1. STEVEN G. NEWMAN
1
11394 Marcella Ave.  Weeki Wachee, Florida  (c) 352.536.0151  sgnewman1066@gmail.com
Sr. Consultant/Program/Project Manager
Summary:
 Experienced Senior Project/ProgramManager offering 35 years of success leadingcomplex,multi-layered and cross-
functional Operations and Technical Projects in small,mediumand largeoperatingenvironments both domestic and
international with special expertisein Mergers and Acquisition,specializingin Acquisition Integration.Experience in
Healthcare, Telecom (both wirelineand wireless),Horticulture,Construction and Automotive spaces.
 Expert at Operational and ITDue Diligencefor Mergers/Acquisitions and Acquisition Integration as well as Divestitures of
entities/companies.
 Adept at Operations auditingto identify/implement hardwareand software system efficiencies,increasingjob stream
efficiency as well as personnel efficiency.
 Planned and managed multi-million dollarprojects aligningor re-aligningorganizational strategic goals with Operational
and Technical Solutions.
 Expert at Process Engineeringor Re-Engineering and implementing the operational changes (strategic as well as tactical).
 Extensive experience at partnering with all levels of Mid,Senior and Executive Management and Cross Functional Teams to
design and implement innovativesolutions,procurebuy-in in diversecultural environments,and communicate them to
users and stakeholders,
 Extensive experience in Waterfall methodology, RAD, PMBOK.
 Operational duediligenceprojects for Wireless EnterpriseSoftware BillingSystemimplementation in the following
countries: Singapore, Philippines,Guam,Saipan,Mexico (partnered with Booze-Allen), United Kingdom, Canada
(Vancouver, Alberta, Saskatchewan simultaneously).
Core Competencies:
 Program/ProjectManagement  Systems Upgrades & Implementation
 Policy Engineering/Deployment  Operational Readiness
 Technology Readiness  Operational Turnarounds
 IT Operational Management/Process
Improvements
 Change Management
 Divestitures
 Merger/Acquisition Due Diligence  Acquisition Integration
 Organizational Leadership/TeamMentoring  Critical Planning/Strategy Development
 Customer Service Management  Requirements Definition/ProjectScheduling
 Strategic Projectto Business Alignment  Matrix Environment Resource Management
Experience:
SaM Consulting Services (Principal) – FL 1999 – Present
Senior Project Manager - Independent Consultant engaging in Operational Due Diligence, Management Consulting,
Program/Project Management in Healthcare, Telecomm, Automotive, Construction and Horticulture.
 Performed Operational Due Diligence for Saratoga Partners for Mergers and Acquisitions.
 Performed IT Assessments for HMG in Healthcare.
 Performed Billing Processing Assessments for HMG in Healthcare.
 Performed Claims Processing Assessments for HMG in Healthcare.
 Developed Requirements Definitions for Horticulture Enterprise Software Design.
 Performed various process improvement engagements.
 Extensive Project/Program Management engagements.
 Re-constructed Human Resources Department, hiringprocedures,Employee Handbook, Job Descriptions,Policies and
Procedures.
 Provided validation for OSHA compliance.
 Constructed and implemented Gramm-Leach-Bliley and Red FlagPrograms and protocols for Federal Compliance.
 Implemented centralized purchasing.
 Implemented new strategy in the Service Department in conjunction with the Fixed Operations Director to increase
efficiency and productivity,and reduce Operational Overhead.

2. STEVEN G. NEWMAN
2
 Performed security auditfor IT Infrastructureto ensure full security and compliancewith Federal regulations.
EHR-LLC – Tallahassee, FL 2012 – 2015
Senior Project Manager Healthcare Projects
 Managed IT/Technology response to South Carolina BC&BS MMIS Replacement RFP response managingthird-party
integration on responses and multi-cultural teamof consultants.
 Developed requirements for IT infrastructurefor new data center operations includingtransfer protocols,network security,
user access,LAN/WAN requirements for implementation, 3rd. party software application integration and disaster recovery
plan.
 Developed new requirements for in-housesoftware application and worked on implementation planningteam to develop
implementation project plan.
 Developed requirements for Q/A Testing and developed associated projectplan to implement software application.
 Managed development and writingof User Documentation for internal EHR enterprise software application.
 Provided Operational Readiness for Software sales and implementation.
Infinity Ground Services & Construction, LLC – Spring Hill, FL 2012 – 2012
Senior Project Manager for Start-up Infrastructure
 Engaged to build start-up infrastructure.
 Developed all HR policies and procedures and implemented same.
 Developed and implemented procurement practices and negotiated all vendor contracts.
 Set up office facilities and set up and implemented hiring protocols.
 Set up financials and vendor relationships; negotiated all financial contracts.
 Developed IT Infrastructure and all security and telecom protocols.
 Structured/Implemented IT Operational direction and Data Security Policies.
 Implemented protocols for OSHA compliance.
 Developed customer and vendor contracts.
 Developed scope and project plan for entire start-up, brought all deliverables in on time and under budget.
Ferrara Consulting, LLC – Leesburg, VA 2011 – 2012
Senior Project Manager – Security Assessment, PCI-DSS Audit, FTP Audit
 Developed Scope and Project Plan for all deliverables for PCI-DSS audit of 94 properties for Adventist Healthcare.
 Documented all findings, developed/implemented remediation strategies for all findings across all properties in a matrix
management environment under very strict timelines.
 Developed Scope and Project Plan for all deliverables for security audit of all FTP protocols. Strategized with CDSO to
remediate all potential security breaches across entire systems environment.
 Performed audit of all security protocols and re-wrote all those outdated and remediated all risk situations.
GEI Global, LLC – Tarpon Springs, FL 2010 – 2011
Senior Project Manager – Develop and Implement Start-up Infrastructure
 Developed all HR policies and procedures and implemented same.
 Developed and implemented procurement practices and negotiated all vendor contracts.
 Set up office facilities and set up and implemented hiring protocols.
 Set up financials and vendor relationships; negotiated all financial contracts.
 Developed and Implemented OSHA protocols ensuring compliance and mitigating risk.
 Developed and Implemented Sales and Sales Training Programs along with Opportunity Development Capture Process.
 Structured IT Operational policies/direction and Data Security Protocols alongwith developingITInfrastructureincludingthe
implementation of 3rd. party software implementations.
 Audited and recommended IT Infrastructural requirements.
 Developed strategic/functional ProjectPlan includingall milestones and deliverables. Brought entire project in on time and
on budget.

3. STEVEN G. NEWMAN
3
Rosario Automotive Group – Clermont, FL 2003 – 2009
Senior Project Manager - Recruited to consolidate/manage IT/MIS and facilities functions for multiple dealerships. Led operational
planning/ deployment of new franchises, buy/sell transactions for existing franchises, best practices integration, policy
development and business operations for entire group. Developed handbooks and procedures for HR. Developed and implemented
data security policies.
 Designed and implemented IT/MIS standards including data information security procedures ensuring Gramm-Leach-Bliley
compliance for all locations, consolidating purchasing for an annual savings of 20%.
 Reduced operating costs 17% by developing and implementing a preventive maintenance schedule across all locations to
ensure compliance with state and federal regulations.
 Performed contract negotiation and management for 3rd party vendors in IT, MIS, and Facilities and managed all vendor
relationships.
 Managed Facilities expansion, repairs and maintenance across multiple locations at a savings of 25% under budget.
 Developed and implemented centralized purchasing across multiple locations realizing 20% overall reduction in expenses
across all departments.
 Performed annual PCI-DSS Audits and remediated all risks and areas of non-compliance.
 Performed all inventory assessments.
 Managed multiple projects simultaneously, bringing all deliverables in on time on budget.
 Provided on-going financial and progress reporting to all levels of management and to multiple manufacturers.
 Managed Construction Management of 3 brand new facilities and the refurbishment of two others.
 Managed all acquisition integration projectensuringsame best practices across all locations.Provided regular policy audits
at all locations.
 Developed IT Infrastructure for multiple locations for user access and support, network (LAN/WAN), 3rd. party software
integration and management (system administrator), capacity planning, hardware and software upgrades, provided
requirements for software requirements upgrades for new versions.
COMMSOFT/ Billing Concepts/Aptis – NY, TX 1999 – 1999
Senior Project Manager - Managed all divisional operations, including HR, with full responsibility of $70 million budget and 12
departmental managers. Served on Architecture and Product Review Boards to plan next-generation products. Developed Y2K
upgrade strategies.
 Developed Project Plan for Acquisition Integration (CommSoft was an acquisition company), completed all deliverables on
time and on budget.
 Produced and presented all reporting to corporate oversight and stakeholders.
 Developed/implemented Opportunity Development Capture Process that increased billable-support revenues 25%.
 Integrated all departments (10) into corporate infrastructure, developing/implementing best practices in 180 days.
 Completed a data center move of 275 employees 18% under budget and with zero unscheduled downtime, implementing
efficient processes,coordinating resource management and scheduling with all third-party vendors. This included the move of
all mainframes, development platforms, telecom systems and disaster recovery (complete with hot-test after the move.).
 Developed/Implemented Y2K Strategy which resulted in new development offering.
 Overhauled all development projects (four separate product groups)to follow Waterfall methodology and ensured performance
metrics to all stakeholders.
 Developed overall operational Project Plan to integrate best Practices as outlined by Acquisition Company.
 Served on both Architecture and Product Review Boards to develop new billing platform, determining all of the best processing
engines for all of the acquired companies. This resulted in the Corporate Y2K Strategy.
CSC Healthcare – NY, MI 1997 – 1999
Senior Project Manager - Managed outsourcing engagements, IT technical support team, custom software development teamsand
the field support office for outsourcing accounts, with a total direct and matrix staff of 75.
 Data Center move, rebuiltnetwork infrastructure,moved all mainframes,PC Network and peripherals,re-cabled new data
center and relocated all facilities and personnel. Completed the move of 150 employees, 15% under budget with zero
unscheduled down-time, implementing re-engineered processes improvingoverall ITefficiency and schedulingwith all
third-party vendors.
 Developed project plan for integration of two departments, increasingfunctionality and reducingheadcount and operating
budget.

4. STEVEN G. NEWMAN
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 Reduced headcount 10% and saved 30% on $5 million departmental budget by merging MIS and IT departments in 90 days,
analyzing all operations/processes and reallocating personnel.
 Authored all policies/procedures for division to successfully complete its first SAS70 audit and certification.
 Created/implemented full Disaster Recovery plan for 27 service-bureau clients hosted on 7 machines, including successful
hot-site tests for 7 randomly selected locations, all within 9 months.
 Completed a data center move of 200 employees on time, 15% under budget and with zero unscheduled down time.
 Developed and managed custom development group using Waterfall methodology.
 Implemented and managed Project Office to support 18 in-field remote projects at no additional cost.
 Created all project plans and reporting for all projects, to senior and executive management and the stakeholders.
DPI/IBM New Zealand – TX 1996 – 1997
Project Manager - Led more than 40 personnel and annual revenues of $3.5 million in remediation efforts for at-risk projects.
 Analyzed domestic/international projectworkflow,reengineered workload/workflowpractices and introduced economies of
scale that saved $3 million in cost on all projects over a 5-year contract period.
 Developed/implemented group’s first business plan, generating $3.5 million at 35% profit margin in 1 year.
 Developed strategic direction,implemented aggressivegrowth plan and overhauled unprofitablecall center,creating a 47%
margin within 6 months.
 Designed/implemented global 24/7 support and call-center strategy to support more than 80 telecom accounts throughout
the Americas, increasing billable support revenues 22%.

5. STEVEN G. NEWMAN
5
ALLTEL Information Services (Dallas, PA) 1988-1995
ALLTEL Information Services, a division of $900m+ ALLTEL, is a developer, integrator and provider of cellular billing and information
management software domestically and internationally. I started with ALLTEL as a Technical Sales SupportRepresentative and held a
variety of positions throughout the 7 years I worked for them. My responsibilities increased steadily as I worked both do mestically
and internationally, ultimately serving as Implementation and Transition Manager.
Sr. Project Manager/Implementation Manager
Recruited to turn around troubled international account,establish technical supportand testingdepartments at the clientsi teand
evaluate operational efficiency with management responsibility for staff of 15.
Highlighted Projects (All projects were for Wireless Telecom)
 Data Center move, rebuiltnetwork infrastructure,moved all mainframes,AS/400’s and peripherals,re-cabled new data
center and relocated all facilities and personnel. Completed the move of 250 employees, 20% under-budget with zero
unscheduled down-time implementing re-engineered processes improvingoverall ITefficiency and schedulingwith all
third-party vendors.
 Re-organized Help Desk Functional Team to improve response times and fix percentages for Domestic and International
customers.
 Lead RFP and RFI response teams for both Domestic and International prospects with particularemphasis upon
technology and infrastructure.
 Developed software trainingprograms and subsequently taught numerous classes to customers.
 Lead team to elicit186 enhancements to new software enterprise billingsystem,then worked directly with
Development Teams to ensure inclusion in customer’s new platform,
 Managed data conversion from legacy billingsystemto new enterprise billingsystemfor three customers in Canada,
simultaneously.
 Managed implementation for new enterprise software billingsystemfor three customers in Canada,simultaneously.
Also managed the IBM relationship for this setof projects.
 Managed the creation of new outsourcinggroup local to Canada to assume processingresponsibilities for the three
Canadian customers.
 Operational duediligenceprojects for Wireless EnterpriseSoftware BillingSystemimplementation in the following
countries: Singapore, Philippines,Guam,Saipan,Mexico (partnered with Booze-Allen), United Kingdom, Canada
(Vancouver, Alberta, Saskatchewan simultaneously)
 Transferred Help Desk, Testing and Quality AssuranceFunctions fromthe USA to the United Kingdom for the
implementation for first-ever real-time wireless billingsystemfor Mercury One2One. Created infrastructureto support
both new departments. Recruited, hired and trained total team of 15 nationals achievingall objectives at25%under
budget in 6 months.
 Executed operations audit, created strategic plan, negotiated suggestions with client and vendors and implemented
efficiencies. This provided client with significant savings to hardware budget, and shortened billing run times by 25%.
 Negotiated solution to executive level impasse between ALLTEL and overseas client.
Education & Organizations:
King’s College, Wilkes-Barre,PA, Coursework in International Marketingand Psychology;
The Sandler Sales Institute, IBM ProjectManagement, ALLTEL ProjectManagement, CSC Project Management, Xerox Project
Management, Penn State Management Courses I,II,III.
Professional Organizations: Free and Accepted Masons;NESA, APICS
Tools and Technologies: MS Office Suite; Visio;SDLC Processes;Process Engineering, SharePoint,Waterfall Methodology, RAD/Agile
Methodologies, PMBOK.