1. COREY C. ROBINSON, PMP
900 Perrie, Ste. 102, Elk Grove Village, IL 60007
Tel. 630-730-8018, coreycr8888@yahoo.com
EXECUTIVE PROFILE
 Results oriented senior enterprise program and project manager with over 17 years experience partnering with
clients, understanding their business and technology needs, and driving efficiencies within their lines of business.
Extensive experience delivering complex projects using different standardized project methodologies. In-depth
experience with both Business and Technology PM roles. Very familiar with many PM methodologies and processes
including SDLC, RUP, PMI, and CMMI and am experienced in managing projects through the entire Software
Development Lifecycle. Possess the savvy and skill to deliver projects on time and on budget.
 Strong skills in managing projects inside and outside of a PMO in many industries to include the Financial/Banking,
Insurance, Distribution, and Telecom Industries. Experienced in managing projects in the following areas: Finance
and Accounting, GL, AP, Billing, Customer Service, HR, Ordering & Resupply, Procurement, Warehousing and
Distribution. Experience with numerous applications, platforms, and systems to include Webshere, Oracle &
Peoplesoft, SAP, and numerous IVR related telecom applications and platforms. Proven successful in effectively
managing multiple projects, project scope, resource plans, budgets, timelines, and tracking dependencies,
deliverables, and milestones. Experienced with portfolio-level and detailed reporting.
 Significant experience implementing enterprise-wide organizational effectiveness, six sigma, and change
management solutions. Experienced in organizational restructuring initiatives, strategic planning, IT and Business
Process Analysis and Reengineering, performance improvement, and performance management.
 Highly developed skills in the disciplines of leadership development, program and project management, consensus
building, group facilitation, team building, and conducting large group interventions. Experienced in competency
modeling, HR Strategy, culture change initiatives, communications plans, and developing and implementing surveys.
PROFESSIONAL EXPERIENCE
PROJECT MANAGER AND INDEPENDENT ORGANIZATIONAL EFFECTIVENESS CONSULTANT,
Elk Grove Village, Illinois. February 2002 to Present.
For CVS Caremark Corp. June 2008 to Present.
 As lead project manager in support of a major Division, developed a complete Change Management plan for the
organization. Also designed and led the rollout of the new Consultative Call Flow Process, led the development and
implementation of the new yearly goal setting process and designed an effective employee survey action planning
process. These efforts led to significantly increased engagement, morale and accelerated goal achievement.
For AT&T Corp. May 2007 to June 2008
 Acting as both program manager and senior PM, successfully delivered five complex Interactive Voice Response
(IVR) system installations and system upgrade projects within a PMO. Managed $5 Million and 5000 work hours.
 Led over 20 small business and IT teams of pros in the telecom, infrastructure, and IVR specialties in the delivery of
software, hardware, and infrastructure technologies. Savings eclipsed $1 million.
 After only four months into the engagement, I was hand chosen to be the PM for the lead project in the 2nd highest
priority initiative in the corporation. Successfully finished project on time and on budget.
For Discover Financial Services. March 2007 to May 2007.
 As senior project manager within a PMO, led a multi-departmental, 15-person Securities Fraud Prevention project for
a Global Credit Card Company. Drove business process analysis, requirements, and implementation phases of the
project. Saved over $250K.
For Allstate Corp. August 2006 to March 2007.
 As project manager, led team to track multiple work streams and sub projects, develop change strategy for
a 5-person $140M multi-divisional IBM Webshere Portal implementation, drove communications and reported on
program, tracked accomplishments, issues to leadership, drove on-time delivery, and adoption plans.
For Zurich NA Corp. October 2005 to August 2006.
 As senior project manager, developed a new enterprise-wide financial reporting and operational risk and issues
tracking structure focusing on GL and Regional reports. Led Rapid Results Initiative (RRI), saving $10M in costs,
partnered with twelve key business units and profit centers to implement new process improvements.
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2. For Accenture, LLC. July 2005 to October 2005.
 As project manager, designed, developed, and integrated Six Sigma, Change Management, Quality, and Project
Management training development course project for proprietary Business Process Consulting Project Management
Methods, delivered to senior firm executives worldwide.
For Federal Home Loan Bank. July 2005 to October 2005.
 Led process reengineering project stream to reengineering several large bank work processes to support new key
accounting and risk software implementation, conducted detailed risk analysis to ensure Bank was in full compliance
with Sarbanes-Oxley standards.
For Pepsico Corp. September 2003 to September 2004.
 As Change Management project lead, developed company-wide career leadership development plan, provided
complete PM and change management support to the organization-wide rollout of new hand-held distribution
technology and other distribution, warehousing and re-supply applications; implemented a change readiness and risk
analysis survey, improved change readiness levels. Also implemented a global HR change management plan for the
Sarbanes-Oxley project, which focused on financial federal regulatory compliance.
For The Salvation Army. February 2002 to September 2003.
 As project manager, led 15-person internal organization effectiveness project team in a large reorganization and
change project for a 400-person company headquarters. Restructured organizational headquarters through large group
intervention, conducted strategic planning, surveys, and redesigned 8 jobs. Improved business processes, increased
job satisfaction 50%, savings eclipsed $1million.
SENIOR ORGANIZATIONAL EFFECTIVENESS CONSULTANT, PROJECT MANAGER, Allstate Insurance
Corporation, Northbrook, Illinois. September 1998 to February 2002
 As change management project leader, led organizational design and development interventions for a $100M
enterprise-wide start-up financial sales division. Designed strategic plans, organizational structures, improved
business process, conducted industry research on Financial Services, developed standardized SOP’s, and designed of
five major internal departments. Conducted process flow-charting, strategic planning and rollout strategies.
 Led an 11-person organizational development team to redesign organizational structures and human capital/people
allocation plans for a 500-person, multi-site data processing unit. Implemented competency models, streamlined
business processes, designed succession plans, and restructured 14 jobs into four. Savings eclipsed $5 million.
 Redesigned organizational structure for the five region Data Processing Centers. Implemented competency
development plans for client. Saved $25,000 reduced turnover 20%.
ORGANIZATIONAL EFFECTIVENESS CONSULTANT, For a Large Not For Profit Organization,
Barrington, Illinois. May 1997 to September 1998.
 Performed several organizational effectiveness and change management interventions, conducted training needs
analysis, gap analysis, mission/vision planning, job design, process redesign, and leadership development work.
 Led four-person team to implement redesign of training department. Realigned department with organizational
objectives, conducted OD interventions and strategic planning sessions, job redesign, and performance coaching.
 Conducted several leadership, competency development, and human capital allocation interventions, used various
behavioral assessments. Developed and implemented four-day project management training course.
SENIOR ANALYST, Accenture, LLC. Chicago, Illinois. March 1995 to May 1997.
 For global Telecommunications Corp. Led a major business process reengineering project, conducted strategic
planning, needs analysis, culture and gap analysis, customer care and sales training, and change impact analysis,
facilitated large “change impact and communication” meetings attended by over 50 senior executives.
 For a major global Insurance Corp. Led a cross-functional consultant team, implemented design of a new “best
practices database” used firm wide, led change management efforts, developed change strategies, communications
plans, process maps, competency development plans, and Lotus Notes database design.
 For a major global Petroleum Corp. Analyzed and designed improved processes, redesigned 25 different jobs,
developed plans for large ERP and SAP implementation, analyzed SOP’s, designed Lotus Notes database.
MEDICAL SALES CONSULTANT, Wright Medical Technology, Inc. (formerly a division of Dow Corning),
Northbrook, Illinois. September 1992 to March 1995.
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3.  Increased sales over 25% in orthopedic equipment product markets. Developed several major start-up accounts.
 Designed and marketed a unique surgical techniques seminar to 300 local orthopedic surgeons and staff.
QUALITY DIRECTOR, (Management Development Program) Fullerton Metals Co.,
Northbrook, Illinois. September 1991 to September 1992.
 Directed company-wide process reengineering and profitability improvement project for medium sized manufacturing
company involving five departments and 25 people; improved productivity 25%, conducted business process and
efficiency analysis, benchmarking, managed TQM programs. Improved efficiency by 25%, reduced rejects by 15%.
UNITED STATES ARMY, Captain, Infantry.
Federal Republic of Germany. June 1987 to August 1991.
 Led a 147-person mechanized Infantry Company. Supervised Persian Gulf War I preparations. Transitioned $38
million in equipment 20% ahead of schedule.
EDUCATION
UNITED STATES MILITARY ACADEMY, West Point, New York, 1987.
BS, ME Management, Superintendent’s Award Gymnastics team lead, M.V.P. (top 5% of cadets), 4 Varsity Letters.
Formal Training and Certifications
PMP (Project Management certification) Process Improvement certific. Open Space Technology
Change Management Master certification Team Building certification Leadership Coaching
DDI Facilitator Instructional Design certification Carlson Learning Distributor
PDI 360 TQM/ Six Sigma certification Effective Communications &
Effective Presentations
Organizational Development certification Many Behavioral Assessments Large Group Intervent. certif.
(including DISC profile)
Human Perf. Improvement certification Statistical Process Control cert. Survey Tools/SPSS
CLIENT LIST: CVS Caremark, Exelon; ATT/SBC; Discover Card; Zurich NA; Federal Home Loan Bank; Amoco/BP;
Allstate; Accenture, Pepsico; Electronics for Imaging (EFI); AnMed Health Resources (Columbia HC); the YMCA; the
Salvation Army; and the U.S. Army.
OTHER PROFESSIONAL: West Point Society of Chicago; PMI, Organizational Development Network (ODN); and ISPI.
PERSONAL: Traveled (15 countries in Europe); active triathalete; mountain biker; and gymnastics coach.
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