Oscar Gonzalez

I led a globally dispersed and diverse IT team to conduct a LEAN value stream mapping analysis to minimize process lead and cycle times for employee onboarding in Wood Americas. This eliminated unnecessary steps, waiting (approvals) times, and changed the workflow from email to IM as the communication channel to run the process.

I also shared the mission with the team and applied servant leadership principles along with planning and running several sprints to do accomplish the following:

01. Identify reporting needs for data quality
02. Design a process map
03. Tune-up tools and track systems
04. Automate tasks
05. Establish daily stand-up meetings,
06. Run retrospectives

A significant improvement was reached in only one month where—in many cases—the team could complete the cycle within hours.

I led product discovery workshops and developed a thorough business case by defining the project vision, mission, risks, and goals -including ROI, NPV, IRR analysis- and writing out the future benefits for the Revenue Recognition process.

I also designed and conveyed product features and non-functional requirements and facilitated the creation of a release plan while collaboratively created RFP with the supply chain management team. I then evaluated and scored proposals from the technical point of view, ensuring alignment with Wood PLC IT and InfoSec policies. I oversaw the execution and delivery of the product while coaching the product owner on the backlog grooming and prioritizing product features.

After six months the product was deployed to field workers, received positive feedback from end-users and stakeholders, and met the financial and quality objectives.

Technologies: HTML, XML, JSON, Microsoft C# .NET, SQL Server 2016, JavaScript, CSS, jQuery, IIS 7

I introduced the idea and the vision of a web-based app so that the dispersed Americas application support team tracked their work time against service tickets. An ambiguous application environment and unavailable ITSM application led to the Americas' IT VP and senior IT operations manager losing track of the team's performance and at the same time, user satisfaction levels were dropping.

With the operations manager as the product owner, myself as the scrum master, and three cross-functional software developers, we created a scrum team to build the solution that in less than three months and were fully live and operational in five countries across the Americas.

The solution involved designing and developing SQL Server Integration Services ELT packages, building a back-end SQL Server database, designing UI interfaces, charts and reports, and deploying on corporate IIS Servers (including DNS, SSL and NAT rules).

Technologies: Microsoft C# .NET, MVC, SQL Server 2016, SSIS ETL Packages, SSRS, JavaScript, CSS, jQuery, JSON, Git, IIS 7

I led discovery sessions, documented, and analyzed functional requirements. Also, I designed the database model, screens, flows, and coded the entire solution using a combination of SOA architecture, database stored procedures, and SQL functions. The app was deployed on the company intranet deliver SSO enabled. A localization module was built to enable multilingual user interface

After nine months, the first release of the product served a 500 people contract with remote field locations in Casanare-Colombia. We made it easy to put in the repository of thousands of technical reference documents, oil-&-gas industry-relevant training material, audio & video presentations, procedures, work instructions, and hundreds of online tests designed to assess and validate The employees' experience and knowledge of the job at hand met client quality requirements.

Three months after we had a second release, included a qualitative assessment program to certify worker hands-on experience. The product was scalable to corporate functions and was deployed in Wood Peru operations for 200 employees.

Technologies: HTML, Microsoft Visual Basic .NET, SQL Server, JavaScript, CSS, HTTP Web Services, SSO, Serialized Objects with JSON, and IIS 7.

I managed a combined team of vendor consultants and software developers, finance analysts, tax consultants, and local application managers to revitalize the TOTVS RM (ERP) system that was partially implemented and offering limited functionality.
The Brazil management team was concerned about the liability risks on state and federal taxes, which were calculated and processed manually primarily due to misinformation and misunderstanding of the system's functional capabilities.
I facilitated discovery workshops and requirements sessions to understand priorities and process flow along with reimplementing the whole system which ultimately saved hundreds of thousands of US dollars that would have been spent in procuring additional systems penalties.
As a result, tax processing tasks were embedded into the ERP system—eliminating dual data entry and human error at the same time complying with up-to-date local tax regulations. I also led the development of ETL data integration packages with existing applications optimizing financial and operational tasks.

I led problem-statement and discovery sessions with stakeholders, created and presented a business case, and executed the whole SDLC from requirements to deployment and maintenance. I also designed and coded three web modules: an employee request form, a letter of employment, and one for employee information.
HCM Modules were accessible through the company intranet—enabling remote users to input data, run workflows, and provide HR management with a centralized data repository. Several SQL Server Reports were built to satisfy the information requirements needed for human resources to run their processes.
Technologies: HTML, JavaScript, XML, DOM, Microsoft ASP.NET, Visual Basic .NET, Web Services, SQL Server, SQL Server Reporting Services

I was responsible for the planning and execution of a multi-year, multi-phased global program on Wood Americas' subsidiaries. I managed the strategic and tactical processes with Wood business managers, IT teams, and local vendors to set SMART goals relative to local environments, as well as obtaining project funding and resources.
In a span of five years, 12 regional companies were connected to the corporate network and more than 10,000 email and AD user objects were created. Some of the program objectives were to enable access to corporate applications and data resources natively along with access to systems via SSO and secure corporate information assets.

This was a considerable big undertaking in volume after one of the largest company acquisitions in 2016 which boosted employee numbers from 40,000 to 80,000 worldwide.
I served as a liaison between the IT BPO partner (IBM) and Wood Americas to ensure the completion of a 3,000 email-and-AD-object migration to Azure cloud servers. The project involved email migration for users from subsidiaries, JVs, and corporate, including application, automated, and service accounts.
We conducted a thorough risk analysis and prioritization scheme with all business stakeholders—including C-suite, VPs, and senior managers—to determine what batches to migrate first and implement potential risk mitigation actions. I then tailored and presented a strong communication campaign in addition to disseminating messages among all organization levels along with capturing and addressing concerns. I also provided feedback to the technical teams and project managers, sought automation improvements, and ensured triage and incident response protocols post-migration.
The migration was completed in four months considering Wood's critical end-of-month/year dates and covered users in the US, Canada, and South America business units with minimum disruption.

I acted as a technical project manager and scrum master and managed a team of two business analysts, one SharePoint administrator, and one software developer. We created a dynamic web form to capture minimum data requirements and a user-customized workflow mapping the corporate delegation of the authority matrix. I also supported backlog grooming, led sprint planning, daily scrum meetings, and led the release planning in a six-month long project.
Release 1 was implemented in US operations; financial reports were included in Release 1.1. Release 2 included a currency conversion module and deployed in Latin America operations.
Technologies: HTML, JavaScript, SharePoint 2010, Nintex Workflow, SQL Server

An adaptive, agile, and iterative approach was needed to accomplish this goal in such a short timeframe. In a record time of two days, I formed and orchestrated a new team comprised of an Alaskan IT vendor, a network engineer based in the UK, server engineers in India, and enterprise architects in the US.
After deploying the site BCP, we created a prioritized backlog with required tasks and agreed upon the minimum available services on a whiteboard with business stakeholders. That vision was enough to identify the resources required, estimate effort, negotiate time allocation, obtain approvals to mobilize team, and plan the activity.
The Result:
90 users were relocated successfully and basic services: internet circuit, network security setup, DNS, DHCP, Active Directory, document server, application server, database server, and a local file server were available within a week. Additional services (phone system, hosted applications, VPN connectivity with client and print server) were made available the following week.
A success case was portrayed in Wood's intranet worldwide and presented in various corporate town halls and meetings as an example of team core values of collaboration, care, and commitment.

With 100% Kanban management techniques and implementations using Jira, Papytos.com is a personal effort to share and connect with stay-at-home dads. I designed the homepage and branding as well as deploying the web CMS and creating the blog categories, media, and content.
Technologies: HTML, CSS, JavaScript, PHP 7, Joomla, MySQL, IIS, SSL, Google Domains, Google Cloud, Google G-Suite

From the discovery phase to the SDLC (design, development, testing, and deployment), we came up with an innovative idea of reusing the core functionality of the existing help desk web app and scaling it out to create the main point of contact to place internal service requests.
I supported the product owner in prioritizing product backlog and defining functional requirements. I also designed and developed the web app on the ABN Amro intranet on Microsoft ASP.NET and SQL Server. We delivered three releases in six months; the web app was fully operational in three South American countries
Technologies: HTML, ASP, JavaScript, SQL Server 2000, CSS, IIS 7

I started as a software tester and created thorough user guides as well as providing content & quality management training. I developed modules for the CMS, a graphic fishbone analysis tool, a five-whys form, and an internal audit scheduler.
Isolucion is, to date, a lead product that provides companies seeking ISO certifications with a system that covers their requirements from end to end.
In my four-year tenure, I automated user and stress tests, deployed the system, and trained more than 50 clients in South America from various industries including healthcare, education, banking, environment, manufacturing, industrial, and telecom.
Technologies: HTML, JavaScript, CSS, ASP, ASP.NET. SQL Server, PHP, MySQL, Oracle Database