Brian Stromblad Email & Phone Number

Armonk, New York, Ny, Us

I manage major initiatives within the marketing automation group that serves thousands marketing and sales people. Activities include:System Engineering and Architecture Operational SupportProgram Mgmt (Technical, Schedule, Cost, Risk)

San Jose, Ca, Us

Primary role was to develop tools to understand site performance across the entire Magento Cloud. Adobe acquired Magento in July 2018.Integrated data via Python from multiple sources: JIRA, Zendesk, Fastly, New Relic and other monitoring tools. Created models to define good and poor performing ecommerce sites.Lessons learned at the aggregate level were distilled into Wiki pages, KB articles and team trainings. Proposed multiple initiatives to push the site health to a more optimal state.I was the lead investigator for outage incidents. I developed multiple predictive models for customer tickets submissions, headcount required to answer those tickets, amongst other business topics.

San Jose, California, Us

Formal title: Global Manager, Launch ManagementLaunch ManagementAdobe acquired Magento in July 2018Managed a global team of 10+ to merchants get on the cloud with Magento Commerce PlatformLead a wide range of continuous improvement projectsManaged and developed tools to predict a state of a ticket, project, partner and the business as a whole. A wide range of tools used: JIRA, Salesforce, Excel, Power BI, Python.

Delta, Bc, Ca

Formal title: Director of ProgramsAreas of responsibility: Program Management and Business IntelligenceManaged multiple program managers and was the primary customer interface for key accounts-Responsible for technical, cost and schedule requirements for $50M division-Directed all business and technical improvements including software development toolsData Integration, Optimization and Visualization project-Integrated two MRP systems (SAP) with multiple data sources in each-Managed development of analytical tool to determine the state and location in flow of all jobs-Tool used to forecast delivery and sales-Tool reported out problem programs and problem areas in work flowSales, Price and Cost Forecasting tools- Primary developer of sales forecast tool- Managed development team that produced cost models for financeOperational Performance tool development-Used R Studio for data exploration and transformation of existing datasets-Scrubbed data was used in advanced analytical models within an Excel workbook

Formal title: Business Unit ManagerProducts: Civilian Aircraft Components (fuel system connectors, tube assemblies, composite isolators)Key Customers: Boeing, Airbus, Embraer, Gulfstream, Cessna, Bombardier, Dassault, PilatusKey Achievements• Significantly increased profit volume • Captured multiple key customers from the competition; Won all 5 major proposals vs. competition• Improved margins in notoriously competitive accounts• Increased new business lead backlog by 200%• P&L Responsibility; 16 consecutive quarters of revenue and profit growthLeadership and Strategy• Created strategic and technical roadmaps leading to a sharp increase in R&D spend• Led a product team with over 30 with 25% increase in productivity over 2 years• Developed over 6 different managers across engineering, test, program mgmt. and operations• Managed an external team of 10 sales reps across the US, Canada, Europe, South America and AsiaSales and Marketing• Developed roadmaps and training modules for the sales team • Created multiple technical presentations that reinvigorated the brand and division as the technical leader in its field• Improved turnaround time on technical solutions to customersSoftware and Analytics • Lead developer for pricing models, sales forecasts, technical resource management

Windsor Locks, Ct, Us

Products: Scientific Instruments (biological, chemical detection, spectrometry)Markets: Gov’t/Defense (Army, Navy, NASA, DHS)Hired to support multiple ongoing but very diverse projectsProgram Management• Program manager for CAMS Simulator program (hardware and software training solution for a currently fielded atmospheric sensor instrument) (US Navy)• Deputy program manager for the Biowatch program (DHS)• Program Manager for Virgin Galactic Oxygen tank 10 foot spun aluminum tankEngineering Management• Led effort to develop a new risk management process for large programs - implemented on Biowatch • Implemented new systems engineering requirements development and tracking process for software projects• Technical consultant for biological assay instrumentsBusiness Development and Proposal Management• Proposal manager for large proposal efforts (>$20MM)• Participant on executive strategic planning team; focusing on product portfolio development and technology transfer projects

Los Angeles, California, Us

Products: Launch Vehicles,UAVs (i.e. electro-mechanical systems and software)Markets: Gov’t/Defense, International(Korea, Germany) & Domestic(Major Aerospace Companies)Director of Programs (July ’07 to 2009); Promoted from engineering manager (see below)Accomplishments• All critical programs reporting up to high levels within the DoD were Red for schedule. These same programs were returned to green within 6 months and no other programs were Red during my tenure.• Operations lacked analysis, structure and leadership. Developed new analysis tools and policies that enabled the company to far more accurately predict completion dates. Created and delivered customer presentations about our improvements.• Finances and proposals were given poor marks by customers. Developed tools to meet and exceed all customer expectations leading to an end of customer complaints and audits. Programs meeting direct cost budgets increased from 20% to 90% leading to an annualized gain of $1M. • Developed the company’s EVMS model and successfully implemented it on all existing programs.• Organization morale was at an all-time low. Used a multi-layer approach of personal development, team building and intellectual challenge to get personnel focused on the above tasks. The company retained personnel and achieved enough efficiency to provide a basis for future financial performance for prospective buyers.• Company’s business model was rendered obsolete due to significant industry changes. Corporate was not capable of investing in the company and needed to sell. My turnaround efforts and financial models were used to receive several letters of intent and led to an accepted bid.

Mmae, Mechanical/Aerospace Engineering

Mba, International Business

Bs, Aeronautical/Astronautical Engineering

Associate’S Degree, Computer Science