1. Kelly Maric
404-545-2723 – kellymaric1@gmail.com
Successfulexperienced Program/Project Manager professional with over 23 years of experience and a track record of
efficiently and effectively executing a wide variety of strategic and tactical projects. With her over 20 years in telecom,
over 1 year in healthcare and a few years in miscellaneous industries, Kelly has gained insight on many best practices. She
is educated with two advanced degrees (an MBA and a Masters of Management and Leadership (MSM)). Experienced and
highly effective change agent with companies recently sought after to complete severalshort term contracts for
miscellaneous industry clients (see below). An excellent communicator who creates strong partnerships and engagement
with diverse stakeholder groups. Highly effective at securing win-win outcomes. A team builder who had led the
development of organizations overall project management and PMO capabilities. A history of leading projects through the
full project lifecycle of initiation, planning, execution, monitor/control and closeout.
Knowledge of Microsoft applications including MS Project, Word, Excel, Access, PowerPoint,SharePoint and Outlook.
Strengths: Detail oriented, thorough, collaborative/facilitative, takes initiative, proactive, fun/inviting, outcome focused
General Project Management Skills used across many positions:
Delivered small, medium
and large (concurrent)
system project
deployments/
implementations. Defined
project outputs (small,
medium and large scope
for Enterprise and
Divisional projects
ranging from $75,000 to
over 50M on time and
within/under budget with
quality results! Utilized
the “Balanced Scorecard”
approach to measure
projects. Interfaced with
stakeholders at all levels
of the organization.
Successfully led/managed
cross functional/matrix
teams of Business
Analyst’s, Developers,
Quality Assurance,
Reporting, Operations,
Marketing, Finance
personnel. SPOC for
operational and technical
projects. Provided
guidance and support to
Project Teams ensuring
quality products are
delivered to meet/exceed
client needs. Managed
critical path for projects
and controlled scope
creep. Organizational
change agent! 
Created and managed
project business cases,
project charters,
“deliverable(s) and
scope” documents, BRDs
(Business Requirements
Documents), WBS’
(Project Plans),
communications
logs/plans, executive
status reports, weekly
PTMs (Project Team
Meetings), CR’s (change
requests), RAID logs,
meeting agendas/minutes
and best practices and
lessons learned
documentation.
Cultivated strong
relationships between
project team
members, clients and
stakeholders.
Managed enterprise
projects, identified
key resources
conducted RCA (root
cause analysis) and
provided direction
required in order to
mitigate risk and
meet/exceed program
objectives.
Successfully
fostered
projects
through the
requirements
gathering,
development
and QA
process
launching
technical
deliverables
into
production.
Ensured
governance
for projects.
Worked in SDLC both
Agile and Waterfall
environments and through
the stage/gate/milestone
processes. Managed
projects using PMI/PMP
methodologies.
Lead (organized, planned,
designed built, and
executed/implemented
and monitored)
applications infrastructure
projects.
Established BPI
(Business Process
Improvement) initiatives
for Program/Projects.
Educated other PM’s to
effectively cut costs and
time from projects saving
company $’s.
Led and participated
in UAT sessions for
technical projects
finding and
correcting
bugs/effects.
Negotiated/est
ablished
project
SLA’s.
Conducted
gap analyses
and resolved
issues if/when
encountered.
Provided “Go-Live”
support as well as
“Production Support” for
assigned projects.
Adapted existing methods
and procedures to create
alternative solutions to
moderate/complex
challenges.
Forecasted and managed/
tracked project financials
(forecast, budget, Fixed
Labor, FTE, margin, etc.)
and resource utilization.
Established and
managed KPI’s for
assigned projects.
Utilized JIRA
and Remedy
ticketing
systems for IT
requests.
Managed onshore and
offshore Project Teams
from 5-7 resources
(project) to over 300
resources per (Program)
team/work stream.
Trained other PM’s and
project resources on best
practice business process
and standardization.
Focused on Projects
maintaining the “Project
management triad,”-
Scope/Quality, Cost, and
Schedule.
Responsible for
successfulvendor
management and task
facilitation.
Document
current and
future state
processes,
find gaps in
processes.

2. Industry – Telecommunications – Total industry time = 20 years 2months
Company Position Duration Position Position Duration
COX
Communications
Operations Program
Manager – promoted to
Business Process
Standardization Manager
October
2006-May
2009
(2yrs/8mos)
Sprint Project
Implementation
Manager – Business
Process Improvement
Sept 1994-August
2002 (8 years)
Bell South Sr. Marketing Strategy
Manager
Nov 2005-
Oct 2006
1year and
1month
Consolidated
Communications
Operations Manager
(Call Center)
August 1991 August
1993 (2 years)
Bright House
Networks
Director – Product
Marketing and
Implementation
Aug 2002-
Nov 2005
3 years and4
months
AT&T Operations Manager
(Call Center
June 1988 July
1991
(3 years 1 month)
 COX – Business Process Improvement/Standardization – Delivered performance improvements through capturing
synergies from business process redesign and standardization. Responsible for ensuring the consistent use of “ONE
COX” standard process across the 18 different Divisions of the organization. Successfully project managed the transition
of the company from a functional, to a process based organization. Established and executed cross-company roadmap
creating culture change within COX. Program Manager for, “Billing, Ordering and Know the Customer,” CRM programs
 Cox – Business Process Improvement/Standardization – Aligned 18 COX Divisions to use standard Billing, Ordering
and “Know the Customer” tools yielding standard measurements/benchmarks across allDivisions. Managed the full
project management life cycle for a portfolio of business process related initiatives. Managed resources to maximize
productivity and reduce costs.
 Cox – Business Process Improvement/Standardization - Defined and implemented best practice business processes
across a range of product categories. Established organizational process KPI’s. Provided value adding analytic data from
multiple sources including sales, inventory, product, and customer databases to create integrated views that could be used
to drive decision making on process and organizational redesign. Created and delivered training documents and classes to
end-users based on revised processes.
 COX – Program Operations Manager – Program Manager responsible for the 18 Division implementation of
breakthrough innovative cable television video technology (SDV – Switched Digital Video) with a $20M budget.
 COX – Program Operations Manager - Partnered with IT, engineering and external vendors to deliver a range of
products and services. Managed RFP activity for business process standardization projects. Negotiated RFP’s with
external vendors. Responsible for coordination of multi-site efforts for external vendor project implementation
coordination.
 COX – Program Operations Manager - Led training creation for call center personnel re newly created HSD, Video
and voice products and services. Facilitated marketing and IT projects that resulted in higher customer counts of COX
Products and services (TV, Video, Voice and internet). Established product bundles that would be at price points
customers would purchase. Managed product portfolios desired by customers and set price points for Business and
consumer customers.
 Bell South – Sr. Marketing Strategy Manager - Shaped marketing strategy and execute marketing plans within the
Southeastern USA (BellSouth’s 9 state region). Provided continuous market insight into customer relationship, buying
trends and competitive landscape. Implemented Marketing campaigns utilizing MIS resources.
 Bell South – Sr. Marketing Strategy Manager - Created marketing strategy for new and existing products and services.
Brought new products to market (Voice/Data product bundles). Devised strategic and tactical action plans to mitigate risk
of customer churn. Instituted CRM campaigns. Utilized PRIZM profile data to market effectively. Delivered ongoing
analysis on market segments, target client profitability. Strategic focus on “data.”
 BrightHouse Networks – Marketing Strategy Director/Project Management – Responsible for the successful
implementation of Telecommunications Sales and Marketing (Video, Voice and HSD) projects/CRM campaigns
coordinating efforts between the Marketing, IT, Operations and Finance teams for the Orlando and Tampa MSA’s.
 BrightHouse Networks – Marketing Strategy Director/Project Management – Hosted focus groups yielding strategic
recommendations to Sr. Management on the direction of the industry and the market. Delivered improved core business
intelligence by researching and gaining key insights into the strategic pulse of the marketplace (Competitive Intelligence).
 Sprint – Award winning High Speed Data Sales Manager promoted to Business Process Improvement Manager to assist
other managers in avenues to increase their sales and be more efficient and effective navigating the tools needed to
complete enrollment of new customers (or upgrading existing customers).
 Consolidated Communications – Sales and Quality Assurance Manager of 150 Associates.
 AT&T American Transtech – Sales and Training Manager of various AT&T “ReachOut” programs.

3. Industry – HealthCare (Total industry time = 1 year 4 months)
Company Position Duration Position Position Duration
Optum Health IT Implementation
Program Manager
Jan 2014 Jan 2015
(1 year)
Florida Hospital RCFO –
Project
Manager
Jan 2015 - April 2015
(4 months)
 Optum Health - Managed CRM Software/hardware Implementations and ongoing production support/deployments
of strategic call center health care programs for leading industry clients.
 Optum Health – Successfully created customized, unique CRM programs to ensure healthcare requirements and
regulations were maintained (HIPPA standards).
 Florida Hospital – Managed projects yielding increased patient payout for services rendered (captured otherwise
lost revenue).
 Florida Hospital – Responsible for the re-engineering of the PreAccesswork group so they could work through
ALL aspects of a patient’s account (benefits, authorization, iResolve, Cerner,IC10).
Industry – Misc/Contract (Total Misc/Contract time = 1 year11 months)
Company Position Duration Position Position Duration
The Home Depot Enterprise Information
(EIS) Project Manager
June 2013 - Aug.2013
(3 months) contract
iGPS Project Manager
Business Process
Feb 2012 April 2012 (3
months) contract
The Weather
Channel
Integration Operations
Program Manager
Dec 2012 - Mar. 2013
(3 months) contract
Cooper
Industries
Project
Implementation
Manager
April 2011 December
2011 (9 months)
Orange County
Public Schools
Enterprise Project
Manager
June 2012 - Oct. 2012
(4 months) contract
 The Home Depot - Responsible for moving Home Depot’s EDW (enterprise data warehouse) from Austin Texas to
Atlanta Georgia – the largest data center relocation project in the history of the Home Depot!
 The Home Depot – Brought on as PM because previously the project was not well documented, the previous PM
was let go and because the project was so complex HD needed FOCUS on project execution (which I provided).
 The Home Depot - Managed many 10 different infrastructure and application work streams/projects in the data
center relocation program (BAR [back-up and recovery],ParAccel[Linux] relocation, BI [business intelligence],
Mastero,Supply Chain, Unica, Tableau, Microstrategy, Antenna and the Analytics Cube).
 The Home Depot – The Integrated Master Project Plan for the data center relocation (all workstreams) had over
1,600 tasks and over 300 project team resources.
 The Weather Channel - Consolidated the Internal IT Marketing and Sales system (SalesForce) from 3 added
business units (the Weather Channel acquired WSI, WxC and Weather Underground) that were in various stages of
the Project Life Cycle.
 The Weather Channel – Facilitated multiple SDLC system/software integrations, legacy system conversions and
release management for large weather centered organizations.
 Orange County Public Schools - Managed projects Including ERP/EPM,enrollment process and other IT
projects/initiatives. Strengthened project management processes and PMO capabilities (instituted the “Project
Packet”). Assisted the PMO Director in the build-out of the PMO organization, and in the design and roll out of
enhancements to project methodologies and change governance. All OCPS projects were started and finished within
a short time period (over the school/summer).
 iGPS – Business Process Project Manager - Reviewed designed and introduced streamlined and standardized end-
to-end business processes supporting new client implementations.
 Cooper Industries – Customized and rolled out EPM (Enterprise Resource Management) tool which consolidated
MSP, SharePoint and Dashboards allowing for a FULL picture as to where ALL of the organizations projects were
in their project lifecycles. Provided e-learning training to ALL PM’s across the world (Europe, Asia, USA, South
America and Canada) as to how to effectively and efficiently use the EPM tool.
EDUCATION
MBA – Masters of Business Crummer Graduate School Graduation May, 2004 Orlando Florida
MSM – Masters of Management and Leadership Troy State University Graduation December, 2007 Orlando Florida
BS – Bachelors of Science (Communications) Warner Southern College Graduation May, 2000 Lake Wales
Other Training – Six Sigma Green Belt and various other PMI PM Boot camps.