Chris Frederick Email & Phone Number

Dallas

New York, Ny, Us

Reported directly to Chief Operating Officer and led the business transformation to agile. Created EPMO governance model to ensure SOX auditability. Saved company over $10MM by executing application shared services initiative. Created EPMO by expanding business support team from 1 director and 6 Business Analysts to 3 Directors, 4 Managers, 8 Project Managers, 11 Business Analysts, and 9 Developers delivering on 70 projects in 16 months. Delivered application shared services initiative implementing new Oracle cloud ERP to sunset 4 ERPs, consolidating 6 CRMs into single Salesforce instance, migrating 3 subledgers into Wall Street Office, and implementing Allvue (Everest) products for deal intake/approval and asset management reporting Implemented Master Data Management (MDM) solution using Informatica creating golden versions of data across the enterprise including subsidiaries. Introduced Portfolio Project Management software (Smartsheet), allowing creation of project intake process, and dashboards giving C-Suite first ever visibility to project roadmaps and resource management Created policies and procedures in conjunction with Chief Audit Officer reducing existing ORIX’s SOX auditability risk and created policies eliminating inappropriate developer access to production environment resolving a previous significant deficiency audit finding.

Dallas-Fort Worth, Texas, Us

Reported to directly to Managing Director. Expanded agile transformation into the Product Model concept and delivered key initiatives in response to COVID requirements. Collaboratively led four squads with up to 10 Developers on each squad. Supported American Airline’s check-in, bag prep, and boarding pass products. Liaised between corporate and the company’s hubs/airports enhancing relationships between IT and airport teams. Led team to create RFP for next generation of airport kiosks replacing American Airlines 3700 proprietary kiosks across the globe. Effectively navigated and led the team through significant downsizing during the height of the COVID-19 pandemic. Migrated the check-in/bags product from Flash to Angular, delivering the upgrade two months ahead of schedule. Orchestrated the team’s efforts through a significant improvement to the self-service check-in process. Deployed a touchless bag tagging printing process that improved customer safety/satisfaction during COVID and accelerated the check-in process.

Dallas-Fort Worth, Texas, Us

Led four agile development swim lanes of 10 members, with a total of 37 direct reports. Presented corporate-wide initiatives to the executive leadership team. Interacted with SABRE on all projects, programs, and initiatives surrounding ticketing and ancillary product purchases. Key driver in the business transformation of agile practices and transparency of project schedules and commitments. Facilitated mission/vision sessions that improved working relationships and shifted the mission of the team from a “deliver at all cost” to a “deliver resilient, reliable, and maintainable code” mentality. Designed and developed a new initiative, Instant Ticketing, automating the ticket fulfilment process at AA.

Created agile development team consisting of 55 development staff with 4 scrum masters working across 3 squads. The team has created 20 mobile apps in less than 2 years averaging 45 to 60 days to create the Minimum Viable Product. After MVP, the teams followed the standard 2 week scrum development process and delivered critical functions every 2 weeks.

Armonk, New York, Ny, Us

Managing a globally integrated team of 48 technical practitioners and project managers (providing direct personnel management for 16) with a portfolio of projects exceeding $6.5 million. Portfolio consists of 5 applications providing support for sales territory creation, financial warehouse, international account, and contract reporting

Armonk, New York, Ny, Us

 Created and managed program office for large IBM initiative (Global Partner Portal) consisting of nearly 300 technical practitioners and project managers with a portfolio of 41 applications and a budget of over $75 million. Program was cancelled late in 2006 due to funding issues. At time of the cancellation, program was ahead of schedule and forecast. I managed to the transition all resources off the program saving the business over $10M.

Armonk, New York, Ny, Us

 Managed creation of Life Cycle Management team for the deployment of IBM’s strategic web sales configurator supporting $2 billion annual revenues. Deployed globally into 32 countries and managed the sunset of the legacy application. Led the introduction of multiple new releases of the application into production. Managed Business Controls audits of the application prior to production release and maintained a controlled posture throughout.