THORPE DALEY

Dynamic and team-oriented IT Project Manager specializing in Finance, Information Technology, and Data Management. Innovative and driven with passion for delivering high-quality work through effective project planning, risk mitigation and project leadership. Currently studying to take PMP.

Project Title: FinTech Project

Job Title: Project Manager

Approach/Methodology: Agile

Project Team Size: 1 to 4

Project Dates: April 2022 - July 2023

Description:

The need for this project arose because Clearlink financials have historically been passed through manual spreadsheets and needed to be housed in Looker (business intelligence software) for consistency, ease of use, and automation. After meeting with stakeholders, I created a project charter and formed a project team. I then led the group through the project planning phase where we determined the project would need three phases with the outcomes as follows:

Phase 1: Migrate all Clearlink financials into Looker

Phase 2: Build a financial tracker into Looker

Phase 3: Utilize the tracker to provide high level operational data paired with financials into Looker

With these outcomes in place, I lead the team through scoping exercises to detail the specific work required for each phase. We also discussed possible risks and created a project risk plan. After all this was documented, I organized a weekly standup meeting where the project team would report on their progress and discuss any impediments to their work. The deliverables were achieved and the operational data provided much needed insight to Clearlinks' financials, which enabled the Finance department to create an additional dashboard for the executive team to view the companies' high level financial status.

Project Title: Omni Sales Team Project

Job Title: Project Manager

Approach/Methodology: Agile

Project Team Size: 10 - 14

Project Dates: July 2023 - January 2024

Description:

One of Clearlinks' main revenue sources is their call centers that connect consumers with different brands for their phone, cable, and internet needs. Previously, the call centers were separated by the brands they were able to sell; so when a customer called in, the sales agents had a limited selection of telco brands they could offer the customer. This resulted in a 30% sale conversion rate. The goal of the Omni Sales team was to increase the conversion rate and thus the companies' monetization by standing up a Sales Team able to sell the all core telco providers, as well as, satellite internet, cable, wireless, etc, all on one team.

This was a large project that involved strong cross-departmental collaboration from different teams: Sales, Telephony, Bi/Analytics, IT, Workforce Data Management, Finance, Legal, etc. As the project manager I met with the project sponsor and stakeholders to determine goal project timeline, identify key contributors from each team, etc. After creating the project charter and documentation for scope, risks, and resources, I scheduled a project kickoff meeting where, along with the project sponsor, we informed the full project team of the project goal, scope, goal timeline, etc. I then met with each individual team to scope out their tasks before bringing the full project team together to confirm the work breakdown structure.

The project was organized into two phases:

Phase 1:

A: Rebuild internal order-entry system for new sales team

B: Recruit highest performing sales agents from each call center team to form the core Omni Sales team

C: Add traffic sources (affiliate, unserviceable, etc) to reroute to the Omni Sales team

Phase 2:

A: Identify, Add, and Train new sales agents (14) to scale the team

B: Create financial reporting to monitor conversion rates, average revenue per sale, brand conversion, etc.

The project completed both phases and is already seeing a 40% conversion rate on call sales. I ran the team through a retrospective where we discussed what went well, what struggles we faced, and what we would improve next time. I then withdrew project management support and transitioned the project into an ongoing operational meeting led by the Workforce Data Management and Sales team to monitor and continue to improve the Omni Sales teams' efficiency.