Robert E.

Lanzotti
Strategic Marketing & Planning – Senior Project Manager – PMO Leader – Large Complex C
– Outsourcing – Senior Project Management Director – Operations Director Revolutionar
wth – Aviation Logistics and Supply Chain Management – Manufacturing Human Resources P
&L – Organizational Change Management – Financial Planning and Management – Transformat
cutive Leadership – United States Marine Corps – Program Management Government Contracts
– Business Development – Multi-Discipline / Multi-Industry Leadership – Special Projec
unt Division Corporate Portfolio Management – PMP – PMBOK– Start-up and Turn-Around Ope
ns
850-623-6027 • Email: robertelanzotti@hotmail.com • Milton, FL
Senior Program Manager
Leadership and management of large complex multi-discipline, multi-industry chan
ge is his specialty. Robert is a thoughtful, resourceful, take-charge, decisive
general and financial manager, strategic planning leader, program and operations
manager, with extensive experience in building and leading teams to architect,
enhance and manage large complex programs, business processes and supporting com
plex IT systems for both commercial and government sector clients. Began operati
ons and project-management career during distinguished service with U.S. Marine
Corps, creating solutions for problems with global aviation logistics and supply
-chain management. Acquired strategic planning and outsourcing project managemen
t, and broader supply chain management experience with Nortel, ACS and CNSI, whe
re, among other strategic initiatives, he architected multiple multi-billion dol
lar opportunities, and managed implementation thereof. Robert facilitates commu
nications between operations leaders, financial leaders, human resources leaders
, business development leaders, technology leaders, legal council and general co
rporate and client management leadership. Professional growth most recently incl
udes independent work to lead the development of strategic, financial, communica
tion, and implementation plans to address unbelievable socioeconomic issues on t
he second largest American Indian Reservation.
Areas of Expertise and Keywords
Strategic Planning • Operations Officer • Sr. Program Director • PMO Lead • PMP • M
rogram Management • Deal Architecture • Contract Negotiations • Aviation Logistics •
utive Management Teams • Business Process Outsourcing • Manages and Mentors Other Leader
s • Department of Education General Management • Financial Planning Budgeting and P&L â€
ancial Reporting • Business Development Market Entry Strategist • Financial Planning and
Management • Project Program Account Management • Waterfall Organizational Change Manag
ement • Start-up Mgmt • Client Relations • Vendor-Subcontractor Management Proposal Man
nt • Turn-Around Mgmt • Human Resources • Business Process Reengineering • Leadership
ial Services • Telecommunications • Insurance Claims Processing Systems & Operations
RUP • Agile • Manufacturing & Supply Chain Management • Non-Profit Leadership •
es Marine Corps
Professional Experience
Pine Ridge Indian Reservation, South Dakota 2009
-Present
Second largest Indian Reservation in U.S. (Home to 50,000 Sioux American Indians
)
Volunteer Program Director: Strategic Planning, Implementation Manager and Opera
tions Director for Non-Profit Organization
• As a volunteer, oversees aspects of 501(c)3 non-profit organization “Total Immersio
Education School†program that will facilitate cultural change on the largest level
of a population with the ultimate objective of creating individual and Reservat
ion self-sufficiency
• Developed strategic plan and business model for education system designed to add
ress reservation-wide socioeconomic and healthcare issues
• Developed detailed start-up and initial operating budget of approximately $20Mil
lion
• Developed local and national marketing and communications strategy
• Directing execution of aforementioned plans
CNSI INC, Rockville, MD; Olympia, WA; Pierre, SD
2007-2009
delivers a broad portfolio of (IT) and business process outsourcing (BPO) soluti
ons to gov't clients
Strategic Consultant and Project Management Director
• Led development of financial plans and corporate strategy and detailed plans for
market entry strategy and subsequently assisted with creation of business devel
opment materials for multi-billion dollar Government Healthcare Assistance indus
try, working directly with Board of Directors and Senior Executive Corporate lea
dership (CFO, CIO, COO, president, CHRO, CMO)
• Provided consultation to president, regarding associated Human Resources and org
anizational change requirements for corporation (compensation, benefits, HR mana
gement, employee satisfaction, organizational architecture, cultural change) and
financial impacts thereof
• Led development of proposal materials specific to implementation of $1.7billion
government healthcare opportunity
• Provided Financial Management, Program Management and Human Resources consultati
on on solutions for problem areas of $290 million IT Project
• Participated in contract negotiations, developed initial project infrastructure
including PMO, Pricing Strategy, Budgets, etc., as Director of Program Managemen
t, pre-start-up $70 million MMIS project
• Built staffing models for 148 person staffing ramp-up, and managed the implement
ation of staffing ramp-up and ramp down plans
• Oversaw development and QA of multi-thousand line detailed MS Project schedules
• Consulted to lead methodology architect on creation of iterative/RUP SDLC for st
ate government contracts that led to 17-23% reduction of staff normally required
for same type of project
• Provided project leadership, established project priorities, financial performan
ce planning, HR, & P&L management as Program Management Director on $70M project
including building initial matrix team of 148 staff and subcontractors for impl
ementation of MMIS project
AFFILIATED COMPUTER SERVICES (ACS) INC, Various Locations 2000-2
007
global leader in business process and information technology services
PMO Director, Business Process Outsourcing (BPO) (2006-2007) Lexington, KY
Directed Enterprise Project Management operations for over 20 consecutive commer
cial sector BPO projects at various stages of business development and implement
ation pipelines. Managed Team of VPs and PMs and staff/teams (200 – 1000 staff as pr
ojects rotated through PMO) including all aspects of Facilities transitions, Cus
tomer Service, HR, Finance, Quality Management, Ops, and Communications
• Generated additional $225 million of unplanned revenue through more efficient im
plementations
• Raised customer service satisfaction on multi-hundred million dollar accounts, 1
0-30% through well managed implementations
• Significantly decreased BPO implementation timeframes generating a 4-6 month qui
cker return on investment than non-PMO managed projects
• Implemented BPO/Human Resource Outsourcing solutions, resulting in need for sign
ificantly reduced operational FTE headcount, such as reducing the number of staf
f needed for an operation from 7300 to less than 2000
• Oversaw facility and technology infrastructure consolidations and relocations
• Developed Academic Infrastructure for and provided leadership for PMO University
, which serviced thousands of staff (Finance, Operations, IT, PMs, Business Deve
lopment, Executives).
• Managed evolution of Software Development Lifecycle (SDLC) Methodology from trad
itional waterfall methodology to more iterative and highly scalable methodology,
fitting projects from $500k to $1Bil+ that was CMMI Level III aligned
• Developed and Implemented Business Development Methodology and Organizational Ch
ange Management Methodology
Project Manager and Program Operations Consultant (2005 -2006) Raleigh, NC
Implemented and Managed Project Management Methodology. Re-established solid wor
king relationship between ACS State and Local and MMIS client contracts office.
Developed Internal Interfaces Architecture Document identifying hundreds of comp
lex interfaces for SOA oriented product.
• Working with over 100 developers and technical staff, business analyst, quality
mangers, and PMO staff, Identified, researched, and defined approximately $50 mi
llion of undocumented out-of-scope changes. Obtained approval from client for in
voicing-recovery of approximately $25 million
Program Manager for State and Local Government Division (2004-2006 – overlaps previo
us) Atlanta, GA
• Leading 25 SMEs, analysts, and PM’s, developed and Implemented Iterative Agile-like
SDLC leading to more efficient project-operations for ACS MMIS projects, with ea
rlier more significant client partnering resulting in fewer defects, less rework
and more positive client relations
• Supervised development of detailed MS Project schedule for Implementation of div
ision-wide Project Management Methodology for State and Local MMIS government pr
ojects
• Developed and Managed Strategic Competitive Landscape Analysis and Recommendatio
ns Process and Product, leading to company changing its approach in MMIS market
space
Enterprise PMO Director for Eligibility Determination Government Assistance Prog
ram (2003 –2004) Tallahassee, FL
Directed development of strategy of $1.16 Billion new line of business/new marke
t entry for ACS (Government Assistance Eligibility Determination). Facilitated c
ollaboration with CIO, CTO, CHRO, COO, CFO, and president on strategic and tacti
cal plan. First/largest of its kind in U.S State and Local market.
• Oversaw creation of pricing strategies and implementation budgets
• Created Business Process efficiencies such that 75% of workforce could be reduce
d (over 2000 staff / 2yrs)
• Reduced number of facilities through consolidation of services from over 500 to
less than 100.
• Provided direction (schedule, methodology, budget) on transitioning 2500 staff f
rom State payroll to private company payroll
• Provided direction on associated organizational cultural change management requi
red to shift employees paradigm from “state non-profit†mode to “private for-profitâ€
• Directed creation of detailed MS Project schedule for all aspects of HRIS, and 2
500 staff transitions
• Built team of over 300 staff to prepare for initiation and implementation of dea
l
• Facilitated development of as-is business processes, to-be model, and transition
model
• As PMO Director, Post-Contract Award: Provided oversight for implementation/ acc
ount operations including all aspects of HR, Finance, Quality Management, and Op
erations.
Product Manager and Implementation Project Manager for Department of Education P
roject (2000-2003) Raleigh, NC
Built operations management framework, managed budget and staff for $150 million
ACS / Department of Education contract. Assumed direct responsibility for P&L,
product evolution and 140 staff for each phase of project. Acted as PMO Manager
at start-up; Development Manager during initial development phase; Configuration
Manager during code merges and Implementation Project manager for roll-out. Act
ed as IVV (independent validation and verification) and QA Liaison during extern
al audits; Call Center Manager post-rollout; Achieved CMMI II. Project included
large complex organizational change management, as the objective was to align 60
community colleges to one system (ERP) for their HR (payroll, leave, benefits),
Finance (GL, AP, AR, Reporting, Purchasing, etc.) and core business of Student
Management (registration, curriculum, grade reporting, interfaces).
NORTEL NETWORKS, Various Locations
1997-2000
Raleigh, NC; Toronto, Ontario, Canada
Manufacturing Plant Operations Outsourcing Manager
Developed outsourcing plans for multi-billion dollar manufacturing, and supply c
hain management (SCM) operation. Managed outsourcing of international operations
and supply chain for printed circuit board (PCB) manufacturing operation: Human
Resources: engineers, buyers, directors, plant managers, line managers, Ops VPs
, etc. Facilities: Consolidations, international logistics, supporting infrastru
cture and technology, etc. Supply Chain Management: vendors, contracts, solenoid
s, transistors, resistors, printed circuit boards, etc. Process: screen printing
, surface mounts, tolerances/variances, lamentation, drilling, testing/Quality A
ssurance, packaging and distribution/shipping and receiving, expediting supply c
hain, negotiating contracts, etc.
Corporate Strategic Planning Market Analyst
Produced competitive market analysis landscape and recommendations, and analysis
of partnership, merger, and acquisition opportunities. Helped develop Global ou
tsourcing plan, and later promoted to Outsourcing Project Manager to implement k
ey portion of outsourcing plan.
UNITED STATES MARINE CORPS
1992-1996
Stationed three of four years in Japan and Western Pacific.
Managed Supply Chain Management (SCM) and Logistics Contracts for Marine Aviatio
n Logistical Squadron (MALS) between U.S. based commercial companies, U.S. Naval
Supply Depot and Japanese based companies in support of multiple C-130, CH46, U
H1N (Hueys), AH1W (Cobras), CH53, P-3 and mixed squadrons. Coordinated aviation
maintenance and supply chain management activities at MALS level. Led unit activ
ities on deployments for Joint Forces Exercises/Missions in Japan, Korea and abo
ard ships. While working within USMC Air Wing, trained for, and placed in top 10
% of Marine Force Reconnaissance Indoctrination Tests. Meritoriously promoted tw
o times. Received multiple commendations and Navy Achievement Medal. Selected as
Non-Commissioned Officer (manager) of quarter, 2x while competing with 600+. Re
commended for Meritorious Commissioning (less than 1% of Marines are recommended
for meritorious commissioning). Ate lunch atop Mt. Suribachi, Iwo Jima, during
50th Anniversary Commemorative Ceremony.
Education and Certifications
• Sat for Project Management Professional (PMP) Exam and received PMP certificatio
n in April 2004 (Certificate Number 189822).
• Continuing Education Courses from North Carolina State University, Marine Corps
Institute, Pensacola, Jr. College, and Numerous Corporate Executive Leadership P
rograms (Covey, Drucker, etc.)
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