Paul Campbell, PMP

4207 W. 90th Street  Hometown, IL 60456

(708) 525-0989  epaulcampbell@gmail.com  linkedin.com/in/epaulcampbell

Solid IT Project Manager with a proven track record for delivering projects on time, within budget and with high client satisfaction. Self
driven with a strong desire to make a difference. Adds value through attention to detail, strong communications and building
collaborative relationships which bring out the best in technical staff, business partners and vendors.

PROFESSIONAL EXPERIENCE
Lincoln Financial 2021-2023
Project Manager III (Consultant through Corporate Employment Resources) December 2021 – December 2023
 Managed projects to:
o Implement a solution from TeleMessage for archiving and surveilling business-related mobile text messages. Included
various enhancements to the vendor’s base product including adding SSO using Azure Active Directory.
o Digitize and centralize all new business entry for the Direct Business LOB. Involved adding DB’s 7 products to an existing
workflow platform with integrations between Hexure’s Firelight, Hyland’s OnBase, and various internal Lincoln systems.
o Digitize broker-dealer onboarding and information change processes via the same Firelight\OnBase workflow platform.
o Modernize Hyland OnBase workflows by upgrading from a 2017 version to a 2022 version and implementing SSO using
Azure Active Directory.
 Teams contained 6 to 16 core team members and up to 70 additional contributors and stakeholders. Project plans were managed in
MS Project. Project repositories were in MS Teams. Agile board maintained in VersionOne. Combined IT budgets: $2M.
 Developed VBA macros and Power Queries for advanced needs in Excel and MS Project. Developed presentations in PowerPoint.
Developed WBS, org charts, workflows and logical designs in Visio.

Ascent Global Logistics 2020-2021

Consultant (PM consultant through Centric Consulting) January 2020 – October 2021
 Managed concurrent waterfall and agile projects to:
o Consolidate financial management onto a single platform: Microsoft Dynamics (Great Plains) v18, a mid-tier ERP system.
Involved migrating from SAGE MAS, 2 legacy Dynamics systems and CargoWise (a supply chain system) to the new
consolidated platform, which simplified periodic financial reporting for 3 principle business segments (International,
Domestic, Air On Demand). Included data migration/transformation, business process redesign, system configuration,
system integrations.
o Develop new cloud-based systems (in Azure DevOps) to replace legacy order management and shipment tracking systems
which front-end the CargoWise supply chain system.
 Teams contained 4 to 8 core team members and 50 additional contributors and stakeholders. Project plans were managed in MS
Project and SmartSheet for Waterfall and Azure DevOps for Agile. Project repository managed in MS Teams. Combined budgets:
$1.5M.
 Developed VBA macros for advanced needs in Excel and MS Project. Developed presentations in PowerPoint. Developed WBS, org
charts, workflows and logical designs in Visio.

Kirkland & Ellis 2019

Senior Project Manager (Consultant through 1872 Consulting) September 2019 – December 2019
 Completed a short-term contract to assist the IT PMO with addressing a spike in project management demand. Projects involved
vendor solutions to: replace the user interface layer in an expense processing system; implement new asset management and
contract management systems; modernize case management by migrating from a legacy Lotus Notes database to a new case
management vendor solution. Took over 2 projects in the UAT phase and started 2 new projects. Responsible for managing vendors
and internal resources, developing business requirements, orchestrating the RFP process, coordinating user acceptance testing and
developing documents such as Project Charter, Implementation Plan, and Status Reports.
 Teams contained 3 to 10 core team members. Project plans were managed in Eclipse PPM and project repository in iManage DMS.
Developed presentations in PowerPoint. Developed WBS and org charts in Visio.

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Paul Campbell Resume (708-525-0989)

Lincoln Financial, Rolling Meadows, IL 2016-2019

Senior Project Manager (Consultant through TEKsystems) April 2016 – May 2019
 Managed various projects for building or enhancing several systems. Includes internal and external facing web applications,
mainframe applications and vendor solutions. Budgets ranged from $30K to $4M. Three projects used a mix of Waterfall and Agile.
Key projects are as follows.
o Assisted with managing a $4M critical distribution partner integration program leading a 140-member team in 5 months
on time and 10% under budget.
o Re-platform an outdated external facing web app, used by field advisors to submit new accounts, to .Net v4.7.
o Develop a document archive using Hyland’s OnBase system for documents received from external field advisors.
o Modernize advertising campaign management by migrating to Workflow’s Workfront system.
o Re-platform email functionality for premium notifications for external advisors.
o Managed 6 projects to modify systems for compliance with the federal Department of Labor Fiduciary regulations.
o Requirements/Design to develop real-time web interfaces between Lincoln’s Book of Business application and 3 vendor
CRM systems: RedTail, Skience, eBix. (Successfully cancelled project after Design due to insufficient cost/benefit.)
 Applications included internal and external facing web apps, help desk IVR system, data warehouse, real-time and batch system
integrations, external print and email systems.
 Products include Individual Life, Annuities and Group Retirement Plans. Business functions supported include Sales, Suitability,
Product Illustrations, Administration, Commissions and Distribution.
 Principle technologies were .Net, SQL Server, SSRS, Angular, VersionOne, CICS, COBOL, DB2, and Informatica.
 Managed project schedules with Planview and MS Project, document repositories in SharePoint, management reporting in Clarizen,
Excel and PowerPoint, and test management in Quality Center. Developed VBA macros for advanced needs in Excel and MS Project.
Developed presentations in PowerPoint. Developed WBS, org charts, workflows and logical designs in Visio.
 Responsible for authoring project artifacts including project management plans, status reports, issue/risk/decision logs, change
requests, resource plans, project estimates, and presentation decks. Ensured all project artifacts were properly vetted, approved
and stored in the project repository.

Northern Trust, Chicago, IL 2013-2016

Project Manager (Consultant through KForce) September 2013 – April 2016
 Managed multiple concurrent global projects for the Fund Accounting IT area. Major projects are listed below.
 Modified systems for compliance with new money market regulatory requirements.
 Built custom event-based reports and data extracts for a major client.
 Expanded product offering for branches in Beijing, China and Seoul, South Korea for direct FX trading.
 Partnered with a vendor (SunGard) to build a new workflow application to integrate with SunGard’s InvestOne application.
Responsible for NTRS application development and infrastructure integration between NTRS-hosted InvestOne system and the
vendor hosted Control Center system.
 Built a new framework for integrating a new pricing system with SunGard’s InvestOne system.
 Managed other smaller projects and assisted with improving various PMO procedures.
 Principle technologies were ASP.Net, MQ Series, COBOL, CICS, Focus, SQL Server, SSRS, DB2 and DataStage.
 Managed project schedules with MS Project, budget with Excel, document repositories in SharePoint and test management in
Quality Center. Responsible for authoring project artifacts such as charters, issue/risk logs and forecasts. Budgets: $50K to $800K
 Developed VBA macros for advanced needs in Excel. Developed presentations in PowerPoint. Developed WBS, org charts, logical
designs in Visio.

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University of Chicago, Chicago, IL 2007 – 2013

Manager July 2010 – April 2013
Managed the team that supported the Payroll/Personnel, HR and Pension systems. Included vendor systems from PeopleStrategy and
homegrown sub-systems.
 Improved system stability and staff productivity.
 Implemented several operational improvements such as new work-intake and prioritization processes, new disaster recovery and
business continuity procedures and improved budget management practices.
 Managed many small to medium sized projects for enhancing systems.
 Managed a cross-functional project team to develop a new Effort Tracking system.
 Assisted with pre-project preparations for an ERP solution. Included identifying impacts, addressing hard-coded special case
business rules and evaluating demos from WorkDay, Oracle and PeopleSoft.
 Participated in committees with peers and senior management (e.g. establish a Change Control Board, implement ServiceNow,
evaluate PPM software.)
 Principle technologies: COBOL, CICS, Focus, Java, Oracle, Sybase, Cognos, Informix, WebLogic and MS Access. Operating budget:
$1.7M.
Project Manager (Consultant through TEKsystems) December 2007 – June 2010
 Managed projects to implement four new vendor systems from PeopleStrategy, integrating with the University’s Payroll/Personnel
system. This included a new web interface for the legacy mainframe system, a new benefits admin system (which facilitated
insourcing of annual benefits enrollment), a new web application for employee self-service capability and a new WebFocus
reporting system for HR. Project team included 25 members from University and remote vendor staff. Project budget: $3.4M.
Principle technologies: COBOL, CICS, Java, HTML and WebFocus.
 Managed a project to implement an applicant tracking system from PeopleAdmin. Assisted with soliciting business requirements
and designing workflows. Coordinated project activities with the vendor, internal business and IT departments. Developed training
documentation and assisted with training the University’s academic departments.
 Helped the support team and business partners adapt to cultural and procedural changes associated with transitioning from having
no formal SDLC methodology and little project governance to using a new waterfall methodology developed by a new PMO.
Assisted with refining the new PMO methodology.
 Managed project schedules with MS Project, budget with Excel and document repositories in Blackboard and SharePoint.
Developed a wiki in Confluence for managing ongoing operational documents. Developed a MS Access application to track actual
project hours.

Allstate Financial, Northbrook, IL 2006 – 2007

Project Manager (Consultant through TEKsystems) November 2006 – November 2007
 Managed a data integration team in the Infrastructure division that was responsible for supporting and enhancing approximately 50
interfaces with internal systems and external business partners. Included managing small to medium sized projects and improving
SDLC processes. Larger projects listed below.
 Upgraded messaging infrastructure for new versions of BizTalk and WebSphere. Included upgrading servers/OS and coordination
with application test and deployment teams.
 Developed a new system for integrating disparate data sources for a consolidated agent portal to provide a household view for
property casualty and financial products.
 Managed project schedules and actual hours in MS Project Server. Developed a request tracking process using PVCS.
 Principle technologies used were Tibco, Ab Initio, WebSphere, BizTalk, SFTP and COBOL.

ABN AMRO, Chicago, IL 2006

Project Manager (Consultant through TEKsystems) May 2006 – October 2006
 Managed Planning and Requirements Analysis phases to address security compliance issues in a Wire Transfer system. Involved
hardening the OS, eliminating production data in the test environment, switching to SSH compliant products and 2-factor
authentication. Led 12 members in the core project team and 40 additional business and IT staff.
 Managed Planning and Requirements Analysis phases to improve functionality and performance in the sub-system for automatic
standing transfers. Involved automating manual processes, improving performance and stability in backend messaging,
implementing wire drawdown functionality and improving flexibility with concentrating funds back to the parent account. Led 15
core team members and engaged 30 additional stakeholders and supporting staff.
 Managed schedule in MS Project and actual hours in EPIC. Combined project budgets: $1.5M. (Projects were stopped after RFS
Holdings acquired ABN AMRO.)

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Hartford Life Insurance (Group Benefits Division), Chicago, IL 2004 – 2006

Assistant Director 2004 – 2006
After CNA sold its Group Benefits Division to Hartford Life, assisted with transitioning to Hartford systems.
 Managed a team that supported 16 ex-CNA applications. Managed projects to migrate applications to Hartford’s infrastructure.
 Managed four projects to enhance Hartford’s systems to absorb CNA business.
 Managed a project to decommission 20 ex-CNA systems.
 Used Hartford’s waterfall SDLC methodology. Managed project schedules in MS Project. Maintained work queue in PVCS.

CNA Insurance (Group Benefits Division), Chicago, IL 1988 – 2003

Concurrently filled roles as Project Manager and Production Support Manager
Project Manager 1990 – 2003
 Managed and/or directed a variety of system development projects, with budgets from $1K to $1.6M.
 Used Method/1 and CNA’s “Framework” waterfall SDLC methodologies. Managed project schedules in MS Project and Project
Workbench; tracked actual hours in Primavera, TeamPlay and Planview. Developed presentations in PowerPoint and diagrams in
Visio.
Key projects:
 Managed 5 projects for converting data for blocks of business that were sold, purchased, or outsourced.
 After CNA acquired a small TPA, took ownership of their premium admin system, shutting down their office and re-platforming
their system from a vendor based shared environment to a new dedicated hosting facility. Included RFP development, vendor and
iSeries hardware selection, application migration and ongoing support. Improved application performance, reliability, and DR
functions.
 Moved mainframe print functions from Chicago data center to Nashville data center.
 Developed a B2B web site for the facultative life reinsurance industry.
 Developed an “Interface Layer” application that served as a common entry point for department applications to integrate with
corporate financial applications, eliminating disparate redundant systems.
Production Support Manager 1990 – 2003
 Managed eight different support teams consisting of developers and analysts who were responsible for maintaining and enhancing
up to 24 business applications. Staff size ranged from 3 to 16.
SR Mainframe Analyst-Programmer 1988 – 1990
 Technical lead for supporting/enhancing various insurance systems using Cobol, IMS DB/DC, SAS, DYL280, CULPRIT, EASYTRIEVE

CERTIFICATIONS / AFFILIATIONS
 ITIL V3 Foundation Certification, Global Knowledge, 2012
 PMP Certification, Project Management Institute (PMI), 2006
 Completed four LOMA classes in FLMI certification program, 1997

EDUCATION / TRAINING
DePaul University, Chicago, IL Oct 2000 – Feb 2006
 Completed about 80% of requirements for BA with focus in Information Systems Management
 GPA: 3.9/4.0 - Golden Key International Honor Society

Completed dozens of technical, professional, and management training programs.

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