1. Rick LaBerge
816-229-8469 210 SW 27
th
Street, Blue Springs, MO 64015
Email: rlaberge@aol.com
See LinkedIn Profile: http://www.linkedin.com/pub/rick-laberge/15/a64/868 for current project listings,
references and endorsements.
Experience:
 24 years of Project ManagementLeadershipDevelopment Management experience in creating
and implementing results-oriented strategies with impactful results.
 Achieve results by working to define business needs and project scope requirements upfront,
developing a successful work plan to attain deliverables, analyzing results and presenting
findings to key stakeholders.
 Migration and takeover business from other companies.
 Software MigrationData Migration
Demonstrated Competencies:
 Possesses excellent ability to plan and execute technology projects with a high degree of
customer satisfaction
 Background includes designing, developing and deploying new application and system
modificationsCompleted hands on ensuring requirement documents and specifications are
understood with a clear understanding of ROI and expense containment.
 Decisive and persuasive communicator with the ability to develop productive relationships with
colleagues, customers and staff.
 Able to use creative and out of box thinking to reduce costs and produce standardized coding for
future development.
 Feasibility studies, opportunity assessments, business case development, user requirements
definition, software selection, design, testing, implementation planning, issue resolution, and post-
implementation support Project Leadership
Methodologies and Roles:
 AgileWaterfallScrum
 Project Management
o Project size from maintenance to large scale projects lasting 6 to 8 yearsCosts from
15 thousand to 8 millionPOS systemsVendor Systems and modificationsTypical
workload of 7 to 14 concurrent projectsMap global IT projectsROI
 Product OwnerScrum LeaderBusiness AnalystQuality ControlBusiness SMEVendor
ManagementSoftware reengineering
Technical Skills and Management Experience:
 Process Management and MappingRequirement Gathering and DocumentationPC Software
PackagesTPA/BPO Services Series 6 and 63 security licensesCustomized Project Management
softwareVendor ManagementCost Containment
Personal Skills:
 Bridging the Gap between Business, Marketing and ITAbility to translate complex Business
goalsAbility to innovatePassion for problem solvingStrong communication skills at all levels

2. Project Methodology
Part of my role within an organization has been to take a creative idea such a new product and review the
details and scope. Estimate the costs or needed support and discuss with Executive Management as part
of the development costs. As part of this process, determine what is existing and reusable or other
existing packages which are available. What would require minor tweaks or what would require a total
rewrite or new development. This enables Executive Management to make a reasonable determination
as to expectations. This is done by leading a team of system experts in discussions of the scope of the
project from meetings with the stakeholders and gathering preliminary requirements.
My methodology has been to utilize Agile and Scrum concepts by starting with breaking down into smaller
deliverables parts of project and aligning what needs to be accomplished first and building on that
foundation with the feedback from the stakeholders. I have always encouraged the feedback process by
meeting in person with the stakeholders on a weekly basis for a short period of time and reviewing the
progress. This has been extremely helpful in the control of change management. The information
exchange has provided good feedback and potential of tweaks which could be accomplished during the
next phase without a lot of additional costs. An example would be, this year we want to offer 2 percent
rebate but next year it might be something else. This would tell us the design should include a date range
within the table with the rate in the case a recalculation would need to be performed.
I also like to provide a detail list of the sprints for the project and projected accomplish dates. I also
encourage stakeholders to take some time and review this worksheet and use it has part of our joint
change management control. If additional information should develop and we haven’t started the affected
sprint a change could be incorporated into the design thus saving us a redo later. I call that bridging the
gap between Business and IT. It’s a starting point for both sides to understand the process of the other
without the technical knowledge but also assists in building a team spirit between the areas.
Morning team meetings for a status report on the sprint we are currently working on. A weekly slightly
longer meeting for a week in review and discussion of the status report which would be given to the
stakeholders. These also provide an excellent time for kudos due to team members which increase moral
and production.
Availability to team members to discuss problems, issues or roadblocks which are preventing them from
accomplishing their piece. Assisting them in resolving what their need is to be successful. During the
design phase, I take active part in the gathering of the requirements and the documentation. This helps
me ensure I have a good understanding of the project.
Implementations will of course will depend on the scope of the project. In the case of building an entire
commission system, there are parts you could make functional and production before others. An example
might be, you can build a database and input features to maintain the salesman information. This could
be implemented into production for use by the HR department or other user departments while you are
creating the parts of the project such as commission processing and interfacing with other systems such
as the general ledger and finally producing the necessary output i.e. checks or electronic deposits. Better
stated what could have an immediate benefit to the company without a dependency on another.
Sample Projects
Project: Repetitive Payment System
Stakeholders: AnnuitiesMarketingClients ~ Budget: 1.8 Million ~ Time Estimate: 3.5 Years ~ Brief
Description: Add new system to calculate and pay monthly payouts to retirees including tax reporting,

3. direct deposit, certificates and commissions ~ Scope: 77 online programs and subroutines, 23 nightly
batch programs ~ Roles: Project Owner, Project Manager, SME ~ Staff: 1 DB2 DBA, 3 programmers, 2
BAs, 2 QAs, 1 Technical Manager, 1 Actuary ~ Results: Completed in 3 Years and cost 2.4 million ~
Change Management: Design change to formula driven calculations rather than table driven.~ Method
Used: AgileScrum
Project: Annuity Administration Application
Stakeholders: BusinessAccountingMarketingClients ~ Budget: 5 Million ~ TimeEstimate: 6 years ~
BriefDescription: Build a new application to handle all aspects of annuity administration including
commissions, tax laws, account balancing and reconciliation, loans, withdrawals, interest calculations and
interest rate changing, surrender charges and proper accounting and interfaces with accounting systems
and investment systems and annual state and federal reporting, tax reporting, client statements and
management tools ~ Scope: System was designed with modular functions allowing installation of features
such as account recordkeeping since the business was fully operational before the software and manually
processed ~ Roles: Project Owner, Project Manager, SME ~ Staff: 1 DBA, 3 dedicated programmers, 2
BAs, 2 QAs, 1 Technical Manager, and 2 Actuaries. ~ Results: Basic system without additional
modifications completed in 5.1 years ~ ChangeManagement: Tax law changes, product enhancements,
tax reporting form changes are examples of the 257 change management items. ~ Method Used:
AgileScrum
Project: Commission System Consolidation
Stakeholders: AccountingMarketing Agents ~ Budget: 750K ~ Time Estimate: 24 months ~Scope:
Review of existing systems to ensure all functionality was incorporated. Rebuilt 47 programs from stand
alone to subroutines, converted databases to existing main database added 11 new functionality items ~
Roles: Project Manager, SME ~ Staff: 1 DBA, 3 programmers, 4 BAs and 4 QA, 1 Technical Manager ~
Results: Completed in 21 months and cost 740K ~ Change Management: 3 functional additions from
Marketing.~ Method Used: AgileScrum
Professional Experience
LaBerge Enterprises 10/08-Present
IT Consultant/Project Manager/Project Leader
 Completed projects for payroll systems, retirement systems, administrative systems and financial
systems
 Experience in new development applications such as commission systems, retirement system,
payroll system, credit card processing, and lock box processing
 Ground level application development from beginning to completion, full SDLC cycle, while
adhering to future goals and including growth potential
 Followed standards as required by federal and state regulations and law
 Use of project management principles to ensure quality of delivery of projects
 Adhere to project performance by managing projects with “hands on” approach
 Oversight and coordination of various programs within the organizations
 Management of analyzing the feasibility of changes affecting administration and other programs
 Oversaw communication and development of plans for any changes to project
 Facilitate relationships between vendors and contractors
 Management consulting in the areas of include workflow review, billing and collecting and office
management procedures for healthcare, private business and startup businesses
 This also includes management coaching, hiring procedures, employee reviews and
documentation
 Review and make recommendations to existing or new software to reduce overhead and
expenses and streamline processes

4. Fidelity Security Life Insurance Company 6/84 – 10/08
Director of Strategic Initiatives01/07 – 10/08
 Held responsible for the planning, development, implementation and support of new products and
services offered to clients
 Oversaw system changes and modifications necessary to ensure proper administrative support of
the new products and promotions
 Coordinated efforts of marketing, pricing and administration to ensure rapid entry into new
markets
 Reduced access time by 50% to incoming cash by implementing new procedures and direct
deposit system, Remit Pro
 Initiated review and research of Business Partners Outsourcers with potential savings of $2
million by reducing administrative staff by 40%
 Led all IT, accounting and administrative efforts to support new products being offered for the
enterprise
Manager of Administrative Technical Support01/99 – 12/07
 Held responsible for the creation of new business requirements, planning and testing for new
and/or modifications to software packages and software support
 Managed a staff of six Business Analysts and six Quality Assurant Specialists responsible the
creation business requirements. JAG sessions, test plans, use workflow documentation and user
acceptance.
 Responsible for change management and approval.
 Held technical design meetings with programming staff and reviewed and approved technical
design documents
 Saved $240,000 by eliminating four positions by designing and implementing on-line help system
which improved processing efficiency
 Eliminated timing errors in rater system by enhancing system to accept pre-determined rate
changes
Manager of Administration 06/84 – 12/99
 Held responsible for the day-to-day operation of the Administration Department, which included
new business, policy issue, customer service, rate and annuity administration, billing and
collecting and system development
 Saved $175,000 per year by redesigning workflows, standardizing processes, cross-training
employees and implementing controls in the billing process
 Reduced expenses by $100,000 by implementing controls in the collections process
Additional Skillset Overview
 InsuranceFinanceBankingRetailHealthcare and service providers
 System conversionsSystem and Administrative MigrationTeam Lead for assumptions and
takeovers of productsDetermine the best possible integration into the normal workflowAdditional
staff requirementsSystem modifications necessary to support new business
 AnnuitiesLifeDentalHealthPension and Retirement PlansBilling and Collecting – all
formsClaims ProcessingWorkflow and process improvementOffice Management and
ProcessesTeam building and coachingB2BTPABPO
Courses and Training
CEBS – Pension and AnnuitiesMedic - US NavyHR – US NavyClaims ProcessingMedical
TerminologyEffective MeetingsMicrosoft 2010 Office ProductsMicrosoft Project 2010Project
Management FundamentalsTime Management Fundamentals