Maulik "Mo" Shah


Maulik “Mo” Shah 


Executive Summary
A PMI certified, results-oriented problem solver, manager and strategist with over 22 years of experience in the complete software development life cycle on a myriad number of platforms and technologies, including IT/Business strategy, best practices, quality and implementation.



Project/Client Management Methodologies/Skills
· Technical project planning · Agile Development Methodologies
· Process: Capability Maturity Model (CMM) · Joint Application Design
· Requirements/Gap analysis  · Data modeling
· Estimation · Data Warehousing / Business Intelligence
· Tracking and oversight · Information Engineering
· Problem/Issue resolution · Information Architecture
·= · Rapid Application Prototyping


Relevant Employment History:

Owner/President, OutProve Technologies Inc. ( August 2006 – Present

Technologies: Oracle 11g/12c, C#, Ruby on Rails          Value of Work Managed: $2M +

  • Founder of a consultancy focused on project management in the health care field.
  • Responsible for marketing, sales and client interaction for all clients.
  • Logistical, technology support for Organ and Tissue procurement operations and donor registries.


Account Manager/Project Manager, CadenceQuest Inc.  March 2006 – August 2006
Client: Lafarge North America / Lafarge Group
Technologies: JD Edwards, Cognos 8 BI, Oracle, Datastage          Value of Work Managed: $800K +

  • Responsible for all account activities, including sales, marketing, account growth and retention.
  • Managed a team of 10+ ETL developers, architects, analysts and report developers.
  • Created and implemented development standards and project management processes across multiple projects.
  • Responsible for technical direction of the combined Sales, Finance, and  Manufacturing business intelligence solutions implemented across an entire division.


Program Manager – Dynamic Research Corporation.  January 2006 – March 2006
Client: Air National Guard (GUARDIAN program)

  • Responsible for kickoff and initiation phase of a large transformation project for transforming legacy support applications into a comprehensive, scalable, and modular solution.
  • Funding for contract lost, March 2006.


Project Manager, Johnston McLamb, Inc. — September 1996 – December 2005

Client: JMCS Software Engineering Process Group (SEPG)– 
Role: SEPG Board member

  • Involved with ongoing management of the internal Quality Assurance (QA) activities for the company, concentrating on Capability Maturity Model (CMM) Level 2 and 3 process areas.
  • Led the rewrite of the Software Configuration Management (SCM) processes and procedures. Coordinated and managed the evaluation of version control, release management, issue tracking, and requirement tracking software packages for use by the project areas.


Client: U.S. Department of Agriculture, Grain Inspections, Packers & Stockyards Administration (GIPSA)–
Systems: Complete re-architecture of 28 separate applications for the entire agency 
Technologies: Microsoft C# .Net, ASP.NET, VB Script       Value of Work Managed: $600K +

  • Authored work order proposals and setting up project management processes and procedures.
  • Gathering and interpreting requirements via leading Joint-Application-Design (JAD) sessions with members from the business-user community.
  • Created logical and physical designs for new and existing applications.
  • Writing and proposing agency-wide configuration management processes and procedures.
  • Managing teams of developers and writers in the creation of software and documentation deliverables.


Clients: Louisiana Organ Procurement Agency (LOPA) Metairie, LA.
             Arkansas Regional Recovery Agency (ARORA) Little Rock, AR.
             Mississippi Organ Recovery Agency (MORA)   Jackson, MS.
              Donor Alliance, Denver CO.
2/2002 – 12/2005
System: Referral, Reports, and Resources (R3), an organ & tissue transplantation and procurement management system
Technologies: Oracle 9i, HTML/JavaScript, Crystal Reports/Enterprise 9    Value of work managed: $1.5 Million+

    • Manager and technical architect for R3. As technical architect of the system, was responsible for emulating a modular, reusable architecture in Oracle PL/SQL that reduced implementation time and error rates.
    • Led  R3 project team, including requirements analysis, design, data conversion and implementation
    • Subject matter expert on FDA and HIPAA regulations, as pertaining to Organ Procurement Organizations (OPOs).
    • Spearheaded sales activities: Cultivated contacts, created presentations and performed demonstrations for prospective customers. Authored sales & marketing materials. Landed three additional clients within one year.
  • Presented at and attended several industry specific conferences, such as the Association of Organ Procurement Organizations, North American Transplant Coordinators Organization, and the SE Organ Procurement Foundation.
  • Authored and taught several different types of instructor-led application training classes across organizations.
  • Coordinated and managed a 24/7 technical and operational support for several different customer bases


Client: United States Postal Service (USPS), Centreville, VA, 9/2000 – 1/2002
System: ”Financial Data Mart” (FDM), a data warehouse for general ledger, payable, depreciation & other financial data. 
Technologies: Oracle 8i, 9i, Data warehousing, ETL (Extract-transform-Load) tools, Solaris 2.8, TSO/ISPF, JCL, HTML/JavaScript, Dreamweaver, Fireworks         Value of work managed: $1.2 Million+

  • Implemented a flexible partitioned database design to expand the FDM data warehouse . The system utilized over 15 different weekly and monthly interfaces from a variety of systems and loaded up to 500 million rows of data nightly.
  • Prototyped, developed and converted the existing web-based online system from a static HTML frame-based system to a dynamic system compliant with web accessibility guidelines governed by federal law, called Section 508
  • Subject matter expert in Section 508 law, and responsible for teaching standards throughout the entire group
  • As project manager, responsible for converting the system to an Oracle star-schema based financial data mart. This included identifying all dimension and fact tables, resolving all data anomalies associated with standardizing accounting information from multiple business areas and multiple years, and overseeing the development team.
  • Responsible for budgeting, financial tracking, and delivery management. Delivered project under budget and on time.


Client: National Association of Securities Dealers (NASD), Rockville, MD, 1997 – 2000
System:  Customer Billing and Information System (CBIS) — Responsible for billing users of most NASD, NASDAQ, AMEX, and NASD regulatory systems. 
Technologies: C, COOL:Gen, COBOL, TCP/IP, Tandem, Vertex, Sequent-Dynix, GUI Client/Server, UNIX shell scripting
Roles: Project Lead, Team Lead, Technical Lead, Lead Developer

  • Worked with the user community to analyze and prioritize enhancement requests  and major system additions. The CBIS system is comprised of a client/server system and a large (20+ interface) batch component responsible that extracts millions of elements of data nightly.
  • After the NASDAQ acquisition of the AMEX stock market, led the migration of the billing functionality from AMEX to NASD. In addition to analyzing and architecting these billing streams, managed the implementation of extraction, data collection and data verification programs
  • As project manager for the technology refreshment  project, was responsible for enhancing architecture of the entire system. Project manager duties included planning, staffing, project status reporting, as well as managing and mentoring a team of developers .


Client:  Dayton Hudson Corporation (DHC) Minneapolis, MN, 1996 – 1997
System:  Take Charge of Education (TCOE); Credit Systems. A system to collect 1% of credit card user purchases and allocate it to a primary or secondary school of the user’s choice. 
Technologies:  Composer, C, GUI Client/Server                         Role:  Lead Developer

  • As the technical and project lead, analyzed, developed and implemented the TCOE GUI C/S system, as well as the back-end batch processing involved with collecting sales information.
  • Part of an internal award-winning system for best return-on-investment (ROI)and displaying the lowest number of defects for any system in the DHC enterprise.


Client:  Dayton Hudson Corporation (DHC) – Development Technologies, Minneapolis, MN, 1996-1997
Role:  Project Mentor, Tools Team

  • Worked as a software engineering support consultant to DHC’s large (350+) development community. Provided solutions for methodological and technical problems/issues involving the IEF/Composer CASE tool as reported by project managers, application developers, and others throughout the company.
  • Initiated, designed, and implemented a company-wide data repository to document and track these problems.
  • Heavily involved in technical and architecture issues at DHC including developing DHC’s middleware strategy, implementing a “Common” architecture that shares data across the enterprise.  Designed and coded a proof-of-concept transaction routing system to facilitate common applications across the company.
  • Participated in designing and teaching user training to the entire DHC development community.


Developer, E-Systems, Inc. — 1995- 1996.Client: Department of Education, Washington D.C.     
System: National Student Loan Data System, a repository of nearly 100 million loan, student, and lender data
Role: Developer

  • Developed, analyzed, and maintained blockmode batch and online CICS procedures, using the IEF CASE tool.
  • Performed quality assurance on these procedures, including writing and executing test plans and scripts.


Carnegie Mellon University, 1995, B.S., Physics
Project Management Professional (PMP), continuously certified since 2005.
Member, Project Management Institute (PMI)



Clearances Held

Postal Sensitive Clearance, granted 2000.
Interim  Secret Clearance — 2006