David W. Wallace Page 1
David W. Wallace, PMP
Home: 770-671-0572 4492 Orleans Court
Cell: 770-722-5869 Dunwoody, GA 30338
VP/IT DIRECTOR: TECHNICAL PROJECT STRATEGY / TEAM MANAGEMENT
Project Portfolio Management ● Enterprise Application Development & Support ● Strategic Planning
M&A Integration/Support ● Project Turnarounds ● Offshore Development ● Methodology & Process Implementation
~ Enabling & Supporting Business Expansion, Mergers, & Restructuring with Agile, Pioneering, Scalable Technologies ~
Information Technology professional with 20+ years of success providing innovative IT/IS strategy, enterprise systems/software, and business process expertise in diverse settings from start-ups to Fortune 500 across dot.com, health care, banking, and financial industries. Proven track record leading timely, within-budget, full life cycle development, implementation, and support of mission critical enterprise systems that deliver substantial cost savings and efficiencies, meet legislative mandates, enable achievement of business goals, and position companies favorably in market and investor community. Certified Project Management Professional (PMP) committed to collaborative leadership by example, development and mentorship of key personnel, and succession planning.
► Managed multimillion dollar project portfolios involving large, matrixed teams of staff, contractors, and consultants.
► Led department turnaround and delivery of large-scale implementation yielding competitive advantage on Wall Street.
► Transformed negatively viewed offshore team to valued corporate contributor while reducing rework by 50%.
► Supported merger with major company, merging multiple points of data and reducing financials close cycle by 75%.
► Rescued and drove “impossible” project critical to company’s IPO and ultimate merger to fast-track completion.
PROFESSIONAL EXPERIENCE
Alere (formerly MATRIA HEALTHCARE, INC.), Marietta, GA 2004 – 2008
$500M comprehensive, integrated disease management company serving patients, physicians, health plans, and employers.
Enterprise IT Manager / Manager of Project Management Team (2005 - 2008)
In recognition of success in Client Data Services turnaround, selected to build and lead Project Management team in newly formed Technology Project Office to support Matria projects in rapidly expanding nationwide matrix environment created by multiple acquisitions. Reporting to VP of Technology Project Office, direct team of Senior Project Managers and Project Analysts in managing 165+ projects ranging from $50K to $1M. Control $540K operating budget.
Created team from ground up and established structure and processes enabling cost effective and timely management of $10M+ project portfolio of major capitalization impact to company during period of tremendous growth:
● Recruited and developed top-notch team of 7 including 4 Project Management Professionals (PMP’s), and obtained PMP certification to lead rest of team by example in pursuit of goal to obtain 100% team certification.
● Provided leadership in matrix setting to ensure timely, on-budget delivery of 160 projects corporate-wide in single year.
● Delivered 10% reduction in project delivery lead time by pioneering Risks & Issues analysis of project portfolio and creating Risks & Issues reporting to keep senior management apprised of status and enable rapid intervention as needed.
● Led roll-out of MS Project Enterprise Server across organization now spanning Dallas, Chicago, and New York due to acquisitions, enabling centralized project tracking, eliminating “underground economy’s” subversion of resources, and providing ability to create project views (new customer, new product, etc.) for drill-down and issue identification.
● Eased integration of acquired Chicago company’s projects into Matria, establishing inclusive environment that allowed virtual teams to flourish and fostered participative team spirit.
● Introduced project methodology to company historically weak in this area. Created standardized processes and engaged Project Management team in executing mandate to proselytize adoption enterprise wide. Led to clearly understood methodology throughout IT and the business.
● Created Key Projects Dashboard enabling senior management to focus on key projects at critical time junctures, and ensured accurate maintenance of Time Entry system for capture of capitalizable time of IT Development Teams.
Manager of Integrated Data/Client Data Services (2004 – 2005)
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Recruited to take over CDS area overwhelmed with high volume of data sources requiring integration as multiple new customers were brought on board. In newly created role reporting to VP of Business Processes, led team of 40+ IS professionals and controlled $600K operating budget. As senior project manager for critical initiatives, worked with senior management to prioritize deliverables to manage quarterly revenues while achieving client implementation go-live targets.
Accelerated recognition of $10.7M+ in revenues and greatly enhanced position with Wall Street by architecting internal department and offshore operations turnaround resulting in consistent on-schedule/within budget project delivery:
● Turned liability into asset touted to Wall Street by CEO, working with team to code and install 215 new data feeds across 27 new clients consistently on time for first time in department history. Achieved by introducing tracking tools, justifying staff increase from 15 to 40, providing solid training program, and ensuring full utilization of offshore team.
● Reduced costly rework by 50% and saved development and QA time by working with negatively perceived offshore team in India to establish quality processes and goals that dramatically reduced errors and eased resentment of outsourcing.
● Established team record of exceeding expectations with delivery of complete versus previous minimum implementations by target dates, by leading creation of standard templates and project management practices and removing barriers between Development, Business Analysts, and others to reduce time for analysis, development, QA, and re-work.
● Enhanced morale within and outside department due to massive workload by establishing positive team environment, demonstrating personal commitment by staying on with those required to work late, and awarding overtime bonuses.
Anthem (formerly WELLPOINT, INC., L.A., CA/BLUE CROSS BLUE SHIELD OF GEORGIA,) Atlanta, GA 2000 – 2004
$20.4B healthcare and prescription insurance provider.
Manager of Information Systems
Reporting directly to CIO, led team of 13-25 including programmers and business analysts in supporting and enhancing enterprise applications for company’s life/health network and national account business users. Served as Senior Project Manager for critical initiatives, and assumed responsibility for massive mainframe to PC (Java, Oracle) systems integration when anticipated BCBS/Wellpoint merger was realized. Controlled and held full accountability for $3MM budget.
Guided organization through period of rapid change while maintaining on-time/in-budget project delivery, reducing costs $300K, resolving major errors plaguing system integration, and leading company in meeting critical new regulatory requirement:
● Spearheaded massive post-merger systems integration effort, resolving technical challenges to merge multiple data points with financials to shorten month-end close by 75% and implement new interfaces and systems across all application areas.
● Captured $200K annual savings with 5-month fast-track replacement of legacy Sales & Marketing system.
● Led intensive exercise that resolved financial reporting errors (including recovery of~$750K in “lost” funds) and identified/addressed key-in, coding, and database extraction method issues to prevent future occurrences.
● Accelerated financial closing process from 7 days to 24 hours by revamping job stream.
● Improved commission check accuracy with refinements to commission system and development of online book of business to track current payment activity for each agent based on contract sales.
● Reduced maintenance contract costs $100K annually through skillful negotiation with legacy financial software vendor.
● Ranked as first among company’s 5 regions to achieve legislatively mandated HIPAA conversion.
eTOUR, Atlanta, GA January – July 2000
Internet start-up with business model based on delivering visitors directly to advertisers’ home pages who paid for prioritization, without use of intermediaries like banner ads or links.
Director, Internal Systems
Recruited by one of founders to join this start-up as part of Technology Management team. Chartered to recruit/manage technical team and serve as project manager for all key initiatives. Directed team of 6 DBAs, Business Analysts, and Programmers.
Contained costs to conserve and stretch VC funds, resolved IT issues, and implemented systems to support rapid growth:
● Rescued faltering Oracle Financials project, dropping costly consultants and bringing system online in 2.5 months.
● Achieved $45K annual savings with implementation of best-in-class HRIS system, identifying vendor-hosted Personics system as best buy after intensive investigation and comparison with offerings of Oracle, Best, SAP, and PeopleSoft.
● Reduced 3-week invoicing cycle to matter of hours by redesigning internal processes and installing back-office interfaces that tracked billing and commission data in real time and then integrated with Oracle Financials.
● Reaped $150K annual savings by replacing costly and underutilized internal DBA with outsourced consultant.
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IMS HEALTH STRATEGIC TECHNOLOGIES (formerly Sales Technologies), Atlanta, GA 1998 – 2000
$1.4B provider of drug sales information to pharmaceutical companies.
Manager, Professional Services
Reporting to VP of Professional Services, managed team of 5 consultants in maintaining and enhancing sales force automation (CRM) software in outsourced environment. Supported key client Sanofi (one of world’s top 20 pharmaceutical firms).
Ensured timely progress of all projects and reliable functioning of all components from sales rep laptops to server:
● Rescued troubled $1M client situation, restoring relationship by improving technical service and customer support.
● Led 6 roll-outs in 3 years, working closely with customer to define needs and leading team in delivery of custom solutions.
● Maintained on-schedule implementation of major recurring updates to ~250 laptops by instituting Project Management processes and leveraging imaging software to enable rapid installation to each machine.
INDUS INTERNATIONAL (formerly TSW International), Atlanta, GA 1996 – 1998
Vendor of custom-developed asset tracking software to manufacturing clients.
Manager, Custom Development
Working in leading-edge development environment (PowerBuilder, Oracle, SQR), led teams in full life cycle development of custom asset-tracking software for diverse manufacturing clientele. Directed all aspects of development from requirements definition, design/architecture, project scheduling, budgeting, through development and implementation.
Established reputation for delivering “impossible” solutions and effective multiple simultaneous project management key to positioning company for IPO and eventual sale:
● Built sophisticated systems interfacing with custom and off-the-shelf applications in large-scale manufacturing operations.
● Spearheaded complex data migration for $1M+ sale critical to IPO, leading team of 4 in grueling 8-month project that adapted software for system-to-system interface and introduced innovations that drastically simplified architecture.
● Maintained high morale in “death march” project environment by creating fun atmosphere, rewarding above-and-beyond efforts with recognition and bonuses, and revitalizing team with activities such as outside lunch breaks.
PREVIOUS CAREER HIGHLIGHTS
DUN & BRADSTREET SOFTWARE (formerly MSA Software), Atlanta, GA
Advisory Systems Engineer (Product Manager), Client Server Division:
● Won award for outstanding achievement for authoring new release of migration process for Sybase data that was 40% faster, improved data integrity, and became template for entire client/server product line.
● Created new subsystem design that became major selling point of software, by increasing system stability and ease of use.
Manager and Advisory Systems Engineer, Research Division:
● Led pioneering research in use of object-oriented technology for client/server development.
● Headed innovative Usability Lab that became required part of software development process, allowing developers to view actual use of software by end users and leading to development of more user-friendly interfaces and practical features.
Senior Systems Engineer, Environmental Systems Division:
● Served as Project Leader for 3 major releases of company’s accounts payable software in IMS mainframe environment.
Early career includes directing programming teams and installing/integrating 5 new remote processing centers with existing operations for NationsBank as Programmer Analyst, and leading design team as Systems Analyst for NCR.
EDUCATION & PROFESSIONAL DEVELOPMENT
MBA studies (45% complete) and BA Psychology, Georgia State University, Atlanta, GA
Project Management Professional (PMP) Certified
Continuing education/training titles include Dale Carnegie Leadership, Optimize Your Thinking/Optimize Your Team, Risk
Tricks of the Trade (RMC Project Management course), 15 Attributes of the Most Successful Project Managers
PROFESSIONAL AFFILIATIONS
Project Management Institute, Technology Association of Georgia, Georgia State University Alumni Association