TARRI L.

BRYANT
5280 Wolf Run Drive Home: (614) 475-4693
Gahanna, OH 43230 Cell: (614) 582-4390
tbcca7ba@westpost.net
Education, Certifications and Affiliations
aBachelor of Science in Business and Management, University of Maryland, Europea
n Division
aCertified Business Continuity Professional (CBCP)
aDisaster Recovery International Institute
aProject Management Professional (PMP)
aMaster's Certificate in Project Management, The George Washington University
aProject Management Institute
aToastmasters International, Competent Leader
Qualifications
An experienced Disaster Recovery and Business Continuity Manager, Project Manage
r and Information Technology (IT) professional whose experience provides a signi
ficant blend of technical experience and business successes. Professional backg
round includes years of progressive experience in both hands-on technical and IT
leadership roles. Possess a myriad of skills supporting Project Management met
hodology and Disaster Recovery and Business Continuity planning.
Professional Experience
Wachter, Inc January 2010 - September 2010
16001 W. 99th Street
Lenexa, KS 66219
Senior Project Manager
a Recruited to be the on-site Senior Project Manager representing Wachter, Inc
on a $5.5M initiative for JP Morgan Chase (JPMC). The NetFresh 2010 Project was
an initiative that refreshed end-of-life data and voice network technologies in
all 3,100+ former Washington Mutual bank branches. Worked as the direct liaiso
n between the Wachter support and project teams and the JPMC project team.
a Followed JPMC Project Management methods and practices for interaction with b
ank branches, reporting status to JPMC project team and for ensuring all deliver
ables were correct and on time.
a Responsible for being the single point of contact with the bank branch or ass
istant branch managers for the scheduling of surveys, cable installation and qua
lity control visits. Also responsible for providing information to the branch o
r directing branches to the proper resources for problem resolution. Initiated
pre-visit and post-visit calls to ensure branch managers were aware of the sched
ule, who would be in their branch during what time frame and to follow up to mak
e sure there were no problems when the installers finished a cable installation.
Maintained a call log of all calls made with date and time stamp and name of p
erson receiving the call.
a Followed a strict schedule for deliverables, responsible for compiling the Dai
ly Report for all surveys and installations, uploading daily and weekly document
ation from the FTP server and keeping the JPMC database updated. Used the JPMC
database to keep track of branches less than 100% complete, deliverable due dat
es and reporting status to Wachter. Facilitated two daily conference calls with
survey and installation teams to capture status and record issues for resolutio
n or escalation.
a Responsible for managing any issues from branches, dispatching a technician,
keeping the branch manager and JPMC project team informed of estimated time of a
rrival and documenting the resolution. Also engaged the JPMC project team when i
ssue required escalation. This included day after issues and issues that result
ed from either quality control visits or input from the activities that followed
cable installation. Also worked with Facility Managers of the branches for a m
yriad of special projects in order to successfully complete cable installations.
Mirifex Systems, LLC February 2007- August 2009
PO Box 328
Sharon Center, OH 44274
Technical Project Manager, BIA Remediation
a Responsible for providing Technical Project Management to National City Bank
(now part of PNC) in establishing an internal Disaster Recovery solution to impr
ove its disaster recovery capabilities to comply with the recovery requirements
of itas Business Units and the Federal Regulatory agencies that audit operations
. Employed National City Project Management methodology practices in change man
agement, project reporting and issue escalation/resolution
a Worked directly with business units in establishing recovery and business con
tinuity requirements during annual Business Impact Analysis (BIA) reporting.
a Provided oversight and management of the application code owners for 154 reme
diated applications resulting in a total risk mitigation of $75M. Responsible f
or resource scheduling, escalation and resolution of issues to management and sc
heduling of implementations during maintenance windows to includes all technical
and support resource and business unit validation upon completion of implementa
tion.
a Responsible for leading meetings from information gathering, implementation c
ompletion and lessons learned. Ensured meeting minutes were accurate and timely
. Meetings could include business leaders for the high level kick off meetings
to the technical and support personnel at planning and implementation meetings.
My ability to successfully communicate with both business leaders and technical
IT professionals allowed me to easily lead meetings to a successful conclusion.
a Provided Disaster Recovery Process Improvement practices to project leads and
architects for consistency and streamlining current and future disaster recovery
solutions. Worked directly with Portfolio Consultants as a liaison between the
business units and the IT organization.
a Provided overall support to the Lending Portfolio in disaster recovery exerci
se planning and execution. This included both feasibility testing ,as well as e
nd-to-end recovery testing. .

AmericanElectricPower May 2001 a" October 2006

Columbus, Ohio
Manager, Disaster Recovery Services (Apr 2003 a" Oct 2006)

a Responsible for the Business Continuity and Disaster Recovery (DR) Program fo
r the largest utility company, covering an eleven state territory and consisting
of multiple business units and operating companies.
a Responsible for Business Continuity Planning (BCP) for organization to includ
e ensuring recovery plans were up-to-date, call trees and building evacuation ex
ercises were executed and alternate work locations were identified.
a Established and lead the Pandemic Planning Task Force to prepare the business
units in the event of a pandemic flu.
a Participated in the Franklin County Emergency Management Agency Pandemic Plan
ning.
a Provided DR and BCP readiness reports to the Executive Security Council on a
monthly and quarterly basis.
a Lead a $15M project in evaluating business recovery requirements via the Busi
ness Impact Analysis, identifying options and alternatives, analyzing internal a
nd external recovery strategies and implementing an internal IT recovery solutio
n for 170 critical applications.
a Responsible for developing risk matrix for each recovery option (internal ver
sus external), identifying mitigation strategies and managing risk throughout pr
oject.
a Ensured disaster recovery processes were integrated into existing business un
it processes to include Change Management, Production Management, and implementa
tion of new projects or modification to existing application or infrastructure p
rojects.
a Responsible for executing disaster recovery exercises for all applications on
ce a year to include table top exercises, simulated disaster and business unit p
articipation.
a Responsible for training and awareness of AEPas Business Continuity Program a
nd providing thought leadership and best practices.
a Responsible for a staff of four Business Continuity/Disaster Recovery profess
ionals.
Senior IT Consultant, Project Manager (May 2001 a" Apr 2003)
a Acted as the Shared Services IT Project Manager providing AEP Mutual Energy w
ith a hot site disaster recovery solution. With Mutual Energy requiring less th
an 48 hours down time and a limited budget for DR, Shared Services IT was able t
o propose an inventive, cost saving solution that broke new ground in the way AE
P approached disaster recovery.
a Acted as the Shared Services IT Project Manager on a $7M project launching AE
P Mutual Energy into the Texas retail choice market. Successfully implemented a
20 server, 8 application hosting solution for 850,000 retail customers and elev
en outside business partners by the tight-deadline of Jan 1, 2002. Facing a sho
rt turnaround, rapidly changing requirements and a variety of outside business p
artners and consultants, integrated IT into a rapid application deployment team.
Qwest Communications December 2000 a" May 2001
Dublin, Ohio
Lead Project Manager
a Served as the Software Development Lead Project Manager and single point of c
ontact on a large program with a $6M budget consisting of multiple phases. Prog
ram had high visibility, ranking #7 on the priority list for IT projects.
a Served as the Lead Project Manager on additional, smaller projects requiring
coordinating between stakeholders within the organization, as well as, stakehold
ers within a joint merger organization.
a Used Project Management tools in the planning, controlling and execution of p
rojects reflecting project life cycle and meeting milestones. Responsible for r
esource leveling, budget and hours tracking and reporting.
a Responsible for team building and managing working relationships through moti
vation and delegation.
a Provided mentoring and instruction for Project Managers in preparation for th
e PMI Project Management Professional (PMP) exam.
National Revenue Corporation May 1999 a" December 2000
Columbus, Ohio
Project Manager, Architecture Engineering Division of Information Systems
a Implemented up-to-date Project Management methodology resulting in definition
of process workflow with appropriate input, action and output.
a Used Project Management tools in the planning, controlling and execution of p
rojects reflecting project life cycle and meeting milestones.
a Chairperson of the Process Action Team achieving the goal of increasing commu
nications and streamlining processes within IS.
a Ensured a team approach in the execution of cost effective, technical solutio
ns as well as implementing tier three support on all infrastructure requirements
.
a Coordinated change management through the Change Management Board ensuring al
l change records were required, correct and timely. Followed the corporate stru
ctured policies to avoid unnecessary interruptions or outages.
a Projects range from capital expense of $50,000 to $300,000 with revenue gener
ation of up to $3,600,000.
Department of Defense - Naval Station Ingleside July 1996 -
May 1999
Ingleside, Texas
Chief Information Officer
a Established new centralized IT function by planning, executing and controllin
g the creation of the Information Systems Division (ISD).
a Responsible for the overall management and administration of personnel and ma
terial assets.
a Responsible for planning staff and material resources and acquisition.
a Supervised eight IT professionals.
a Developed a written scope statement for the executive management proposing st
aff and responsibility realignments, budgetary requirements, technological cours
e of action and target timeline.
a Planned the acquisition, implementation and integration of a state-of-the-tec
hnology WAN comprised of 250 end users. Relied upon past technical experience a
nd the expertise of the ISD team in making architecture, design and procurement
decisions.
a Prepared fiscal and projected budget plans and executed accordingly. Managed
a $5M budget.
Department of Defense a" 509th Signal Battalion and Corpus Christi Army Depot
July 1983 a" July 1996
Vicenza and Livorno, Italy and Corpus Christi, Texas
Acting Community Director of Information Management, Director of Information Cen
ter and IT Specialist
a Had the opportunity to live and work in Italy for 7 years. Worked primarily
with Italian, Greek, Turkish, and German local nationals. Traveled extensively t
hroughout Europe as well as Thailand.
a Established a new, centralized IT office (Information Center) for 509th Signa
l Battalion located in two major Italian cities.
a Supervised three civilians and two US Army personnel.
a Relocated to Corpus Christ, Texas working in an IT support role.