Dean Davis

Direct Hawaii and Tacoma Refining and Logistics IT teams. Responsible for local Tier 1 and Tier 2 technology field IT support along with providing significant support for various OT systems and infrastructure. Support cloud migration and AI adoption efforts. Responsible for Petroleum Pipeline security and network availability. Active participant on Par Hawaii Refinery and US Oil and Refining leadership teams. Served as Facility Security Officer with responsibility for Facility Security team for an interim period - within that timeframe completed significant perimeter security projects. Also responsible during that time for surveillance video management solution and ensuring compliance maintained. Refining is an exciting industry when it comes to technology as there are many opportunities to innovate and collaborate on pragmatic solutions.

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Directed IT employees to support enterprise infrastructure and applications for $1B credit union. Managed Telecom, Systems Support, Network Administration, Core Systems, Data Administration, and Enterprise App teams. On leadership team and regularly participated in Board meetings. Key accomplishments included roll out of data warehouse, implementation of corporate-wide communication/collaboration solution, completion of significant hardware upgrades for critical infrastructure components, and creating and championing 5 year IT strategic plan and focus.

Led IT employees to support enterprise infrastructure and applications for $2.5B credit union with 95K customers. Managed Telecom, Systems Support, Network Administration, Core Systems, Data Administration, Digital Banking, and Enterprise App Development teams. Present to Board regularly. CORPORATE LEADERSHIP TEAM: Actively participated as member of the Managing Committee, the primary corporate leadership team comprised of executives and SVP level management. CORPORATE IT STRATEGY: Developed and updated IT Strategy documents. Initiated dialog within IT and elicit business unit comments; changed/updated IT strategy year-over-year. TECH STEERING COMMITTEE CHAIRPERSON: Led Tech Steering Committee (9 leaders and executives) to set Technology Strategy and prioritize organizational objectives and initiatives. REGULATORY & SECURITY CONTROLS / RISK AUDITS: Coordinated/managed IT regulatory and security controls/risk audits and risk assessments to implement most current FFIEC Cybersecurity Framework. Presented security/audit reports to Board and Supervisory Committee. EMPLOYEE RETENTION: Maintained ‘open door’ policy, mentored teams and individuals, championed learning and technical progress, and created long-term core team with a churn rate of less than 5% annually. FUTURE STATE IT DEPARTMENT PLAN: Led workforce planning session to develop future plan for IT organization. Realigned employees and roles ensuring staffing for future success and succession planning. CLOUD STRATEGIES: Set goal to increase system adoptions to the Cloud from 5% to 50% on private or public cloud services within 3 to 5 years. CONTACT SYSTEM UPGRADE: Delivered Adapt product for 350 phones and 45 agents. Replaced legacy PBX system, enabled high availability and DR, consolidated servers from 20 to 10, improved service, and lowered maintenance costs; project delivered on time and under budget.

Managed IT staff in Telecom, Systems Support, Network Administration, and Core Systems teams. Designated as Board appointed Information Security Officer responsible for compliance and information security risk management. STAFF MEETINGS & COMMUNICATIONS: Coordinated and led all IT staff meetings across the organization. Regularly conducted one-on-one meetings with each direct report. Established trusted relationships with team members, identified strengths and areas for improvement; encouraged staff to move forward technically and career-wise. COMPLIANCE AND SECURITY RISK MANAGEMENT: Led the cross-functional effort in maintaining compliance under NCUA/FFIEC information security regulations and ensuring cybersecurity framework was solid and within identified maturity levels. DATA CENTER VIRTUALIZATION: Increased virtualized servers from 30% to 60% of servers, saving on hardware and software acquisition and maintenance. FAMILY BANKING: Directed Core System team to configure Core System to support new and exciting product for families with children (called “Family Banking”) intended to facilitate parent/child financial discussions and training.

Directed IT team members supporting Telecom, Systems Support, and Network Administration. VENDOR MANAGEMENT, CONTRACT NEGOTIATIONS: Built vendor management program, negotiated new deals and renegotiated legacy deals to achieve cost savings of up to 50% on software licensing, maintenance contracts, and other services. EQUIPMENT & HARDWARE STANDARDS: Created/generated detailed monthly metric reports addressing system uptime, network security, vulnerability assessments, work order management, and project updates. Standardized equipment and sourcing, lowering maintenance and acquisition costs. FORMAL TRAINING PROGRAM: Negotiated and coordinated all training for IT and for employees outside of IT needing technical training. Reduced annual training budget by 50%.

Supported 50+ US and Europe employees. Maintained/managed network and security systems achieving layered security and redundancy. Administered Windows 2000 Servers and Windows NT Servers and Microsoft Exchange Services.

Mentored students and taught Microsoft Technologies and Administration, Red Hat Academy, Unix Administration, Networking Technologies, and NetWare 5 Administration.