Chad Greenslade, PMP, SSM, CSM, ITIL v3, PRINCE2

Client billable strategic role responsible for the overall quality of delivery for the firm’s portfolio of services and solutions for assigned growth and strategic accounts.  Directed the technical delivery of professional services consulting engagements, serving clients in a variety of industries and sectors to enable business solutions built on Microsoft technologies.  A trusted advisor in assigned client account base responsible for maintaining relationships with key stakeholders and advising clients on the firm’s offerings, capabilities, services and solutions.  Directly responsible for specific account growth goals by understanding a client’s unique technical and business needs and developing tailored program solutions to achieve their strategic business objectives.  Drove sales opportunity pipeline and articulated data-driven strategic vision by positioning how data and analytics impacted organizational business and client value, strategic insights, trends, the overall achievement of business objectives, and the impact to the client’s competitive advantage.  Guided clients through their transformative journey by helping them understand and leverage their Microsoft investments to achieve desired outcomes.  

Fulfill strategic, operational, and tactical responsibilities for IT products & services aligning to the infrastructure, operations, support, colleague communications, human resources, legal, risk, and colleague training business outcomes.  Develop product road maps, visions, and backlogs with supporting prioritization and demand management activities.  Provide production and operational level support, data analytics, troubleshooting, and escalation.  Chair the product line’s steering committee.  Provide management and oversight of project teams, project managers, and scrum masters.  Serve as the “trusted adviser” and primary point of contact to business line executives and senior leaders.

Designed, built-out, and led the world-class, cross-functional, enterprise IT PMO, ensuring all strategic, interrelated programs, projects, and associated planning & governance processes were aligned from inception to completion. Provided ownership, accountability, tactical and strategic leadership for the on-time and on-budget delivery of concurrent capital and operational projects, including ATM client facing product development (software stack, transaction set & routing), infrastructure maintenance / upgrades (data center equipment moves / adds / changes / refreshes), and various software development initiatives (ERP, CRM, MIS) spanning all business lines within the company.  Hired, trained, mentored, and coached FTE executing a Capital (CapEx) budget of annual project expenditures and a PMO departmental Profit & Loss (P&L) CapEx / OpEx annual budget.

Managed multiple, concurrent infrastructure projects and strategic programs, from concept to completion, in a multi-location, multi-business unit, shared services matrix environment, with responsibility for building and leading onshore & offshore technical teams, contractors, vendor suppliers, and business stakeholders in a matrix organization to effectively deliver solutions into the production environment. Managed all IT infrastructure projects companywide, providing ownership and accountability for delivery of concurrent capital and operational projects, inclusive of schedule, cost, and quality aspects ensuring successful delivery of project objectives.

Designed, built-out, and led the cross-functional, enterprise IT PMO, ensuring all strategic, interrelated programs, projects, and associated planning & governance processes were aligned from inception to completion. Provided ownership, accountability, tactical and strategic leadership for the on-time and on-budget delivery of concurrent capital and operational projects, including product development, infrastructure maintenance / upgrades, and various software development initiatives, spanning all business lines within the company.  Hired, trained, mentored, and coached FTE executing a Capital (CapEx) budget of annual project expenditures and a PMO departmental Profit & Loss (P&L) CapEx / OpEx annual budget, inclusive of yearly forecasting and achievement of marginal improvement objectives. 

Information Systems, Criminal Justice, Magna Cum Laude