ANDY RODRIGUEZ, PH.D.

, PMP
8296 S. Yukon Way Littleton, Colorado 80128 (720) 233-1193 ar1125698@westpost.ne
t
VP / DIRECTOR - PROGRAM MANAGEMENT
M&A / Program Management / Integration / Process Re-engineering / Strategic Plan
ning / Lean / ISO
International / Technology / Cost Control / Quality & Productivity Improvement /
Six Sigma
Recognized subject matter expert for mergers and acquisitions (end-to-end proces
ses), leading global cross-functional teams to define project objectives, delive
rables and resource requirements. Solid understanding of enterprise program mana
gement and business operations to increase efficiency, productivity and profitab
ility. Forged strong relationships with customers, vendors and international tea
ms, managing change and integration in diverse cultures.
Key Skills: Manage planning, development, design, test and program implementatio
n. Re-engineer processes to improve customer service, increase sales and generat
e positive business results. Provide forward-thinking on product introduction /
development and new technology projects. Introduce change smoothly.
CAREER SUMMARY
Adjunct Professor, Colorado Technical University, 2008 to Present. Retained to p
rovide subject matter expertise in training next generation of Project Managers.
Target for 15%+ margin increase in project management graduate programs. Assist
ed in acquiring PMI Global Accreditation for CTU January 2009
Corporate Director, Program Management, IHS, Inc., 2004 to 2008. Promoted to man
age complex large and small scale projects (including a $180M acquisition integr
ation) for this $700M provider of Critical Information and Insight in the global
information market. Developed strategies and end-to-end acquisition process, en
suring business growth. Led due diligence and integration project activities for
all corporate M&A activity. Oversaw 40+ executive managers.
* Standardized M&A process, boosting IHS acquisitions from 2 to 16 per year whil
e saving $150M+. Poor internal communication and lack of documentation resulted
in high due diligence cost. Researched materials used for M&A and created an end
-to-end acquisition procedure, establishing foundational process controls. Reali
zed significant cost savings and increase staff productivity.
* Eliminated redundant administration processes, saving $10K utilizing PMO Round
table forum. Eliminated redundant administration processes, saving $10K utilizin
g PMO Roundtable forum. Spearheaded effort to create a project management forum
discussing challenges, latest technology, tools and techniques being implemented
in today's project management profession. Executed world-wide discussion group
and created a knowledge base, leading to greater information sharing to track an
d monitor projects.
Director, Program Management Office, IHS, Inc., 2000 to 2004. Recruited to creat
e the Program Management Office (PMO). Expanded operations to enterprise level,
allocating Portfolio, Program, and Project Managers for world-wide business init
iatives. Managed $1.5M operation budget and 10 staff.
* Prioritized world-wide programs and aligned with corporate objectives to expan
d the bottom line $5M annually. Researched strategic project offices, developing
tools, techniques, and methodology to consolidate two divisions (Energy and Eng
ineering) project data into a centralized project portfolio management progressi
on. Integrated technological advancements, streamlining communications and raisi
ng business unit accountability. Hired appropriate personnel for positions withi
n the PMO.
* Avoided $300K in overhead by spearheading internal data center move as lead pr
oject manager. Firm decided to move a large data center with little help from ve
ndors. Studied migration and flash cutovers, crafting complex project plan for t
ransition. Coordinated migration, maintaining full operations during relocation.

Manager, Business Systems, Petroleum Information (PI) / Dwights, 1995 to 2000. P

romoted to develop business plans and cases for this $300M energy organization.
Managed up to 80 cross-functional team members and $500K budget. Ensured project
completion across P&L reporting systems, integrating CRM, ERP, and database sys
tems.
* Boosted Oil and Gas software application profit margins 30% ($250K) after impl
ementing geosciences into application development. Identified innovative ways to
manipulate software to search for Oil and Gas development and exploration plays
. Collected data from geologists and developed project specifications for develo
pers to enhance geoscientist usability. Capitalized on real-time geological info
rmation to improve O&G well and production data search performance.
Other:
* Improved Denver Police Department administration workflow 30%, saving client $
5K per contract. Asked to assist government agency. Performed an OPM3 (Organizat
ional Project Management Maturity Model) assessment, identifying areas to maximi
ze finance bureau's contract administration process. Recommended and implemented
changes, providing additional project management training to staff.
* Spurred Project Management Institute membership growth to 3,000 one-year ahead
of deadline. Elected by peers to serve as PMI Mile Hi Chapter's Vice President
of Membership beginning 2007. Set goal to increase membership base by 10%, targe
ting 2009 for completion. Developed and implemented business plan, recruiting ke
y staff to fulfill human resource requirements. Increased brand awareness and ex
ceeded 3K member goal on March 2008.
Earlier: Systems Analyst, PI / Dwights. Geologist / Geologic Data Analyst, Petro
leum Information.
Education / Certifications
Ph.D., Business Organization and Management (with honors)
Capella University
MS, Computer Information Systems (with honors)
Regis University
BA, Computer Geology
Metropolitan State College of Denver
PMP, Project Management Institute
Six Sigma, Lean, and ISO 9001:2000
2009-2010 Educator of the Year - CTU Denver