Comcast

Grew team from 6 Technical Project Managers (TPMs) to 8 TPMs and 3 Engineers to implement IT strategy to virtualize network infrastructure nationally. Drove optimization for 7 lines of business across 15 portfolios.

Headed cross-functional team leadership effort to plan and execute network transformation leveraging advanced Excel modeling and demand planning while hitting financial targets totaling more than $3.4B.

Orchestrated a successful value capture program through optimized standards, reduced inventory, and eliminated duplicative efforts to support multi-gigabit speeds at more than 1,200 facilities across more than 500,000 ports.

Optimized processes, resulting in 89% reduction of project completion time (from 18 to 6 weeks).

Coordinated engineering workflow resulting in a 24% improvement in availability (from 90 to 98%).

Leveraged automation capabilities to enhance implementations by 18% (from 17 to 14 days).

Manager, Technical Project Office

Spearheaded transition from manual to automated deployments, resulting in a 35% increase in project completion.

Ensured on-time and on-budget delivery of projects by setting milestones and tracking progress reducing negative impacts across stakeholder groups by 15%.

Implemented DevOps principles and Agile methodology across project teams to ensure accuracy, scalability, and time-efficiency.

Identified gaps in quality and created process documentation to enhance understanding of the development process.

Technical Project Manager

New York University

Developed and monitored a portfolio of technology investments to ensure meeting financial targets. Monitored portfolio performance and actively reallocated resources to maintain optimal allocations.

Participated in the due diligence process for new technology projects and programs, with critical assessments of risks, upside potential, and financial performance based on quantitative and qualitative metrics.

Transformed reporting on software licensing spend by setting benchmarks for 2K+ annual software requests, working with stakeholders to develop dashboards that forecasted renewal needs, and collaborating with vendor management to reduce $1M+ in licensing expenses.

Information Technology Portfolio Manager

Led 3 program managers to drive delivery of products on time and within budget, with zero critical defects reported.

Launched 5 new products and coached team to adopt agile delivery approaches within a large-scale, higher-ed environment, reducing time-to-market from 12 months to 8.

Facilitated meetings to recommend solutions and resolve complex interdependencies between stakeholders, resulting in process improvements with 85% stakeholder satisfaction

Senior Technical Program Manager

Managed cross-functional teams to complete complex programs in a timely fashion.

Developed detailed program plans with measurable objectives that reduced timeline to completion by 12%, decreased development costs by 23%, and increased customer satisfaction by 20%.

Effectively engaged stakeholders in meaningful conversations and utilized program management strategies to drive consensus on achievement of program objectives

Information Technology Program Manager

Christie's

Administrator

The Metropolitan Museum of Art

IT Training Coordinator

Technical Project Management Leader & Process Improvement Champion with 15 Years of Experience

The intersection of WHY we do things and the VALUE of that effort is the lynchpin to success (both personal and professional).

For me, I come from a long line of educators, which has helped me develop a growth mindset. When I left New York City and found myself with a commute during which I could read / listen to books that helped me learn and grow, I also discovered the need for a community. A place to discuss the content, ideas, and develop a community.

Today I take that one step further and embrace conversation about old and new ideas that help each of us grow.

For me, the point of each new day is to learn, to be inspired (maybe even inspire others), and to challenge myself.

What would happen if .... let's find out.

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Meredith B. Rendall

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Meredith B. Rendall

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Meredith B. Rendall's Linkedin Analytics