Dave Heupel, SSM, PMP

Facilitated the roll out of agile tools, processes, and training for IT organization. Configured and performed administration for Atlassian Jira and Confluence tools. Responsible for leading a strategic corporate program to configure and build a new property and casualty underwriting workbench solution partnering with Guidewire using (FirstBest) Underwriting Management System (UMS) platform. Starting with a waterfall methodology then migrating to agile / scrum. Solution includes using a new Enterprise Integration Platform (EIP) architected using webMethods, infrastructure is AWS / SaaS, and technology is primarily Java. Working seamlessly with internal business leaders, external consultants, and corporate IT with a program budget of $12 million over 3 three years.

Responsible for leading onshore and offshore teams in the development of application enhancements associated with the new Flight Attendant contract with United Airlines. This 42,000 hour / 24 month project will combine processes and applications across United Airlines flight attendants. Leading a team of 30 programmers and application subject matter experts to enhance client’s legacy Crew Management System.

Responsible for delivering staff augmentation services to client, supplier, vendor, and client relationship building, and team member oversight. After evaluation of existing tools and processes regarding the vendor management office, made significant improvements to increase efficiencies. Significantly improved the placement rate of resources (8 times better year over year). Managed a team of 90 consultants, providing staff augmentation services to the client.

Responsible for leading projects and programs delivering products and services related to various Oracle technologies as detailed below: Symantec – Oct 2012 to Jan 2014: Senior Project Manager for Oracle EBS R12 ERP implementation. Responsible for implementation of a new infrastructure and DBA services. Provided HP executive status on program progress, all financial outlooks and P&L management, all HR related activities, and client billing. Fixed price project budget was $12.3 mil (14 month duration). Actual revenue was on budget, expense was 22% under budget causing higher profit margin. Oracle Diamond Level OPN Partner Initiative – Oct 2011 to Jul 2014: Managed global program for HP to successfully achieve the highest level of Oracle Partner Network (OPN) partnership. Worked closely with alliance partners to build strong relationships. Worked with HP employees and organizations globally to work towards accomplishing Oracle certifications. Cigna Healthcare – Jan 2012 to Aug 2012: Responsible for facilitating the resolution of severity 1 and 2 issues between HP and Oracle for client. Planned troubleshooting sessions, coordinated Oracle defect resolution and patch testing and implementation. Oracle products included SOA, Enterprise Manager, and BPEL Work list. Also provided project management for a new development project to replace a web based application using Agile Scrum development methodology. Genzyme Corp – Sep 2010 to Sep 2012: Analyzed technical and project management processes related to site infrastructure start-up that deliver Oracle On-Demand, Hyperion On-Demand, infrastructure, and various hosting services to the client. Analyzed various hosting and hardware life-cycle, technical, and project management processes, determined best practices, recommended improvements and associated training and roll out.

Responsible for leading program and projects that deliver end-user computing and workplace services to the client. Analyzed product life-cycle, release management, technical, and project management processes, determined best practices, recommended improvements, and associated training and rollout. Responsible for program governance and over-sight for Windows 7 OS upgrade to approximately 60,000 personal computers globally, upgrade to SCCM (System Center Configuration Manager), assure applications and hardware readiness, development of deployment methods, and service desk support readiness. As part of the ePO (Enterprise Program Office), analyzed technical and project management processes related to site infrastructure start-ups and site decommissions. Documented and implemented a consistent global process to improve future revenue and minimize lost revenue.

Responsible for delivery of application services to 14 client accounts within the Oil, Gas, and Chemicals segment of the Energy Industry, including Chevron, Marathon, BP, Reichhold Chemicals, and DOW. For organization leadership: responsible for relationship building, revenue growth, P&L, and designing solutions to client requests for proposals. For project delivery: responsible for controlling program scope, schedule, and budgets; team member development, effective communication, project quality and risk, management; and all project SLAs. CHEMCENTRAL Corp: Accountable for overall IT department operations, including client support, application maintenance, and application enhancements. Provided oversight for infrastructure management, helpdesk services, web hosting, and off-shore support migrations / transitions. Client was impacted by an acquisition. Annual IT budget was approximately $4 mil. Improved overall client satisfaction 20% (from good to excellent). Provided people care for 24 professionals supporting a variety of clients on multi-year outsourcing engagements and had overt and P&L for the work of 40 IT service professionals. Reichhold Chemical: Responsible for oversight of SAP applications support. Annual IT budget was $2.3 mil). Improved overall client satisfaction 20% (from good to excellent). Chevron Oil / Solutia / Chemcentral: Designed solutions to client proposals for – application modernization services (three proposals / $2.1 mil), SAP enterprise application management services ($7.5 mil), services-based applications management ($N/A), and electronic data interchange services ($430K). Migrated / transitioned support functions to off-shore locations in India and Brazil for multiple clients and applications. Reduced per resource project costs approximately 65% to 80%. Designed and implemented a more efficient CMMI level 3 compliant processes for small projects resulting in approximately $100K in annual savings.

Responsible for leading all aspects of full life cycle client server development projects – including scope, schedule, cost, team development, communication, quality, and risk. Chemcentral Corp: Led a project to develop and implement a data warehouse and a sales and marketing data mart using agile iteration methods. Project included full design, development, and implementation of all required infrastructure, servers, and hardware components. Project was delivered on time (in five months) and 16% under budget ($1 mil). AAR Corp: Coordinated a PMO assessment of the project plan, methodologies, and estimates for a troubled Oracle client server development project. Assumed project management responsibilities at the conclusion of the assessment. Re-planned and delivered project on-time (in 16 months), within budget ($2.5 mil), and with improved client relations. Tyson Foods Corp: Led a development project using an iterative approach to develop an embedded system to print labels and provide manufacturing process control. Project was completed on time (15 months) and within budget ($1.6 mil). EDS*Pay / Payment Processing: Led a financial services project to iteratively develop and implement a client server application which allowed consumers of companies, with a large number of monthly bills, to pay their bills using a touch tone phone. Project was completed on time (12 months) and within budget ($1 mil). Project Management Office (PMO): Responsible for development and implementation of an organization’s PMO. Mentored project managers in institutionalization of new systems development life cycle, metrics, and project management processes, methodologies, and tools. PMO was successful at facilitating organization to assess at CMMI Level 3. Fremont Insurance: Workers Compensation Major Enhancement project manager.

Responsible for people care and overall IT service delivery of applications projects. • As systems integration test team manager, worked with the client to develop a more effective project testing methodology. Led team of ten (mixed EDS and client) to regression test batch and on-line functions before delivery to user acceptance test. • Led a team of 9 programmers to complete application enhancements (5000+ hour project). • Led a team of 8 programmers in the installation of a custom insurance ERP. Reduced cost of implementing a release by approximately 50%.