Daniel Schreier Email & Phone Number

Los Angeles, Ca, Us

Minneapolis, Mn, Us

Manage customer quality technology projects central to transforming the business division and critical for the launch of medical device products, during transformations of the IT division and the enterprise workforce.• Correcting an inherited portfolio of IT projects which were initiated outside newly established governance processes with aggressive pre-defined end dates. Defined workplans and successfully implemented all 4 on target. • Completed simultaneous initiation of 4 additional IT projects while serving as an interim Digital Product Manager during a gap in recruitment. Coordinated definition of requirements and design across cross-functional stakeholders.• Contributed process improvements to help establish the IT PMO, including establishing a process for expedited project initiation and delivery, plus doubling the standard for estimating QA Testing.

Alpharetta, Ga, Us

Joined the IT PMO group to manage the portfolio of projects for a data vendor, ID Analytics LLC, which was previously acquired, in the process of assimilating into the corporation, and had never employed project managers before the acquisition. Projects include joining an enterprise program to migrate all infrastructure to the Azure cloud.• Managed delivery of five high visibility projects across different squads. Conducting Agile ceremonies and working sessions with teams from Product, Data Analytics, Engineering, and Quality Assurance.• Transformed the System Development Life Cycles (SDLC) of each Lean Agile team into an effective hybrid approach, implementing Scrum or Kanban Jira boards within a date driven enterprise reporting environment.• Reported portfolio progress to senior management. Manages a $6 million program budget.

Burbank, Ca, Us

Joined the government agency to inherit and correct a failing phase of a program that establishes a 311 website for residents to submit and track service requests to the city.• Resolved gaps in previously defined requirements. Directed the 3rd party application development team.• Migrated four key business units onto the cloud-based platform and met an aggressive deadline to complete the project. Conducted standups, managed the Mural Board, created an opportunity backlog and intake process.• Contributed to the agency’s implementation of SAFe, including leading coaching sessions when needed.

Los Angeles, Ca, Us

Joined the enterprise technology services organization for the agency that runs the country’s third largest transit system, to help establish this new division focus on improving delivery. Partnered with business and technical organizations to prioritize, clarify and deliver critical projects.Defined IT engagement strategies with several critical sponsors and business partners (HR, Communications, Office of the CEO, Office of Extraordinary Innovation, Info Security).Corrected inherited, active initiatives not in compliance with new policies:• Transformed the HR Drug and Alcohol Testing Program that was never updated in 13 years after it was originally implemented. Studied the 3rd party vendor’s Knowledge Center website extensively to bridge a gap with customer alignment and communication. Resolved an urgent support issue that was previously misdiagnosed. Then initiated a cloud migration project, conducted process mapping and analysis of the current state, then defined the requirements and designed the target solution.• Inherited management of a Remote Work Behavioral Research project with an aggressive delivery commitment to Senior Leadership and no target solution established. Executed an Agile SDLC with a cross-functional team involving a University business partner, internal functional and technical groups, and Microsoft consultants. After completion, as requested, provided the documented workflows to the business partner for use in their other engagements, nationally.• Corrected the initiation of a migration an eLearning Application from Adobe Connect to Captivate Prime. Identified the opportunity to eliminate a legacy solution component and save $15k. Defined requirements that were previously stalled and aligned the stakeholders on the delivery strategy. Designed the functional solution, created the documentation portfolio and drove alignment in the executive committees.

Vancouver, Bc, Ca

Joined a mid-size technology and business solutions provider based in the Midwest, attempting to expand and establish a west coast practice that corrects failing projects.Sponsored by the CTO of a leading online wholesale trade printer to correct a failing eCommerce platform implementation involving a Magento front end integrated with the enterprise’s systems, which was six months behind schedule, had an unknown launch date, and lacked cost containment, scope plus final design:• Re-established the project approach (Hybrid: Waterfall / Scrum), budget, solution, and schedules.

Atlanta, Ga, Us

Joined the Application Development group of an analytics data vendor following its acquisition by a firm that manages major financial exchanges, to manage projects and help the group mature into compliance with enterprise standards:• Single project manager and scrum master for the group consisting of 5 managers, 30 developers and 10 analysts distributed across 3 diverse geographical locations.• Corrected multiple inherited projects including assisting on a data center migration impacting 21 applications that resulted in $8 million in savings.• Implemented the first formal SDLC (Hybrid: Waterfall / Scrum) for the group.

Santa Monica, California, Us

Joined the IT governance group of the largest music corporation of the world to help implement their Enterprise PMO and improve the delivery performance of the IT team responsible for building an enterprise archive for digital music assets across audio, image, and video media formats that feeds their Digital Global Supply Chain using a cloud service. • Managed delivery as Project Manager, Product Owner and Scrum Master for 5 sponsored programs, with a team of 5 developers and 4 analysts, plus 2 separate management reporting lines outside of the PMO.• Integrated two centralized teams into the application delivery process: QA and Production Support.• Transformed the development team by conducting an extensive mapping exercise of their delivery process, establishing their first formal SDLC (Agile: Scrumban) and implementing JIRA as an Administrator.• Participated as a Scrum Master for an Enterprise supply chain migration project delivered within a SAFe SDLC.

Camarillo, California, Us

Joined a family-owned consulting company focused on small business IT needs, to help grow a new Application Development consulting practice.Partnered with clients, sales and IT development teams as the lead on all deliverables:• Managed the client relationship from pre-sales, through application development (including budgets) and production support. Defined client’s needs and requirements, designed detailed software solutions, authored various types of specification documents, and drove project execution. • Directed software development resources that were internal and on-site as well as external and international. Established a new relationship with an offshore development vendor, leading a transition in business partners.• Led the planning and delivery of a customized ERP solution that enabled a leading manufacturer of pool, bath and spa supplies to update its current platform that was over 10 years old. Project required a significant process re-engineering effort that combined defining new detailed business processes, designing software to optimize these processes, and development of more than 10 critical software application modules by the offshore technical team. Created and managed the product roadmap, where significant functions were order entry and processing, accounts payable and accounts receivable, manufacturing, purchasing, assembly, warehouse inventory management and shipping.

Los Angeles, Ca, Us

Joined an investment management firm’s IT governance group to manage a project that developed a system to centrally store client wire instructions and provide them to a vendor system for payment processing.Solution owner for the project involving multiple business units, IT groups and a vendor:• Re-engineered business operation processes and drove the execution of the project• Helped implement the company’s first formal SDLC (Hybrid: Waterfall / Kanban).

Milwaukee, Wi, Us

Joined a large mortgage technology services corporation to assist in the development of a new system that managed property tax liabilities for large loan portfolios via a SaaS model.• Defined requirements and functional design of the system.• Authored documentation for various technology and business teams distributed across multiple geographic locations, oversaw development delivery.• Helped implement the company’s first formal SDLC (Agile: Scrum).

Charlotte, Nc, Us

Joined the large mortgage bank to manage relations between the Wholesale Lending Division, Application Technology Organization and the Project Management Office. This role drove the company’s SDLC (Waterfall) for technology project initiation and system design.Defined and designed the detailed functional architecture of the company’s top priority enterprise level system projects. Led successful partnerships between multiple business and technology teams throughout the formal SDLC:• Collaborated with executives and staff to determine needs and requirements.• Chaired joint application design sessions to define solutions and produce analysis artifacts (use case briefs, functional designs, wireframes and system diagrams) that provided clarity of key details.• Ensured the technical development met corporate standards and the delivered solution met the business’ needs.• Re-engineered the company’s Mortgage Underwriting function, which realized improved effectiveness and operational efficiency in credit risk management.

Us

The final position in a series of promotions, having joined a small mortgage company which evolved into a rapidly growing large mortgage bank. Implemented initial corporate IT services for a newly organized business division (revenue group) responsible for over $100 million in profit and comprised of the following four business units: Conduit Loan Acquisitions; Investment Portfolio; IndyMac Securities Corporation; and Employee Banking.Managed the division’s technology investment, capital expenditure process, and IT project portfolio:• Owned relations between the business division, IT organization and governance groups, in order to plan and deliver value added business software solutions that were aligned with senior management’s objectives and standards.• Managed capital and operational budgets ($2M and $300K) for projects and resource teams.• As solution owner, led the execution of initiatives throughout the company’s formal SDLC (Hybrid: Waterfall / Kanban), from conception through solution definition, delivery and post deployment support.• Realized $1.2 million in reduced expenses by initiating and leading the digital transformation of a loan acquisition department. This program required a significant process re-engineering effort that involved originating electronic data interchanges (EDI), eliminating paper administration, and enhancing the company’s core loan origination system to enable its use in administering acquisitions by bulk purchase.

Us

Promoted into the position to establish the first corporate IT services for a newly organized business division (control group) consisting of six distinct business units: Corporate Compliance; Legal; Corporate Regulation; Internal Audit; Fair Lending; and Asset Valuation.Managed the division’s technology investment, capital expenditure process, IT project portfolio and escalated production support issues:• Successfully turned around four inherited failing projects, originated the technical resource team and completed all objectives while saving $80K to the operations budget.• Automated compliance with the Bank Secrecy Act and US Patriots Act by implementing an anti-money laundering system and an OFAC screening. Implemented an invoice function to the Legal Department’s matter management system. Implemented a system for compliance with SOX regulations.

Us

Joined the mortgage company immediately prior to the purchase of a retail bank that transformed the organization into a rapidly growing, large, mortgage bank.Promoted to manage 24-hour production support of the company’s mission critical Treasury systems after successfully leading their development and implementation as a Project Manager during the transition:• Expanded the Wire Payment System to 21 interface points, including a system interface with the Federal Reserve. The system processed an average of 1,100 daily transactions totaling $400 million.• Built the Collateral Management System, with a total loan value of $26B, producing critical financial reports.• Established the original technology resource support team and multiple technical environments, including a disaster recovery environment as part of the emerging Business Continuity Plan.• Significantly contributed to implementing the first enterprise governance program to mature IT operations of the firm, including: the initial creation of a PMO, a SDLC methodology (Hybrid: Waterfall / Kanban), a capital budgeting process, a centralized Release Management Group for executing deployments and a data security protection group to approve all delivered solutions.

M.B.A., Finance

B.S., Management