MICHAEL E.

RELPH
https://www.linkedin.com/in/michaelrelph/
810.814.0263 | 39037 Durand Court, Sterling Heights, Michigan 48310 | michael.e.relph@gmail.com

TECHNOLOGIST – STRATEGIST – ENGINEER – ANALYST – ARCHITECT – PROJECT/PROGRAM MGR

IT OPERATIONS - APPLICATION DEVELOPMENT – INFRASTRUCTURE – QUALITY SME
An innovative technical leader offers proven success in designing processes that improve all aspects of business and
revenue production while supporting change initiatives with needed software and tools significantly impacting quality of
products and services. Demonstrates a track record of building IT infrastructure that retains supportable makes and
models while minimizing costs and impact to operations. Astutely manages all aspects of program, portfolios, and
projects, ensuring top-line growth and profit optimization. As a mathematician, physicist, and chemist is a master
analyst, architect, and developer of new ideas, methods, and processes that produces a razor sharp competitive edge.

Core Strengths

Program & Project Management – Large-Scale Infrastructure Design & Management – ITIL – Policy Development – TQM
Quality Systems Development – Quality Program Development – Environmental Quality Program Development
Strategic Planning & Estimating – Application Development – Systems/Process Engineering – Training & Development
Vendor Management – Finance & Accounting Systems – Data Center Design – Process Improvement – Operations
Software Development Life Cycle – Business Plan Development – Document Management – Disaster Recovery
Heavy Industrial Shop Floor – Mechanical – Electrical – Civic – Data Center industries

Select Career Highlights

 Achieved a 30%-60% performance increase for Fujitsu’s problem, incident, change, and queue management;
performance exceeds the manual process of discovery by more than 500%, awaiting approval to implement.
 Saved Chassix $10M+ in annual obligations that were dead assets; also saved more than 70% in logistics costs by
locating machining centers near casting operations.
 Headed the complex deployment of GM-Online for the finance department and completed the six-month project
two months ahead of schedule, eliminating $275M+ in risk to GM’s Q4 bottom-line.
 Established ITIL in 2004, conducted ITIL training for IS&S GMNA Operations, and sparked organizational changes and
process restructuring that cut costs by $440M and produced an additional $1.2B in cost savings.
 Enabled Motor City Computers to grow from $30K to $2M in monthly revenue and become a national leader.
 Entrepreneurial Strategist and Leader started first business at age 12, Directing manager at age 17 directing 16
employees, Business Consultant at age 8, Teachers Teacher and Education Developer age 17, Partnered in;
Media/Communications, Construction, Computer Systems and Manufacturing, Machine Tooling, Education, Technical
Automotive Consulting, Medical/Wellness Research, Health Care, Energy, Publishing, and Music Performance
Industries. As a contractor or employee treats each assignment as if the company depended on his best
performance for the business to succeed, a master in Large Scale Strategic Projects, Budgets, and Statistics.

Professional Overview – please note several parallel efforts having owned CSES since 1992, most were clients since then.
Senior Project / Program Manager / Business Process Architect / Quality Auditor / Consultant JAN 1992-Present
CSES INTERNATIONAL
 Founded and operate a consulting business that began by providing COTS and Turn-Key Customized POS systems to
include websites and e-Commerce systems that support single/multi-site retail, distribution, and warehousing.
 Expanded business to deliver IT consulting, technological implementations, IT Infrastructures and networks, quality
and environmental quality systems development and implementations, internal quality auditing, technical writing,
educational curriculum development, risk management, disaster/recovery planning, strategic business planning &
estimation, IT Operations, Cloud Architecture, marketing consulting, and project management services.
 A career of perfecting working processes such as Agile, Waterfall, and specific customized corporate and
governmental required processes, significantly increasing quality measures of products and services.
 Projects below earmarked client are assumed contracted through CSES.
MICHAEL E. RELPH 810.814.0263 | michael.e.relph@gmail.com

Technical Business Consultant and Business Developer Jul 2018-Present

Client – Gabbert’s Concrete – a Boutique Concrete Manufacturer
 Working to learn the business and currently negotiating the sale of their 63 year-old business.
 Installed and implemented new POS, and cost management system.
 Established the Services Department quoting, selling, and managing flat work/concrete finishing projects.
 Established a Vendor Base with quality measures for the Services Department
 Published Standard Operations Procedures for the business
 Performed significant delinquent collection services to include processing Police Reports
 Concrete Finisher Assistant, Project Architect, and Permit Processor
 Organizational Change Architect, Process Architect, for a staff of 60.
 Architectural – Mechanical – Electrical – Civic Plan development and analysis
Point of Sale Systems Integration Specialist & Business Consultant Jan 2017-Present
Client – Active Software and Hardware Mar 1997-Dec 2000
 Worked to meet the vision of the organization to help their small business customers significantly increase the
profitability of their business and help them find time to be with their family and friends.
 Developed business plan to present to investors to sell a portion of the business so that the Sr. Owner could
begin his retirement track. A pending sale is in the works for Q1 2018.
 Developed a new marketing strategy to include enveloping new technologies for Credit Card Processing, Gas
Pump Controller, a modernized POS Station, and e-Tagging and Pricing helping the average C-Store Owner
reducing labor requirements by 3000-4000 manhours per year for a small business with 8-10 employees.
Significantly raised the value of the product, and increased the size of target market.
 Brought in a Merchant Account/Credit Card Processing expert who created new associations with processors
with 100’s of agents that have opened a nation-wide sales force selling the ASH POS Systems.
 Represented the business in the public at such organizations like Chamber of Commerce, AFPD, and others, in
addition represented the business architecting and proposing POS Solutions for prospective customers, including
POS, e-Commerce, Multi-Site Warehousing and Distribution Solutions and more.
 In combination of new associations and added technologies met the wants and needs of the c-Store and Fuel
Station Industries, adding 1000’s of potential eager customers.
 Architected, quoted, and implemented Amazon Web Services (AWS) and Cloud Services for customers.
 Developed residual income for ASH through Credit Card Processing, and Marketing Sales History.
 Trained many new customers to operate and maintain their new ASH POS system.
 Developed and implemented a VIP Users Program that has taught on-going customers on how to best use their
ASH POS System to take their 3-5% profit margin to 20-25% profit margin.
Chief Technologist & Project Manager – Business Strategist JUL 2017-Present
CLIENT – Happy Candy & Snacks
 Architected first comprehensive Technological Plan in the process of executing its implementation
 Business Strategist to expand this CPG – Consumers Packaged Goods manufacturer, helping to raise capital, writing
the business plan, developing the proforma, financial projections, and organizational change architecture.
 Added machine building and sales to the organization for additional revenue, and to ensure the company always has
the latest equipment in use at any time taking advantage of maximum production.
Transition Program & Project Manager – Infrastructure-Applications-Operations JUL 2008-Nov 2011
CLIENT - IBM Apr 2015-Mar 2016
 Managed programs and projects for six major IBM clients: Xerox/State of New York, Raytheon, Dow Chemical,
NiSource, Enterprise Rental, and Nexus Lexus. Included Data Center Builds, Cloud Systems, IT Operations and more.
Xerox/State of New York
 With Xerox I led AT&T and the IBM teams (120+) to build two Data Center LAN’s & Infrastructure in Rochester and
Poughkeepsie, New York. Each LAN & Infrastructure was developed from the floor up on an expedited schedule of a
120 day build out both worked in parallel, invented a modified Agile process cutting thru the red tape and delays.
MICHAEL E. RELPH 810.814.0263 | michael.e.relph@gmail.com
 Worked with Digital Hands and Safenet to create two different two factor authentication solutions, worked the
AT&T/IBM teams to ensure the ordering, receiving, installation, configuration, diagnostics & trouble shooting, and
certification testing was performed in a traceable professional manner, in a custom formed Agile team formation.

 Computing included Mainframes and Servers, Virtual Servers. Systems and tools used included; PADSMRT’s, GeCEPS,
NRF’s, MS Project, Disaster Recovery, HVAC Requirements, PowerPoint, Excel, IPWC and others to manage the
project. Circuit ordering, installation, and testing management was an integral task, along with testing server
connectivity and storage operations. Complete Data Center Architectural Blue Print Analysis provided.
 DR plan was developed and set, even in the event of a total failure of one data center, the other would take over.
 Agile process became awarded as IBM’s highest degree of Quality Delivered Data Center Environment Developments.
Raytheon
 For Raytheon, IBM contracted their partner IPSoft to take over the management of all Raytheon LAN’s for Raytheon’s
Government Systems Operations with a staff in access of 300.
 IPSoft a newer IBM Partner became my responsibility to integrate and to ensure a smooth transition for IPSoft to
take over the LAN operations from CSC who had been managing the LAN’s.
 Tools to run the project included; MS Project, Sharepoint, IPWC. IPSoft installed its Data Center operations tool,
IPCenter and thru it monitored and managed the LAN to include problem and incidents.
 Helped to significantly update the security and DR plan with the new IPSoft platform that would manage their share
of the network.
Dow Chemical
 For IBM’s Dow Chemical account I was the Project Manager for the Operations Track that helped Operations change
it’s PIMs for Incident and Change with a total staff of over 300.
 To assist in Service Now developing bridges for AT&T AOTS, and Masergy’s Portal to route incidents through and
AVS/PCS to re-engineer its MACD Processes and ensure that Operations could assume control of the new systems
the NOC had to manage for all LAN’s, the WAN, and Voice associated with all Dow locations world-wide.
NiSource
 Served as Network and Security Program Manager for NiSource, working on 300+ sites to include Nuclear and Fossil
Power Generation, Gas and Oil Distribution sites, Business/Sales Offices, and IT Data Centers with a staff of 1500+.
 Performed major purchases for data center build outs, managed phone system installations, oversaw LAN/WAN
upgrades, and directed complex, enterprise-wide deployments of XP/OS upgrades, SAV to SEP Malware upgrades,
MS IE remediation/upgrades, wireless network installations, and software deployment systems upgrades.
 Led asset management/system discovery, federally-regulated application upgrades, and system decommissions.
 Assisted management in improving the account management systems processes and procedures and reducing
project lengths by addressing key project transition states; stabilized account and increased revenues as a result.
 Developed structured delivery models for services such as lease line installations, creating a quality program that
spread throughout the corporation.
 Led the continual updating of disaster recovery plans and procedures as new applications and infrastructure were
added to the landscape to include PowerPlant.
Enterprise Rental
 Led a transition project that decoupled the car rental and truck fleet rental IT data center operations by truck
application and infrastructure; oversaw infrastructure engineering, purchasing, installing, configuring, and testing.
 Managed upgrades to software through a series of software release freezes to smoothly manage installations.
 Included major organizational re-structuring for over 10,000 employees.
Nexus-Lexus
 Served as key Project Manager for a transition/migration project moving all Nexus-Lexus applications and their
appropriate infrastructure to Rochester, New York; oversaw an engineered solution that mirrored prior
servers/applications. Project team exceeded 200.
 Went to audit the DR plan in place and discovered the Data Center Manager NEVER followed through with all the
exercises needed to make the Data Center operation for the client viable. For the new location ensured that the DR
plan was in place and that it could be audited as prescribed in the service contract.
 Supported many of the IBM Server and Virtual Server types and many of Web-Application Types to include Load
Sharing Devices over 50 different types of configurations application classes.
MICHAEL E. RELPH 810.814.0263 | michael.e.relph@gmail.com
 Ensured the systems did not go down other than a brief maintenance window that was pre-scheduled by purchasing
a Mobile Backup SAN Farm – Seta Beast, and then populating it to the max with high-end fault tolerant hard drives;
also installed and configured Riverbed devices on both sides of the WAN from Warwick to Rochester and brought in
an IP/Switch Configuration Expert to maximize bandwidth and data speed on the failing network.
SR. PROJECT MANAGER JAN ‘15- MAR ‘15
CLIENT – CONSUMERS ENERGY – INFORMATION SYSTEMS
Worked with the Program Manager for CMS’ Windows Modernization Program to upgrade a number of Windows Based
Technologies to include Internet Explorer, Active Directory, SQL Servers, and MS Servers. My role was to update IE8 with
IE11 and Active Directory from 22 AD-Controllers to 11 AD-Controls for CMS’s Enterprise of some 10,000 seats. After
standing up the project plans and various PM related documents, presentations, and clearances, managed the creation
of the installation packaging. Used Clarity as the PM Management Tool for timesheets for the team to manage labor
costs, and scheduling. Used Sharepoint as the document repository and used the MS Suite of tools needed in the
creation and management of the various documents. Additionally, was involved with helping the PMO improve on their
PM training program to help better present the tools, forms, and processes the PM’s use within the PMO to manage
projects. The process improvement inspired a larger effort and concentration on Quality and how to support it.
Senior Program/Project Manager/ITIL Engineer AUG 2014-JAN 2015
CLIENT – FUJITSU – INFORMATION SYSTEMS OF AMERICA – HOSTING & NETWORKS
 Worked with executive management of H&N to drive significant process improvement, organizational realignment,
and cultural change with customers, service delivery staff, and within the operation itself.
 Teamed with PMO leadership to ensure services were extended internally and for all customer accounts.
 Established eight concurrent work streams, including scope of work, success criteria, deliverables, key-indicators for
success, and governance structure to transform the effort into formal project plans; worked with staff to execute and
report on progress/success for internal service management improvement projects to the executive team.
 Motivated executive staff to use tools like Clarity to help manage the process changes required in their process
tower.
 The Quality improvement on the various ITIL process framework was significant and created a foundation to better
support an account that was deeply in the red financially.
Senior Program/Project Manager/Manufacturing Engineer APR 2013-OCT 2014
CLIENT – TEAM TOTAL EQUIPMENT MANAGEMENT – CHASSIX
 Served as Senior Project Manager for TEAM’s customer Chassix, a newly formed merger of three machining
corporations: Metal Dyne, SMW Automotive, and Diversified Machining.
 Worked with new executive team to consolidate manufacturing operations from 30 plants to 19 sites and build-out
new operations; also managed a $1.8M operating budget.
 Rebuilt a large heat treat furnace, provided another innovative chip conveyor system, performed a build-out of a
new testing facility, and consolidate test equipment from three other facilities to save $1.3M+ per year.
 Established the Quality and Safety Plan as part of bid that won the job.

Senior Systems Architect - Program & Project Manager – Complete Business System MAR 1997-DEC 2013
CLIENT – MOTOR CITY COMPUTERS (DIVISION OF TEKSYSTEMS)
 Awarded several contracts to architect, develop, implement and maintain a business system that would combine the
functions of three existing systems into one, normalize the data set, and greatly simplify receiving, testing, inventory,
invoicing, shipping, customer reporting, and organizational business management with 60+ employees.
 Worked in partnership with the General Manager and Warehouse Manager to rework the operation and setup a
comprehensive inventory process to include receiving and shipping.
 Developed a Warehouse Inventory System & Process that could process inventory of 40,000+ pieces in less than 4
hours; reduced the time to provide RADAR Customer reporting from 21+ days to overnight.
 Designed a new testing module that allowed for mass system tests and asset system inventory, a 99% time saver.
 Developed and audited a DR plan for the business system on a periodic basis, ensured backups were performed with
procedures on off site data storage, to include hardware that could be loaded and run that was also stored offsite.
The source code and development environment also had a DR plan and is exercised every time a major software
development project was performed.
MICHAEL E. RELPH 810.814.0263 | michael.e.relph@gmail.com
 Assisted in 9-month pursuit of converting system to .Net Technology working with PhD Technologist in .Net
innovation, end evaluation showed I developed the software product to a value of over $10M from 100K investment
 Implemented IT Operation and Cloud Applications to include e-Commerce.
Portfolio / Project Manager / Finance Specialist DEC 2011-DEC 2012
STRATEGIC STAFFING SOLUTIONS / BLUE CROSS BLUE SHIELD MICHIGAN
 Contracted to lead the Information Security Department of BCBSM and manage a $10.4M budget; consulted
managers/directors to create a shared vision for all lines of the business via tracking and reporting of key metrics.
 Worked with BCBSM employees, Ernest & Young consultants, and IT consultants from a variety of contract houses to
provide a blend of cooperative and positive behavioral methods and habits to assist in effective team collaboration,
thus maximizing overall work production for this new department to include building out a new organizational
structure with over 65 employees.
 Assisted in integrating new roles and operations and helped stabilize those new operations developed by Ernst &
Young. Assisted in documenting new procedures using Sharepoint.
 Adverted a major Contract Audit violation made by the Director, and quickly negotiated a Contract MOU addendum.
Senior Systems Engineer – Master Data Manager - Program & Project Manager – Exec Consultant Sep 1996-Dec 2007
CLIENT – GENERAL MOTORS MAR 1984-OCT 1986
GM TRUCK – ELECTRICAL SYSTEMS
 Architected a new supply chain model for GM Truck’s Electrical Systems Group as Delco was transformed to Delphi
and GM had to entertain other suppliers for the first time working as the Electrical Systems Master Data Manager.
 Led the development of GM’s first intranet and secure extranet website, allowing electrical engineers from GM and
their supplier counterparts to share hardware designs and software used in vehicle processors; eliminated the need
for suppliers to use the EDS communications systems, saving $5K+ per month, per supplier just for the leased line.
 Created the TruckTown website, inspiring employees to develop two million pages of information in 90 days at no
cost to GM; project became a hosting model that cut engineering costs and halved product launch times.
 Provided leadership to help GM Truck save more than $34M in support costs of managing the engineering tools
(Auto-Cad) needed for the truck engineering departments.
 Major Corporate Organizational Change with over 1,000 employees being led on the Trucktown Project and beyond.
 Coached various GM Truck Engineering departments to consult as to the high value opportunities to adjust their
application portfolio against their engineering processes to later save $8B+ in costs.
Program Manager/Application Architect /Disaster Recovery & Security Manager for Global and North America
Manufacturing and Quality Organizations (2005-2007)
GM Truck – IS&S Manufacturing & Quality
 Developed and oversaw SCM/security policies and implemented major cost and risk reductions while leading
comprehensive disaster recovery planning for all critical application systems running at all manufacturing facilities.
 Managed a portfolio that included 700+ applications with more than 11,000 occurrences in 300 major facilities.
 Reviewed, recommended, and implemented new security and disaster recovery relation technologies and practices.
 Conducted and attended many DR exercises to validate the ability to restore applications after various degrees of
disasters to include destruction of a plant or remote data center working with law enforcement and facilities
management in addition to IS&S and its vendors.
Manager of North America’s IS&S Service Sector Agreement (SSA) (2003-2005)
GM North America IS&S
 Cut costs 5% per year of IT Services and improved security, disaster recovery, business continuity, application
portfolio development, asset management, business flexibility, and project management.
 Served as the designated IT Business Partner to all the business units as they implemented the various aspects the
contract services to be provided; total contract scope exceeded $6B in value.
Contract Manager for GMNA IS&S MSMA with EDS (2002-2003)
GM Manufacturing IS&S
 Served as Project Manager and Communications Director for a GM/EDS effort that impacted 76 manufacturing
facilities; led teams in expanding and improving IT Services (Hosting, Data Center Ops, Cloud) while cutting operating
costs 20%.
MICHAEL E. RELPH 810.814.0263 | michael.e.relph@gmail.com
 Created first major playbook development for contract transition to operations, architected and managed web-
developments used to communicate major initiatives, a document management web-site to manage all contractual
documentation, and a bi-monthly video conference was published to manage on-going implementation status.
 Service Now, ITIL, Root Cause Analysis Operational Tool Development and Operations Modeling.
Led GMNA IS&S Infrastructure 2000 Contract Development and Implementation Team (1999-2002)
 Smoothed relations between GM and EDS in newly formed GM-Mexico team, boosting performance 80%.
 Defined foundational portfolio application management tools and metrics to begin the process of establishing IS&S
as a self-sufficient managing organization. SDP21 and CMMI Re-establishment
Quality Systems Engineer - Program & Project Manager – Executive Consultant MAR 2005-DEC 2006
CLIENT – LANDFILL AVOIDANCE SYSTEMS
 Developed, published, and implemented manufacturing and business quality processes in order to complete ISO
quality program required by key automotive clients; worked with the registrar to successfully obtain certification.
 Met with manufacturing and management staff to integrate the quality program into the business, training on how
to manage quality meetings and prepare for continuous improvement and on-going audits for re-certification.
 Served a project manager for the development of a website and facility reclamation project for the former KidsRUS
365,000 sq. ft. facility located in Southgate, Michigan.
 Provided daily updates/weekly progress reports for the customer and assisted in obtaining and maintaining work
crews through Michigan’s Work Force Management Group.
Sr. Systems Engineer - Program & Project Manager – Executive Consultant MAR 1996-Dec 2002
CLIENT – FORD MOTOR COMPANY PURCHASING & FORD’S TIER ONE MINORITY SUPPLY BASE
 Worked with purchasing, ASG Renaissance, and Excel International to sell, engineer, develop, and implement
technical requirements for tier-one minority suppliers to act as IT business partner for the establishments of ISO
quality and environmental programs, business-to-business (B2B) e-commerce, and EDI applications through ANX.
 Developed and implemented quality and environmental quality programs for 70 Tier One Minority Suppliers.
 Implemented projects in each category for suppliers such as Uniboring, Gilreath Manufacturing, Paperworks, Diversified
Chemical, Citation Tool, Riverside Manufacturing, Black River Manufacturing, and Willie Horton Industries.
 Designed and implemented the technical marketing program for Excel International, closed the sale with each tier
one supplier and was assigned as the IT business partner, technical lead, and project manager; handled plan
development, budget management, and implementation leadership for each initiative.
 Achieved quality/cost improvements while creating a standard approach for implementing key purchasing initiatives.
Sr. Systems Engineer - Program & Project Manager – Executive Consultant APR 1990-Oct 1996
CLIENT – FORD MOTOR COMPANY ELECTRONIC TECHNICAL CENTER
A Ford’s first major computer controlled Diesel Product Development. Having being part of its first product launch from
beginning to end in 1994, also worked to launch the 1995, 6, 7 vehicle launches. My primary work was developing the
engine and transmission application control system for Ford’s Powerstroke, a 7.3l diesel engine used for their most
lucrative marketplace. As one of eight masters we replaced what would have taken 250+ personnel to do the same task.
As a team we developed a 24-hr turn around process (reduced from 180 days) as our rapid strategy process making us
industry leaders in powertrain control development. Our process saved the business countless millions in costs and
project pull ahead.
As corporate mediator and business strategist for the 7.3L Powerstroke program I worked with the CEO of Navistar and
VP-Electronics of Ford to mitigate disagreements and as a result not only saved the project but through working with the
Ford sales team helped them understand the value of the product and increased volume maximums to 360K+ instead of
60K. In the first 90 days of sales when the product was released they stopped taking orders after 1.2M were placed.
Developed the Electronic Technical Group ISO-9000 quality program and was an internal auditor for the corporation at
large, and became the final say as to whether or not a department may pass its final certification check.
Developed the calibration compilation tool for the Powertrain organization expanding its capability to the next new
processors that were to be implemented for their new engine products.
Worked with Navistar’s strategic product planning executive and VP of Engine to investigate opportunities in the Asian /
Pacific marketplace. Recommendation though not considered as their core business initiative did become huge in the US
marketplace as predicted. That marketplace was the emergence of the SUV and the 4-door high end pickup truck.
MICHAEL E. RELPH 810.814.0263 | michael.e.relph@gmail.com

Sr. Systems Network Engineer - Program & Project Manager – Sr. Plant Automation Architect OCT 1986-Apr 1990
EMPLOYER – NATIONAL STEEL – GREAT LAKES DIVISION – ECORSE MICHIGAN (NOW OWNED BY US STEEL)
Technical leader, strategist, architect, and development engineer specializing in Networks for the Computer Process
Control Department. Designed, Developed, and Implemented (DDI) the Chemistry System used in the LMF station, DDI
for the Metallurgical Quality System, DDI for the Cold Mill Scheduling System, DDI for the Tensile Test Reporting System,
Architected; Blast Furnace Controls, Coke Oven Controls, Hot Mill Operations and Controls, and developed new strategies
to mark steel slabs and coils for more effective tracking of product through the system. Assisted in evolving the BOP
processes to increase production from 19-23 heats per day to over 50 heats per day. Developed a quality program, a
process to better manage how systems were developed and maintained using project management methods that are
similar to Agile methods today. Worked to technically improve the network in the plant. Working with the manager of
Computer Process Control, together we documented and presented our business plan to the President and CEO and he
declared a 1.2B Cost Savings Plan from it to the Stockholders. He then asked every department to come up with a similar
plan. Over time the plans saved the business over $5B in costs, and changed the corporate culture to better manage
continuous improvement measures in each department of the corporation.

SR. PROCESS CONTROL SYSTEMS DEVELOPMENT ENGINEER JUL 1981

– OCT 1983
Employer – Scientific Systems Services, Melbourne, Florida
Starting as a system analyst wrote, tested and deployed over 70 installations of SSS’s Data Acquisition Process Control
solution for Nuclear and Fossil Power Generation Plans. Becoming a Sr Engineer level in one year, a Project Manager six
months later, and a technical writer for Nuclear and Fossil Power Systems Operations, and proposal writer for new
business six months after that. Extensive DR planning, auditing, and exercises were performed as regulated by the US
and State Governments. Learned Nuclear and NASA quality development programs.

Public Employers – Clients – Non-Profits

City of Madison Heights Parks & Recreation Director 1976-1981

Madison Public Schools
US ARMY – TACOM
State of Michigan
City of Detroit
Willie Horton Foundation
Fraser Community Schools
Michigan Minority Development Council
Friends of the Detroit City Airport
High School Substitute Teacher 1979-1981
Integrated Logistics Support Computer Aide 1980-1981
Energy Office Energy Efficiency Consultant 2003-2004
Housing Task Force Consultant to President of City Council 2003
New Haven Academy Consultant 2001-2003
Administration Technical Consultant 2002-2006
Manufacturing Group Technical Consultant 2002-2005
Education Technical Advisor 2003-2013, 2017 - present

*Career Note: Prior to 1986 professional experience includes Senior Systems Engineer/Project & Program Manager as an
Employee or Business Owner. IT Business Partner at Computer Designs, and Sr. Systems Engineer and Project Manager
for GM/EDS. Sr. Systems Engineer, Project Manager, and Technical Writer. Also served in the US Army in Integrated
Logistics Support at TACOM in Warren, Michigan while in College as a Computer Aide, and the Commanding General’s
Specialized Assistant. Additionally, co-owner and founder of TKM Construction a residential remodeling business.

Education & Credentials

BS, Applied Mathematics & Computer Science – Cum Laude – LAWRENCE INSTITUTE OF TECHNOLOGY
Masters Studies in Business Administration (1982-83 Florida Tech)
Masters Certificate in Vocal Performance – Professional Grade Performance Vocalist – Tenor
Masters Certificate in Referral Marketing – Referral Institute of Michigan
Certified Professional Bowling Instructor (age 15)
Inventor of Innovative Secondary & Bachelor of Science Educational (18 year old student)
Training – Coaching – Mentorship Experience
Scientific Studies in Building/Structures Architecture and Material Science
MICHAEL E. RELPH 810.814.0263 | michael.e.relph@gmail.com
IT Infrastructure Library (ITIL) Manager’s Certificate
Project Management Professional – Tek Systems IT Professional Version
ISO 9000 & 14000 Internal Quality Auditor
1st Tenor – 13 Years – Southern Gospel Quartet
National Anthem Performer – Comerica Park – Detroit Tigers
Lead Tenor Performer – Since January 1976 – Woodside Bible Church – Main Campus, Troy Michigan
Lead Tenor Performer – 3 Years – First Baptist Dallas, Texas – Carnegie Hall – Brooklyn Tabernacle
Technical Skills

PMI Methodologies, IBM-PC, DOS/Windows/XP, DECNET, SDP21, Documentum, SDP-21 & Lite, SUN6000, Service Now,
UNIX, SQL, INGRES, FORTRAN, MS Office, DEC/VAX, VMS 3-7, SDLC, DBIII, COBOL, ITIL, DEC/PDP, 11/44, RSX 11M+, FTP,
CLIPPER ASSEMBLER, MS Project, MODCOMP, MAX-IV, Clarity, XBASE, C/C++, Front Page, MOTOROLA 8063/8065,
FPTOS, PARADOX, HTML, Dreamweaver, NETWORKS, NIKU, ORACLE, SMARTWARE, FMS / CMS, POS, EDI, BPCS, MAPICS,
CMMI BARCODING, CIM, Remote Scanners, ANX, PMI PMBOK, SDLC, LOTUS NOTES, MS-XP,7,8,9,10, IE6,7,8,9,10,
SEP11,.Net SMS/SCCM, VISIO, portfolio management, AGILE, SCRUM, ACTIVE DIRECTORY, WEBSPHERE, SITEMINDER, and
IdM

Publications
 Co-Author-Ford Motor Company 7.3l Powerstroke Diesel Engine Control Strategy
 Co-Author-Ford Motor Company 7.3l Powerstroke Diesel Engine Diagnostics
 Co-Author-Clinical Quality Improvement Pamphlets (4 different subjects), St. Joseph Hospital, Detroit
 Author-Nuclear and Fossil Power Control Systems, User Guide & Systems Guide (70 Major Generation Facilities)
 Author-US-ARMY Pamphlet and Maintenance Manual 8 th Grade Reading Grade-Level Analysis Guidelines
 Author-Project 115, 21st Century Modern Wellness Care Approach, 115 years of Living Well
 Author-The 5R’s, Reading Writing Arithmetic, the Arts, and Sports, Creating Tomorrows Masterminds Today
 Author-K-8 Mathematics-Goldleaf Publications and High School Technical Mathematics-Madison Public Schools