Kevin Berry

President | Founding Partner

Kevin BerryMr. Berry founded PMAlliance in order to help other organizations improve business operations and project execution. With over 20 years of project management experience, Mr. Berry has been directly involved in new product development, new business startups, international facility relocation, business process improvement, information technology development and implementation, energy exploration and development, and political campaigns.

Mr. Berry has specific sector experience working in Oil and Gas, Heavy Construction Equipment Manufacturing, Enterprise Resource Planning (ERP), 6-Sigma, Information Technology, On- and Off-Highway Engine Manufacturing, Global Positioning Systems (GPS), The Department of Defense, and The Department of Energy. He is experienced in facilitating large, complex projects with teams composed of cross-functional and geographically dispersed members. In addition, Mr. Berry mentors client project managers in advanced project management planning, project control and analysis, and communication techniques.

Mr. Berry holds a Bachelor of Science degree in Biology and Petroleum Engineering and has attended the Defense Systems Management College for advanced program management. He is a certified Project Management Professional through the Project Management Institute (PMI)® and an active member of the Chicago Chapter.

 

Project Experience

Industry
Manufacturing
Demanding, time sensitive, and finely tuned, manufacturing projects require close attention and experienced oversight.
Industry
IT Projects
Organizations must be able to successfully execute challenging and highly visible technology projects to maximize revenue.
Industry
Power Plants
Power Plants must be able to keep these vital infrastructure assets current, efficient, and economically positive.
Industry
Energy
High-profile hurdles and expensive risks of failure make these projects critical to manage properly from the very beginning.
Industry
Aerospace
Presents complexities at nearly every stage, from allocating resources to controlling schedule variances, or clearing regulatory & safety hurdles.
Industry
Cross-Functional
Ensuring team members are able to move outside the silos of their department or discipline is the key to achieving success.
Industry
Product Dev
Design and other early-stage activities must be carefully orchestrated while maintaining visibility on future impacts and resource needs.
Industry
Mergers & Acquisitions
Among the riskiest and most strategically important initiatives a company can undertake, and their outcomes can make or break the business.
Industry
Finance & Insurance
Technology implementations call for the right level of planning detail and diligent oversight.
Industry
ERP & SAP
An ERP implementation can be among the most disruptive and strategically important initiative an organization can undertake.