Mary Day

I'm an accomplished project manager with over two decades of experience leading technology, telecom, and network initiatives for major organizations such as CVS/Aetna and First Health/Coventry. Throughout my career, I've built a reputation for driving projects that deliver measurable impact on time, within budget, and with lasting results. My background spans Remedy system administration, change management, and training program design, strengthened by a solid foundation of leadership from my years in the United States Air Force.

I take pride in connecting people, processes, and technology to create efficient systems that help teams thrive, and organizations grow.

PROJECT MANAGER at CVS/Aetna Inc. (2010-07 – 2025-12)

As a Project Manager, I lead cross-functional teams to deliver projects on time, within budget, and to the highest quality standards. I oversee planning, execution, and stakeholder communication to ensure that strategic objectives are achieved efficiently.

• Delivered projects on time and within budget through strong planning and team coordination.
• Improved efficiency by streamlining project workflows and communication channels.
• Led cross-functional teams to exceed project goals and client expectations.

REMEDY ADMINISTRATOR/DEVELOPER at First Health/Coventry (2006-04 – 2010-07)

As a Remedy Administrator/Developer, I managed and enhanced the BMC Remedy system to improve IT service management efficiency, user experience, and workflow automation. I ensured system stability, performed custom development, and supported business process optimization through technical solutions.

• Enhanced user satisfaction by improving interface design and functionality.
• Streamlined incident and change management through workflow automation.
• Ensured data accuracy and compliance through system audits and updates.

CHANGE MANAGEMENT CONSULTANT at First Health/Coventry (2005-03 – 2006-04)

As a Change Management Consultant, I led organizational transformation by creating strategies, communication plans, and training programs to drive successful adoption.

• Increased adoption rates by developing clear communication and engagement strategies.
• Minimized resistance to change through targeted stakeholder analysis and support.
• Improved project success by aligning change initiatives with business objectives.

SERVICE DESK ANALYST 2 at First Health/Coventry (1999-11 – 2005-03)

As a Service Desk Analyst II, I provided advanced technical support to end users by troubleshooting complex hardware, software, and network issues, ensuring efficient resolution and minimal business disruption. I also managed escalated service requests, documented solutions, and supported the continuous improvement of IT support processes.

• Supported escalated incidents, ensuring minimal downtime, and uninterrupted business operations.
• Documented resolutions to enhance knowledge base accuracy, and streamline future troubleshooting.
• Collaborated with IT teams to identify root causes, and prevent recurring technical issues.

TECHNICAL TRAINER at Sears Customer Network (1997-12 – 1999-11)

As a Technical Trainer, you delivered hands-on training programs to enhance employee technical knowledge and performance. You developed instructional materials, conducted workshops, and ensured participants gained practical skills to meet organizational and industry standards.

• Developed clear training materials, enhancing knowledge retention.
• Led workshops, boosting technical confidence and efficiency.
• Evaluated results, and updated training content accordingly.

TRAINING MANAGER at United States Air Force (1980-06 – 1997-06)

As a Training Manager, you oversaw the design and implementation of employee development programs, ensuring alignment with business goals. You managed trainers, evaluated performance outcomes, and enhanced workforce capability through targeted learning initiatives.

• Managed trainers and resources to ensure consistent, high-quality learning delivery.
• Evaluated training effectiveness, leading to measurable performance improvements.
• Streamlined onboarding processes reduce new hire ramp-up time.

Bachelors in Business Management Information Systems – University of Phoenix (2001)