Raleigh, North Carolina, US
Raleigh, North Carolina, US
Mr. Volandt brings deep experience with program management, modernization, organizational transformation, quality assurance and related policy and corporate methodologies, training and team leadership. He is skilled in discerning and delivering customer needs within the context of an evolving IT services portfolio tuned for optimum relevance and data efficiencies. He has direct experience leading teams that deliver solutions by successfully interacting with and assessing end-user requirements within the context of available approaches and market solutions. He has accomplished this while simultaneously leading transformation architecture teams to evolve overall technology portfolios to cutting edge capabilities. He successfully advocates the customer and end-user perspective to C-Suite executives as part of overall services portfolio strategic planning that has aligned hundreds of stand-alone legacy and intermittently integrated applications into orchestrated product lines, each with its own capability improvement roadmap and ties to enterprise services that allowed for more cost-effective solution delivery and security. Mr. Volandt served as the representative of a $30+ Billion global department (200k employees) during the design and establishment of global services to support the overall enterprise of over 1M employees while simultaneously serving on the overall enterprise team that developed the enterprise services to support the new portfolio.
He successfully connects business fundamentals with strategic purpose, data and technology dependencies, consequences, risk management, decision-making, enterprise project portfolio management, service delivery, operational user requirements and the technology that supports them. His operations and enterprise transformation background adds to his ability to address data recovery-strategy requirements, identify risk, and mitigation approaches. He brings strong experience identifying and reconciling information gaps needed for cost effective services and technology investment decision-support, which lends itself to smartly recommending the phasing of investment programs that meet strategic priorities while recognizing maximum return-on-investment from existing capabilities and investments.
1. Out of clutter, find simplicity. 2. From discord, find harmony. 3. In the middle of difficulty lies opportunity. - Alert Einstein
August 2012 - August 2017
Specialized in troubled project identification and turn-around. Reversed projects as bad as -70% gross profit to +9% gross profit. Responsible for contracting, governance, and delivery performance for a portfolio of over 1500 projects valued at over $900M, focusing on contract risk mitigation, Gross Profit improvement, identifying at risk projects using leading indicators, delivery manager onboarding, training, mentoring, and coaching, client relationship improvement, risk mitigation, off-shore support coordination, and project turn-around. Directly interacted with key accounts, particularly those experiencing challenges. Project types include legacy data and systems transformation and modernization, enterprise architecture, business intelligence, web/digital marketing, e-commerce, custom application development, testing, cloud and service oriented architecture, deployment and migration, Oracle, Infor, and SAP ERP solutions, managed and hosting services, help desk services, vender and asset management, and staffing. Reviews and improves policy, best-practices, governance and delivery procedures from an SDLC and quality perspective. Leads and conducts risk reviews and edits of proposals and scope-of-work documents, at-risk project performance review assessments and corresponding corrective action plans, and serves as the corporate project performance transparency dashboard business advisor. Incorporates SalesForce data in overall project pipeline risk transparency. Provides input and recommendations to C-Level and non-IT-savvy decision makers, participates in contract and proposal Go/No-Go reviews, leads and conducts performance transparency services, project delivery portfolio operations guidance, and quality assurance for this international IT and Management Consulting company’s North American operations. Provided the above working remote/telecommuting, and travelling as required.
Vice President, Operations
February 2004 - August 2012
Led customer relationship management and the delivery of services: Assessed and responded to Customer Requirements, IT Services and Technology Portfolio Optimization with a focus on authoritative data, data architecture, and data management alignment with organizational strategy and end-user requirements. This included transformation enterprise and solution architecture, ERP modernization/transformation, cloud migration, hardware and software acquisition management, and IT staffing contracts. Led and adeptly managed customer relationship building, Executive and C-Suite cost and portfolio governance transparency interactions, proposals, recruiting and delivery for multi-state, multi-contract operations. Federal and commercial client support included direct corporate oversight, quality assurance, contractual and management, and direct consulting support for global Federal Government organizations and private companies with multi-Billion-Dollar IT portfolios. Notable Accomplishments Extensive presentation, decision support, and policy experience with C-Level decision makers. Congressional testimony support for the Marine Corps CIO. P&L and hiring responsibility Negotiated and secured company’s start-up contracts with the Department of Defense. Identified, negotiated, proposed and/or won federal contracts with prime teaming partners such as Lockheed Martin, Booz Allen Hamilton, Raytheon, and BAE Systems. Developed sales that tripled company’s assets. Diversified sales mix by incorporating new business units of recruiting/temp to permanent staffing and decision support software products producing resulting in a 100+% increase in revenues 3 consecutive years. Program Management: Managed / oversaw simultaneous fielding of new IT programs, data management/consolidation, infrastructure consolidation, Legacy-system/ERP transformation, and leverage of on-going legacy capabilities. Routinely provided senior executives and Congress cost and capability transparency information. Experienced with Agile development and Waterfall methodologies: development scheduling, dependency analysis, deconfliction and decision support dashboard reporting. Led the use of enterprise-wide scheduling and budgeting system that integrates MS Project files with strategic goal tracking, enterprise architecture requirements, budgeting, and the System Development Life Cycle reporting system. Agile SCRUM certified. Enterprise Transformation / IT Portfolio Management: Led and participated in external benchmarking activities with data and architecture consultants such as Gartner, MITRE, and CNA as input to IT strategy development for numerous product lines to assess and optimize the technology portfolio. Led and participated in budgeting for future IT enhancements while leveraging legacy return on investment/ reusability. Led and participated in market studies benchmarking cost, features, benefits, and performance capabilities of commercially available and custom-built products and services. Initiated the creation of the Marine Corps Business Enterprise Governance Board to facilitate data and technology governance, portfolio transparency, anticipate technology changes, and lead organizational change management. Provided expertise and guidance regarding capability roadmaps, SLAs and budgeting process for the technology portfolio. Led and participated in annual and long-term capability/service delivery strategic planning process, updated the data and technology portfolio roadmap plan. Led and participated in determining customer requirements for numerous product lines and IT services. Led assessment of capability overlaps and gaps to establish portfolio management decision support criteria. Led global data, communications and satellite systems enterprise architecture consolidation and portfolio management. Created and managed transition plans to achieve desired architectural end-states. Created multi-agency data and systems architecture and process alignment work plans that pulled together difficult to measure enterprise goals. Created semantic ontology for integration of simultaneous SOA and Cloud deployments.
BA, Mathematics, Business Administration minor
1980 - 1984