STEVEN G. NEWMAN

11394 Marcella Ave. Weeki Wachee, Florida (c) 352.536.0151 sgnewman1066@gmail.com

Sr. Consultant/Program/Project ManagerSummary:

Experienced Senior Project/Program Manager offering 35 years of success leading complex, multi-layered and cross-functional Operations and Technical Projects in small, medium and large operating environments both domestic and international with special expertise in Mergers and Acquisition, specializing in Acquisition Integration. Experience in Healthcare, Telecom (both wireline and wireless), Horticulture, Construction and Automotive spaces.

Expert at Operational and IT Due Diligence for Mergers/Acquisitions and Acquisition Integration as well as Divestitures of entities/companies.

Adept at Operations auditing to identify/implement hardware and software system efficiencies, increasing job stream efficiency as well as personnel efficiency.

Planned and managed multi-million dollar projects aligning or re-aligning organizational strategic goals with Operational and Technical Solutions.

Expert at Process Engineering or 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 innovative solutions, procure buy-in in diverse cultural environments, and communicate them to users and stakeholders,

Extensive experience in Waterfall methodology, RAD, PMBOK. Operational due diligence projects for Wireless Enterprise Software Billing System implementation in the following

countries: Singapore, Philippines, Guam, Saipan, Mexico (partnered with Booze-Allen), United Kingdom, Canada (Vancouver, Alberta, Saskatchewan simultaneously).

Core Competencies: Program/Project Management 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/Team Mentoring Critical Planning/Strategy Development Customer Service Management Requirements Definition/Project Scheduling Strategic Project to Business Alignment Matrix Environment Resource Management

Experience:SaM Consulting Services (Principal) – FL 1999 – PresentSenior 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, hiring procedures, Employee Handbook, Job Descriptions, Policies and

Procedures. Provided validation for OSHA compliance. Constructed and implemented Gramm-Leach-Bliley and Red Flag Programs 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. Performed security audit for IT Infrastructure to ensure full security and compliance with Federal regulations.

1

STEVEN G. NEWMAN

EHR-LLC – Tallahassee, FL 2012 – 2015Senior Project Manager Healthcare Projects

Managed IT/Technology response to South Carolina BC&BS MMIS Replacement RFP response managing third-party integration on responses and multi-cultural team of consultants.

Developed requirements for IT infrastructure for new data center operations including transfer protocols, network security, user access, LAN/WAN requirements for implementation, 3rd. party software application integration and disaster recovery plan.

Developed new requirements for in-house software application and worked on implementation planning team to develop implementation project plan.

Developed requirements for Q/A Testing and developed associated project plan to implement software application. Managed development and writing of 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 – 2012Senior 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 – 2012Senior 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 – 2011Senior 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 along with developing IT Infrastructure including

the implementation of 3rd. party software implementations. Audited and recommended IT Infrastructural requirements. Developed strategic/functional Project Plan including all milestones and deliverables. Brought entire project in on time and

on budget.

2

STEVEN G. NEWMAN

Rosario Automotive Group – Clermont, FL 2003 – 2009Senior 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 project ensuring same 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), 3 rd. 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 – 1999Senior 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 – 1999Senior Project Manager - Managed outsourcing engagements, IT technical support team, custom software development teams and the field support office for outsourcing accounts, with a total direct and matrix staff of 75.

Data Center move, rebuilt network 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 improving overall IT efficiency and scheduling with all third-party vendors.

Developed project plan for integration of two departments, increasing functionality and reducing headcount and operating budget.

3

STEVEN G. NEWMAN

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 – 1997Project Manager - Led more than 40 personnel and annual revenues of $3.5 million in remediation efforts for at-risk projects.

Analyzed domestic/international project workflow, reengineered workload/workflow practices 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 aggressive growth plan and overhauled unprofitable call 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%.

4

STEVEN G. NEWMAN

ALLTEL Information Services (Dallas, PA) 1988-1995ALLTEL 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 Support Representative and held a variety of positions throughout the 7 years I worked for them. My responsibilities increased steadily as I worked both domestically and internationally, ultimately serving as Implementation and Transition Manager. Sr. Project Manager/Implementation ManagerRecruited to turn around troubled international account, establish technical support and testing departments at the client site and evaluate operational efficiency with management responsibility for staff of 15.Highlighted Projects (All projects were for Wireless Telecom)

Data Center move, rebuilt network 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 improving overall IT efficiency and scheduling with 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 particular emphasis upon technology and infrastructure.

Developed software training programs and subsequently taught numerous classes to customers. Lead team to elicit 186 enhancements to new software enterprise billing system, then worked directly with

Development Teams to ensure inclusion in customer’s new platform, Managed data conversion from legacy billing system to new enterprise billing system for three customers in Canada,

simultaneously. Managed implementation for new enterprise software billing system for three customers in Canada, simultaneously.

Also managed the IBM relationship for this set of projects. Managed the creation of new outsourcing group local to Canada to assume processing responsibilities for the three

Canadian customers. Operational due diligence projects for Wireless Enterprise Software Billing System implementation 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 Assurance Functions from the USA to the United Kingdom for the implementation for first-ever real-time wireless billing system for Mercury One2One. Created infrastructure to support both new departments. Recruited, hired and trained total team of 15 nationals achieving all objectives at 25% 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 Marketing and Psychology;The Sandler Sales Institute, IBM Project Management, ALLTEL Project Management, CSC Project Management, Xerox Project Management, Penn State Management Courses I, II, III.Professional Organizations: Free and Accepted Masons; NESA, APICSTools and Technologies: MS Office Suite; Visio; SDLC Processes; Process Engineering, SharePoint, Waterfall Methodology, RAD/Agile Methodologies, PMBOK.

5