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Homebuilder Tracking Program (Stakeholders: Chief Financial, Operations and Marketing Officers)
Multi-year project to move various internal systems based on community by lot throughout large regional homebuilder into one newly developed enterprise system. Allowing customer to track a lot from purchase, construction, sales, and through warranty period. Resulted in 50% increased growth without need for additional staff.
Some skills required ▼
Data Management/Governance projects.
Develop/Design Data Marts for user generated reporting.
Implement improved executive and operational level reporting.
Develop Enterprise System.
Develop User Training Programs.
Improvement in business processes.
Project Management.
Strategy Alignment.
Student Transfer Tracking (Stakeholders: Assistant Superintendent, Director of Student Services)
Development of system to maintain records, status and placement of students transferring from out of district for school district. Results: no previous metrics since this was a response to a new law allowing students to move to any district/school depending on availability.
Some skills required ▼
Compliance with state law.
Structured data design and management.
Team/Project leadership.
Government Contract.
Testing of code and data accuracy.
Design training program for data input and report selection options.
Data Center Migration (Stakeholders: Chief Financial Officer, Director of Technology)
Updated aging data center based on Microsoft Server utilizing swing migration for a Mid-Size Regional Property Manager. Result: successful migration, with only one hour of staff downtime. All data and systems available to staff during the 8 day migration period.
Some skills required ▼
Tight Budget considerations
Demanding customer with limited tolerance of staff downtime.
Project Management of short term project.
Management of expectations.
Contract negotiations with multiple entities and customer.
Redundant Multi-site Data Center setup and upgrade (Stakeholders: Chief Financial, Operations Officers, Controller and External IT Service Contractor)
Oversee and plan upgrade and installation of connected/redundant Data Centers for a large regional construction company with offices in Washington and home office in Nevada. Included new hardware, server software and upgraded Internet Service provision. Resulted in the successful installation of all components and real-time redundancy of systems which could survive intermittent service connections (during a time when service was not as reliable as it is now).
Some skills required ▼
Tight timing of all deliveries and setup.
Project leadership of various teams.
Compliance with multi-site requirements.
Implementation of emerging technologies with many unknowns.
Heavy Equipment Management (Stakeholders: Director of IT and Senior Manager of Equipment)
Develop system to track maintenance, certification, licensing, parts for large water based construction company operating around the globe. Equipment included Derricks, Dredges, Tug boats, and various equipment onboard each. Resulted in productivity growth of 2.4 in number of parts ordered per hour. Achieved improvement in certification and training compliance to 98%.
Some skills required ▼
Project Management.
Data Management/Governance.
Design Reporting and Dashboards.
Centralized management of equipment and parts.
Develop User training.
Work with Director of IT to adapt to changing network infrastructure.
Certification and other government compliance.
Commercial Fishing Production and Sales (Stakeholders: Chief Financial Officer, Controller, Production Floor General Manager)
Created system and processes to track and manage catch and production yield between two large ships (Factory Trawlers) in the Bering Sea and Seattle management office. Required compressing data to a raw form to reduce time required for satellite transmission between sites. Required challenging change management issues due to remote and expensive communication. Resulting in real time information on production quality and quantity, providing multiple benefits throughout the supply-chain, including reduction on average cash to cash cycle time of 7 days
Some skills required ▼
Change management complex planning and implementation on precise schedule.
Business Process development.
Daily dashboards for sales so that product can be sold at the time of production rather than offload.
Data security.
Processes to handle and report on remote suppliers of product for processing as distinguished from internal supply.
Strategy Alignment.
Annual Data Center/Help Desk Management (Stakeholders: CEO, CFO)
Provided primary support contracts for multiple companies outsourcing their IT Services.
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