Defined a process map for the delivery organization. Identified processes completed and those needing development. Documented processes for
change management and quality assurance.
JKK PMO LLC, Newark, DE 2006 – Present
PMO and Project Management Consulting Services
OWNER – PROJECT MANAGEMENT CONSULTANT
Partnering and Servicing clients in the Technology, Financial, Retail and Manufacturing industries to project
manage the selection, development, and implementation of business applications for Sales and Marketing,
Project Management, and e-Commerce.
Key Responsibilities and Accomplishments:
§ In 2007, partnered with consulting firms to provide project and application sourcing support of e-Commerce RFPs for two Fortune 500 companies.
§ Project Managed development of proprietary application working with a 3rd party software vendor.
§ Developed and Project Managed the implementation of business applications for project management, and integration to sales application on
Salesforce.
§ Developed and Project Managed the implementation of a document repository and several intranet sites (HR, HelpDesk, Market Intelligence, Project
Management, Sales) using the SharePoint platform. Migrated documents from GROOVE to SharePoint (v2).
§ Designed and Implemented 3 company websites (IT Service, Project Consulting, Electronic Service Repair) and business applications, coding in the
Microsoft Office Live/ SharePoint platform.
JP Morgan Chase and Company, Wilmington, DE 2004 – 2006
Corporate Administrative Services, a Division of a Large Financial Services Corporation.
DIRECTOR/VP OF INFRASTRUCTURE PROJECT OFFICE
Reporting to a Senior Director of IT, implementing a project office to support 3 business portfolios and
coordinate information with Corporate management and JPM technology management.
Key Responsibilities and Accomplishments:
§ Supported the Bank One – JPM merger by project managing the implementation of the new intranet platform using Vignette and
establishing the Infrastructure Service Delivery function supporting the Intranet Services Application Delivery function.

3. § Recruited to establish and manage the Project Management Office in 2005, establishing Metric and Reporting, Tool Support and Routing,
Tool and Process Consolidation, and establish common templates. Performed internal audits of the project management compliance and
worked with Portfolio Leads in managing their portfolios. The overall portfolio consisted of 200+ projects monthly and a yearly budget of
$20+ million.
J. KARL KOOK – Résumé Page 3
JP Morgan Chase and Company, Wilmington, DE 2003 – 2004
Chase Financial Services (Retail/Card), a Division of a Large Financial Services Corporation.
VP PROJECT OFFICE MANAGER AND PROGRAM MANAGER
Reporting to a SVP of Infrastructure Technology, to manage the project office tracking and reporting of 6
business units infrastructure portfolios, address issues and priorities, cost reduction program and risk
mitigation initiatives. Program managed multi-year Technology refresh and outsourcing initiative.
Key Responsibilities and Accomplishments:
§ Established the Retail-CFS Infrastructure Project Office. Oversight for 300+ Infrastructure projects working with Portfolio Leads for 6 business units.
Escalation point in addressing project issues and exceptions. Performed monthly review of financials. Coordinated changes with Corporate Project
Offices, and IBM Program Management (Outsource). Participated on committee addressing changes to the corporate project life-cycle process.
Designed and implemented management reporting and metric reports, addressing exceptions and trends.
§ Program Managed a multi-year program for Retail-CFS, engaging the Corporate Infrastructure technical towers and IBM to deliver several hundred
initiatives. Established a governance team to provide oversight to the program. Maintained communications with Corporate Audit, cross-JPMC
leadership, and key stakeholders. Deliverables included Network Consolidation, Wall-to-Wall Asset Inventory, migration to new helpdesk, and internal
controls compliance of the Retail-CFS server environment.
JP Morgan Chase and Company, Wilmington, DE 2000 – 2003
Credit Card, a Business Unit of a Large Financial Services Corporation.
VP – INFRASTRUCTURE PMO MANAGER
Reporting to a VP of Infrastructure Technology Management, architected and implemented the first
infrastructure project office for Credit Card, providing project management, solutions engineering, capacity
planning, and disaster recovery services.
Key Responsibilities and Accomplishments:
§ Established and managed the Infrastructure Project Office for Credit Card, including management of Disaster Recovery, Solutions Engineering and
Capacity Management. Reported to various Infrastructure management structures over a three-year period providing portfolio management of
infrastructure projects implemented at 5 primary credit card sites and their satellite locations. Collaborated in enhancing the project life-cycle
Application and Infrastructure process, applications supporting project management, Metric and Management Reporting, and yearly budget planning
cycle.
§ Responsible for an 80-100 project portfolio month over month, with a yearly budget in excess of $25mm. Executive reporting provided to Credit
Card, GTI and Retail Management.
§ Participated in various peer PMO group discussions on improvement of PLC processes and PMO toolsets. Implemented PMO QuickPlace site to
communicate to the Credit Card employee base.
§ Project managed the 1GB network upgrade, the implementation of a replacement payment processing platform, and a sales engine/pricing platform.
Presentations given at various management forums. Implemented a communications website for the Project Office.
Chase Manhattan Bank, Wilmington, DE 1998 – 2000
Chase Manhattan Bank, USA – Subsidiary of a Global Financial Services Corporation.
VICE PRESIDENT – Y2K PROJECT OFFICE MANAGER
Reporting jointly to the President of Chase, USA and the CIO of Chase Financial Services, established and
lead the Year 2000 project office for the Chase USA subsidiary.

4. Key Responsibilities and Accomplishments:
§ Established and managed the Chase USA subsidiary Year 2000 Project Office with oversight of infrastructure and business remediation projects.
Implemented technical work teams, management reporting and metrics, a command center, and full updates on all contingency plans. Worked with
the corporate and the other line of business project offices on strategy and status. Presentations provided on program in various management forums.
Functionally reported to the subsidiary president.
§ Communicated a monthly status to the bank’s Retail CIO and Senior Risk Manager. Presented quarterly reports to the subsidiary board of directors, to
the board’s audit and examination committee and to the Federal regulators (OCC).
J. KARL KOOK – Résumé Page 4
OTHER EXPERIENCE
Chase Manhattan Bank, Wilmington, DE
Chase Cardmember Services – Business Unit of a Global Financial Services Corporation
Business Support Specialist (Credit Card) AVP (1997-1998)
Systems LAN Administrator/Unix DBA (Credit Card) (1994-1997)
Systems Engineer-Payment / Check Processing (Credit Card) (1989-1994)
IBM Senior Technician (Credit Card) 1989
Data Center Operations (4 roles including Sr Operator) (Credit Card) (1985-1989)
Payment Processing Data Entry Clerk (Temp) (Credit Card) 1985
EDUCATION
ABA School of Bankcard Mgt –University of Oklahoma
Project Management Training (PMI) – Villanova
Chemical Engineering Courses – Cleveland State University