ADRIENNE F.

HOLLANDER, PMP
Framingham, MA 01702 (617) 851-1162 afhollander@hotmail.com

SENIOR LEVEL OPERATIONS AND IT EXECUTIVE

Business Transformations Project Management Offices Strategic Planning Process Improvement Project Implementation
Assisting Organizations with Developing, Planning, Executing and Measuring Strategic Projects--

EXECUTIVE PROFILE
Experienced executive with proven success leading organizations through transformations and ongoing business changes. Decisive, action driven leader with intuitive ability to unite management, stakeholders and support staff to translate vision into cost-effective corporate strategy, goal alignment and execution. Provides leadership, management oversight, communications and coordination over programs and projects crossing organizational, functional and geographic boundaries. Strong technical qualifications with impressive performance in M&A, Information Technology, Project Management Offices (PMOs), and business process improvement across multiple industries. Capable coach and mentor who is deeply interested in colleague success and builds colleague capabilities, continuing to raise the talent level of an organization.

PROFESSIONAL EXPERIENCE PATHWAYS UNLIMITED LLC, Boston, MA

FOUNDER & SENIOR OPERATIONS AND IT CONSULTANT
Pathways Unlimited LLC specializes in helping organizations achieve and sustain business change throughout their organization. The company assists clients in developing and executing strategies to achieve corporate objectives by delivering services such as mergers and acquisition support, business operations and IT strategy development and planning, program execution and business process improvement. Additional services include establishing Project/Program Management Offices (PMOs) to ensure client projects and programs are aligned with company strategy and are delivered on time / on budget achieving the desired business results.

2011 Present

FIDELITY INVESTMENTS, Boston, MA

SVP, PROCESS REDESIGN

2007 2009

Led Business Process Improvement PMO for projects that supported operational performance benefits per plans. Built Business Process Redesign (BPR) / Lean project teams providing ongoing process improvement delivery capabilities. Worked with Senior Management Team to identify and establish required strategy and governance. Key Challenge: Just prior to the economic downturn there was a desire by the business unit to improve operational efficiency to free up critical resources for other strategic projects. As head of BPR, I needed to develop, sell and execute a plan for achieving 25% productivity improvement. Selected Accomplishments: Conducted diagnostic operations review, base lined existing operations, provided recommendations on improvement areas, built consensus and gained management approval for three year program plan with associated projects and timelines Managed execution of BPR conceptual design through detailed design and development, achieving 30% operational productivity improvement; expanded process improvement efforts with three Lean Value Stream projects, also achieving 30% operational productivity improvement Directed internal and external resources in successful implementation of operational change by establishing consistent, repeatable process for operational improvement Established management structure and processes for Senior Management Steering Committee oversight, leading to unified management approach for program prioritization and decision making

ADRIENNE F. HOLLANDER, PMP XL CAPITAL LTD, Stamford, CT

SVP, GLOBAL IT PROJECT OFFICE

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2002 2007

Built strategically oriented Project Management Office to support IT operations in Bermuda, London and Connecticut. Managed global team of up to 10 professionals with unique skill sets to achieve organizational mission and related objectives. Simultaneously assisted finance with current state assessment and action plan for a PMO. Key Challenge: Company had grown through multiple acquisitions, were not operating efficiently or effectively, and the business was unhappy with the service. Selected Accomplishments:

Developed and implemented vision and plan for Global IT Project Management Office (PMO) including
organization structure, budget, staffing, methods, process and tools to support the vision

Led development, gained Senior Management approval and implemented Global IT standards that
reduced risk and enabled efficient, effective global IT management, ,project delivery, operational and security processes Structured IT Portfolio planning process to align and prioritize IT project spending and resources which drove reductions of 30% ($29 million) during first year, and 15% in subsequent years; monitored progress against plan for executive management steering committee action and decision making; developed quarterly reforecast of annual plan to reflect changing business priorities Developed robust, top-down sustainable Sarbanes-Oxley (SOX) IT compliance process to successfully meet SEC rules; worked with external auditors to modify initial process and institutionalize efforts resulting in annual savings of $1 million in consulting fees and internal resource efforts of 30% Expanded IT delivery capabilities with introduction of project management methods, standards and training programs, growing community to 15 PMPs within three years improving on time, on budget project delivery

PRICEWATERHOUSECOOPERS LLP, Boston, MA

MANAGER STRATEGY PRACTICE of the MANAGEMENT CONSULTING SERVICES

1995 2002

Joined Coopers & Lybrand in successful effort to grow consulting practice focused on business and IT Strategy, knowledge management, operations, tactical planning and business process reengineering. Consulted with global companies in high tech, retail, insurance, services and healthcare. Performed Program and Project Management. Key Challenge: Two Big 6 firms were merging and needed to integrate their operations. Selected Accomplishments:

Provided decisive, action driven leadership of specially created Program Management Office (PMO)
which monitored integration of Price Waterhouse and Coopers & Lybrand business operations resulting in on time, on budget completion; identified issues in IT architecture and IT application decisions that saved the firm millions of dollars and months of work Supported management consulting organization, working around issues of competitive intelligence, to develop and deploy unified PwC IT Strategy that minimized overlap between the two organizations Pioneered Knowledge Management practice; collaborated with sales partners to close consulting engagements of up to $2 million for high tech and service based organizations Minimized disruption to client business operations by evaluating and mitigating business risks associated with a series of major business consolidations, outsourcing and systems conversion Improved operational efficiencies through business process reengineering (BPR) utilizing Key Performance Indicators (KPI) and metrics Built operational strategy and process models, defined IT strategy, architecture and action plans to support a major insurance carriers transition from traditional indemnity to managed care

ADRIENNE F. HOLLANDER, PMP KPMG / NOLAN, NORTON & COMPANY, Boston, MA

BUSINESS MANAGEMENT CONSULTANT

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1988 1995

Built sustainable relations and consulted with global manufacturing and high tech, telecommunications, retail, petroleum and petrochemical companies. Performed thorough analysis of clients business systems to strategize business needs, improve operations, capitalize on new technology opportunities and support user needs. Performed Project Management activities. Selected Accomplishments:

Cultivated new business accounts and managed sales cycle process from defining client business issues,
developing and presenting solution oriented service to final negotiations and sales closings

Conceived IT strategies and supporting architectures to align with overall business strategies and goals;
developed annual and three year strategic IT plans

Introduced reporting process to reflect true IT expenditures vs 65% of previously reported expenses for a
Fortune 100 company; process improved Sr. Management monitoring and control of spending and alignment with business objectives Developed internal practice methodology, documentation and training resulting in consistent, high quality and innovative consulting services to clients

EARLY CAREER development with EMC, Inc (formerly Data General Corp):
Contributed to innovative $40 million dollar manufacturing facilities design and development project that reduced throughput from 2 months to 2.5 days in 1/3 the real estate; instrumental in design specification, development and implementation of an Enterprise Resource Planning (ERP) system.

EDUCATION & TRAINING

Master of Science in Engineering Management / Operations Research Northeastern University, Boston, MA Bachelor of Arts in Mathematics, Rutgers University, New Brunswick, NJ Certified Project Management Professional (PMP), Project Management Institute Lean Six Sigma Black Belt Trained, Quantum Leap Engineering Web Master Technology Certificate, Northeastern University