Timothy Figueroa, Resume

Timothy Figueroa,
Objective

Aurora, CO 80015 (303) 725-6340

To secure a position as a Business Analyst, Product Manager interfacing with the organization's stakeholders, planning initiative, defining needs, managing progress and aligning results that lead to measurable business value.

Summary
Accomplished professional with a diverse background, having more than ten years experience helping organizations with strategic and tactical planning initiatives; business processes improvement, goal alignment and requirements. I have worked in environments to deliver solutions as an interface. This experience coupled with proven ability to see the big picture and apply it to tactical needs enhances my ability to consistently contribute to the profitability, effectiveness and improvement of organizations.

Experience
Application Architect II, Senior Business Analyst IQNavigator LLC March 2012 Present Greater Denver Area Interface between customer's partners, suppliers and development teams to gather requirements. Employing the Agile development process to support customer and corporate goals and needs. As a Application Solutions Architect, in a fully Agile environment, I provide technical consultative services during the implementation process. This role is a support function working directly with PSO project teams on complex projects or expansions to develop and articulate technical solutions, assisting the project team in meeting the clients business and technical requirements. This role is an individual contributor role that is frequently client facing, but primarily focused on supporting the implementation project team internally. Agile tools used are Jira and Rally. This role interacts with Implementation, Product Management, Technology, Quality Assurance, Tier 2 Support, Client Services (Functional Analysts) and business stakeholder's roles. In addition, I have an in-depth knowledge of systems, integration, process, collaboration, requirements, technology planning, problem-solving and development management. Areas of Responsibility include: Customize, configure, and implement software solutions Liaison between business stake holders, the business and technical teams on requirements Business case crafting and communications role Document business processes and train others in aspect of use of the platform (i.e. Web services, XML, inbound and outbound services, using REST Services and HRXML standards) Design systems, integrate components built by developers, and ensure architectural integrity Implementation project team member, designing technical solution and supports the configurations as needed Prepare technical implementations, design content contributing to the Business Process, as well as participate in problem solving sessions and prioritization of business deliverables. I participates in the Internal Design Review process and Client Solutions Review process I am a Subject Matter Expert for integration best practices supporting implementations and expansions

eCommerce Program Manager Louise Enterprises LLC July 2011 April 2012 In this role, I was tasked with a eCommerce business build whose goal was to take a concept and end with an implementation (the result of which is www.thegiftideaplace.com.). This entailed: Working with cross-functional teams to define and develop requirements Developing a roadmap Developing the project backlog, release schedules and sprints (goals) Manage the project backlogs, priorities and sprints to completion Developed budget details to objective and times Managed the development and testing teams for the ecommerce site project Planned SEO and SEM strategies and implementation with development teams Worked on product integration and review Managed accounting and payment gateway integration and implementation Reviewed and managed multi-governmental regulatory constraints and compliance Assured process development and implementation for daily operations Assured site submission to major search engines Conducted Usability and UX interface work to ensure ease of navigation Post review of site implementation, goal alignment and next step's Result: ecommerce is successfully implemented, and working through SEO strategies and planning to enhance Google and Bing rankings. Business Analyst II Insight Global June 2011 Nov 2011 In this role, I served in the Channel Management group assuring direct, and indirect channels were provided full services in products and systems. Part of the role was defining and documenting functional and non-functional requirements using the Waterfall method (SDLC), interfacing with IT Systems and Technical Analyst, participated in UAT and device testing at times. I was involved with process improvement and product discussions, as well as business strategy development and advocating for the business. I had a support role for the new billing system implementation with respect to testing, and post launch support. Some of the tools used here was MS Office, Telemagic Doors, IBM Quality Center, Visio, MS Access, MS SharePoint, etc. Adaptive Engineering LLC. Boston, Mass 2008 2010 Enterprise Product Manager, Senior Analyst Manager
While at Adaptive Engineering, I focused my efforts on productivity in today's businesses centers through the use of communications and collaboration platforms, applied to CRM businesses, while applying the latest technologies to challenges. I was the product manager for a new intuitive and easy-to-use collaboration product that helped improve operational excellence by saving time and increasing the ability of the organization to react, by means of focused requirement's gathering, documentation using wire frame and prototyping to manage access to enterprise to products and services. I kept abreast of the latest trends and technologies throughout a number of industries and applied these concepts to improve the value add proposition of the product offerings. My value add was realized in working at all levels of the organizations and delivering on commitments.

EchoStar LLC. Englewood, CO (DISH Network Network) Sr. Business Analyst

2004 2008

EchoStar presented many fascinating challenges and positive results for me and the organization. I lead the initial study of next-generation billing systems and worked with groups across the organization to gain consensus and strategy in a complex technology setting. I produced studies that suggested and proposed new and enhanced process changes resulting in automation of long standing manual process resulting on improved customer care and organizational performance.

Percepta, LLC. Englewood, CO (Ford Motor Company Joint Venture) Program Management, Sr. Business Analyst, Special Projects

2000 2004

Partnered with Company Leaders to develop executive presentation and white papers to articulate long term strategic strategies, goals, details and timetables. Worked with internal departments to develop business process improvement, and assist in metrics collection and reporting. Successfully implemented a number of key client facing initiatives involving Ford Divisions. Communicated trhough executive reports on program progress and risks, as well as, clear goal's and achievements for projects. I developed and executed a project plan for approved projects that conformed to documented processes. This included scope definition, staffing, identification of risks, and contingency plans. As well as directed and coordinated activities of project personnel to ensure project progress on schedule and within budget and scope.

Manager, Learning Solutions

I developed and implemented an industry-leading ASTD award winning Web-Based Learning Development process, managed and lead the eLearning team to Best in Class best practice's status, implemented proactive process techniques that have proven to consistently meet commitments to the business, quality and on-time delivery, within budget projections and manage change control to measurable quality. Resolved technical systems difficulties within eLearning Learning Management System (LMS) by facilitating problem resolution with internal IT teams, management and external vendors to recover and stabilize eLearning operations.

US West Communications - Denver, CO Telecommunications and ISP Business Enterprise System Architect

1997-2000

Partnered with the VDSL Principal Architect to author seven industry-leading technology/process patents, implemented these leading-edge technology/process techniques that have made VDSL technology a reality whose benefits provided tens of millions in measurable cost savings process wide (i.e. management of virtual and physical network inventories, Provisioning systems and methods for auto-discovering customer premise's equipment in activating VDSL, Performance modeling in VDSL networks, Fault Management in a VDSL Network, Proactive repair process in a xDSL Network, Proactive Service request Management and Measurement, etc. Developed industry-leading Alarm Management technique that is in use at Qwest and resulted in a patent that completes the end-to-end enterprise alarm management horizon These activities resulted in nine patents for new groundbreaking methods and process as well as membership to president's club (20 members out of 70,000 employees)

U.S. Air Force 1979-1983 Air Force Staff Sergeant, Officer Training, Good Conduct Medal Honorable Discharge

Education Mesa State College

BS Degree Business Management and Information Resource Management

Webster University References

MBA Degree Masters in Business Administration and Information Resource Management

Dan Hufford, Director of Development IQNavigator LLC, danhufford@gmail.com Phone: 608-239-5261 Tony Ray, Integration Product Manager, IQNavigator LLC, tray@iqnavigator.com, Mobile: (720) 325-8809

Continuous Improvement: I evaluated Enterprise Alarm Management proposal. Targeting efforts towards the market and business cost analysis and risks; as well as delivering on commitments. The analysis and evaluation were accomplished by monitoring other client sites, competitors and SEC filings. The purpose of the monitoring was to assess risk to delivering on commitments, researching the Enterprise Alarm Management market to determine best in class exceptions that were then used to relate to current client exceptions and a cost-benefit analysis to determine a more realistic cost projection, solution delivery and best in class pictures. Result: Saved $500 million in hidden costs and resulted in a Performance Linking Patent. Presentation and Briefing I developed a strategic picture of the current Enterprise Alarm Management environment. Monitored existing client operating conditions, creating a current state view that incorporated identified business pain points, documenting a optimal state proposal, devising a transition plan to address risks, dependencies, priorities and pain point resolution strategies. Result: In a US Patent: I Developed a industry leading edge technique that resulted in a Performance Linking Methodology patent whose business value came with its implementation resulting in better monitoring of service levels for the business. Innovation: Analyzed and Evaluated the VDSL product offering whose goal was to develop the next step strategic systems strategy that would lead to resolving business pain points in the area of manual process reductions, scalability limitations, and service levels. Partnering with the VDSL Principal Architect resulted in developing new processes, resolving business pain points, identifying dependencies, planning for risk mitigation, documenting current, optimal and transition plans. Result: Partnered for 7 US Patents: Seven industry leading edge process patents whose business value was realized with implementation resulting in better business pain point resolution, making VDSL a viable product and saving millions in operating costs. Enterprise Architecture: Methods Analyzed and evaluated the methods for developing an Enterprise Architecture. The business pain point was that IT didnt deliver on its commitments to the business. Tasked with developing a n understanding and resolution of why IT was not getting the What to do right. Partnering with Architects in multiple organization lead to an understanding of the issues, redefining of the definition of what enterprise architecture is and how to apply this discipline with clear links to business value. Additionally, all enterprise architecture is now defined as a strategy that contains current, interim and optimal state views that highlight business pain points, pain point resolution, transition plans, dependencies and priorities, initiatives and projects. Result: A fundamental change in how IT does business. All IT tasking is linked to business goals and value with pre and post quality analysis to confirm meeting business commitments. Program Management: Methods: Analyzed and evaluated how IT delivers solutions to the business once there is concurrence on strategy. The issue was how the organization managed multiple related initiatives, with each initiative containing one or more related projects. The breakdown was occurring inter-initiative with respect to dependencies, priorities, risks, quality, and program status and change control. Proposed and implemented a strategic set of tools to manage projects as a component of a program. This layer reflected a horizontal view where inter-initiative issues could be clearly identified and managed. Result: IT changed how programs are managed enhancing the ability to deliver value to the business. Quality Assurance: Metrics Analyzed and evaluated the current methods for proving value delivered to the business. Partnering with the Principal Architects to link pain point resolution, optimal state proposals and new process to measurable value projections. This entailed current process evaluation and analysis in the areas of time, cost and resource allocation. Result: I Demonstrated how measurable value could be assessed and used to determine the business best course - pre and prove the value to the business, meeting business commitments - post.