GaryReeves_10c

8/9/2019 GaryReeves_10c

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Tulsa, Oklahoma 74135

Phone: [email protected]

Gary P. Reeves

SKILLS

Managing teams to achieve corporate, team and individual goals.

Coaching and mentoring individuals and teams to meet personal and professional results. Extensive involvement managing people to perform at peak levels.

Management experience with a strong record of success.

Understanding IT's role in supporting business and personnel success.

Analysis of business process and re-engineering application.

WORK

EXPERIENCE

Reeves Solutions: Proprietor Tulsa, OK (6/09 Present)

Reeves Solutions is management coaching entity specializing in project administration anddevelopmental coaching. The goals of the group differ from traditional consultancy in that no

projects are owned or managed by our coaches. Coaches observe the daily interaction,

functionality and effectiveness of the manager and teams. Based upon real time observation a

practice and game plan are developed to meet the specified goals. Coaches oversee the practice

in real time sessions and coach to correct and enhance repeatable and acceptable performance.

Visionael Corporation Tulsa, OK (1/01 10/2008)

Visionael Corporation was begun in Tulsa, OK. Circa 1989 after spinning off from Graphcon

(provider of CAD software and specialist in custom die and material cutting equipment).

Visionael incorporated in Palo Alto Ca. Circa 1996 via Vantage Point Venture Partners .

Visionael develops and markets software for the automated or manual inventory of physical and

logical network equipment and connections. Employee count varied from over 150 worldwide in

the early 2000's to less than 50 in 2008. Marque accounts included: The White House

Communications, The Pentagon, EDS, Sandia Labs, T-Online (France), Bell Canada and Sprint.

As consequence of a merger with a Swedish firm my position was moved overseas.

Director of Product Development

Directed all phases of the product development life cycle of OSS (Operations Support

System) inventory software employed internationally: Bell Canada, T-Online France, White

House Communications, the Pentagon, EDS.

Supervised the development of products using various languages and database applicationse.g. C++, C#, Java, Oracle; Sequel Server; Python, J2EE.

Resume of Gary P. Reeves 1
mailto:[email protected]:[email protected]


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Coordinated development efforts between Visionael resources located in Sweden, U.S., and

India by assigning tasks from work breakdowns and/or backlog ques.

Established development shop in Bangalore India for device library (network, computing

device) modeling and certification for accurate display and SNMP discovery.

Work extensively with product marketing to develop, publish and execute on the product

road-map.

I adapted and implemented a project life cycle methodology specific to Visionael's uniqueneeds to correct issues with scope creep, poorly documented requirements and errant test

cases. Based on changes implemented, within the first six months the development team had

lowered the cost (cut time/waste) to develop products by properly managed resource

allocation and implementing scope and requirements control processes.

I placed an emphasis on coaching and developing personnel on aspects of the job beyond the

written code: design planning, design documentation/presentation, work estimation, risk

assessment, customer facing etiquette and budgetary influences on software development .

Williams Communications Group Tulsa, OK (10/98-12/00)

Formed in late 1997, Williams Communications Group (WCG), Inc., a subsidiary of The

Williams Companies, Inc., owned, leased, and operated a nationwide fiber optic network focusedon providing wholesale voice, data, Internet, and video services to communications services

providers. The company sold, installed, and maintained communications equipment and networkservices that addressed voice and data needs of organizations. WCG entered into bankruptcy in

2001. Through a brief reorganization and emergence from bankruptcy under Luecadia National

Corporation, all assets were sold to Level 3 communications in 2006. I by recruited to Visionael,

leaving WCG January, 2001.

IT Project Manager II

Lead development efforts for Trouble Management standard to facilitate information bonding

with SBC (Southwestern Bell Communications) based on ITU and IEEE standards.

Designed and implemented a single ticket concept that serviced the OSS and BSS to

eliminate the confusion and effort of matching issues to customers or outages.

Successfully campaigned for the purchase of Micromuse as WCGs fault management

solution based on business needs and economic benefits over existing software.

Selected and managed Cap Gemini Ernst and Young (CGEY) as the integration partner for

the fault management installation and integration project.

Identified the viability and sponsored the development of a message aggregation tool that

saved WCG $2.5 million over a five-month period with a $100,000 investment in custom

development.

Worked extensively with Nortel, KPMG and other consultants in preparation for the roll out

of WCGs voice network and application to support SBC.



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Amoco Various Locations (11/84 10/98)

Amoco was the worlds third largest oil, gas and refined products company in the world until its

merger in 1998 with British Petroleum (BP). At the time of the merger it was the worlds largest

marriage of industrial leaders.Prior to the merger, domestically, Amoco divisions included chemical refinement, gasoline and

petrol-chemical refinery, exploration and production (oil/gas), oil and gas marketing, natural gas

liquid extraction, plastics and fabrics production. I left Amoco in 1998 unsure of my position

after the BP merger.

Various Positions

Project manager of software integration for Amoco Fabrics mills in the Southern United

States.

Established baseline testing environment/methodology that would streamline the Chicago

based test teams efforts when new payroll rules/software updates were developed.

Successfully split team into tactical groups to cover each remaining installation in a parallel

approach.

Managing parallel implementations significantly reduced cost of deployment by trimming

the overall project time line.

Member of PREMAS project team for Amoco Production Company (Exploration and

Production Company i.e. E&P) 1989-1996.

Project manager and subject manner expert; co-located with Chevron and Price

Waterhouse to jointly develop requirements and project scope for industry standard release.

Training coordinator for Production and Regulatory functions of the software.

Supervised eight trainers, successfully developed materials and trained over three hundred

users in various geographic locations in one-week sessions within a six-month period.

Provided continued training for new hires and advanced users.

Project manager for specific portions of the production and regulatory reporting and revenue

values. Developed requirements and scope across the four (E&P) regions. Responsible for

sponsorship, test coordination, acceptance and change process in conjunction with Price

Waterhouse project mangers and developers.

Business and processes subject matter expert, chosen to represent the Denver region to

work with Price Waterhouse for scope and develop of an oil/gas production, accounting,(gas) marketing, regulatory system (PREMAS).

EDUCATION

Midwestern State University Wichita Falls, TX



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Post-Graduate, coursework completed towards MBA (did not file position paper)

Midwestern State University Wichita Falls, TX

Bachelor of Arts, Business Administration/Marketing & Economics emphasis


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