Daniel Poor Email and Phone Number

Senior go-to-market leader. Helping C-suite clients identify and derive measurable business value from industry leading RPA, ML, and AI technologies.Thought leader, author, speaker on Board-relevant business value focused transformation programs, leveraging state-of-the-art digital technologies.

Account owner and delivery executive for large N. American healthcare client’s IT and business process outsourcing services business. Owned account P&L and grew revenue by 80%.Practice thought leader drove new market-relevant industry points-of-view and digital consulting services, including Digital Age Service Desk, Hybrid Infrastructure Application Simplification Strategies, and Cloud Data Operating Model designs.

Responsible for joint venture managed services design, capability build-out, and go-to-market activitiesBusiness and technology architecture design for white-glove back-office services: Finance, HR, Recruiting, Legal, Procurement, and Facilities Management.

Reported to co-CEO. Member of senior leadership that designed back-office lift-out strategy, selected JV partner, and co-designed JV operationsPersonal responsibility for IT outsourcing service design, performance standards, and JV contracting.Business and technology architecture design for white-glove back-office services: Finance, HR, Recruiting, Legal, Procurement, and Facilities Management.

Product managed the design, development, and deployment of software products to assess individual performance and organizational culture, leveraging NLP, AI and real-time visualizationsResponsible for driving Chairman’s product vision across seven teams (200+ FTEs) delivering user journey UI, AI-driven logic engine, testing and deployment, commercial go-to-market market analysis, and marketing and publicity, and Principles book publishing.

Developed and owned C-level relationships for IT Strategy scoping, sales, delivery design, and execution for transformation programs at nation’s largest healthcare organizations. Managed $30m+ sales and delivery servicesSold and managed large program delivery to top-15 healthcare providers, including: $400m/annual savings program enabled by 32 discrete IT projects; design of first ever Salesforce Service Cloud HIPPA-compliant implementation for provider shared services center combining 9 previously separate functions; designed and implemented enterprise technology capital investment and project tracking solution for $2b annual spend for large pharmacy benefit company.

Senior Director responsible for Oracle's Business Consulting practice National and Public Sector business lines. Guide clients through business-IT strategies, business process improvement, and IT service strategy. Previously, overall service delivery to large professional service client portfolios. Customer strategy development, team building, program management, deal structuring, pricing, delivery quality, customer satisfaction, P&L.Previously, managed services offering development.

Owned East Coast client relationship portfolio from deal structuring, negotiations, delivery, and up-sell for client satisfaction, service quality and profitability. Managed 4 account executives and regional staff. Grew client relationships at C-level. Advised clients on IT governance issues.Achievements:* Reengineered Customer Relationship Management role, responsibilities, and performance to increase customer satisfaction and reduce organizational risk.* Reengineered technical support processes for continuous improvement to reduce labor time and error rates.* ITIL/SAS-70/21 CRF Part 11 Certification. Designed and implemented organization’s goals, policies, and procedures for continuous improvement methods and regulatory compliance.* Transformed $2.5m at risk client relationship into a referencable client and 3-year renewal.* Redesigned client’s custom code design to reduce false alerts and improve MTTR by 60%

Implemented a Program Management methodology for integrated product development lifecycle methodology, from market analysis, feature set prioritization, design, development, testing, piloting, and RTM.Achievements:* Portfolio Management System. Led 60+ virtual team, 8 sub-teams, 2 continents, in 9-month $3m development effort combining integration/extension of existing legacy products and new development. Used influential management to focus and direct disparate stakeholders. Worked closely with pre-sales and product manager to refine product vision and feature roadmap. * Corporate Actions System. 20+ member virtual team. Assigned to rescue off-track project, assembled virtual team, defined and managed development scope, designed and managed deployment of development environments, code promotion methodology, release strategy, defect tracking system, and beta client feedback channels. Delivered product on time.

One of two MDs responsible for strategic planning, program management, and sales. Developed service offerings, including market analysis, resource requirements, tools development, cost modeling, roll-out planning, sales strategy, and engagement negotiating. Colleague mentoring and management for staff of 60.Achievements:* Implemented Managed Operations for global 5 bank’s web-based, real-time payment system. Overall responsibility for sale, negotiating, scope, SLAs, resources, risk, and implementation; operational procedure development; client care; and knowledge transfer for $4m deal.* Managed two Operations Centers’ preparations for SAS-70 Type II operational audit certification.* Developed Best Practices PM methodology. Combined experience and empirical data to produce standardized, best practices project methodology to improve management visibility.

Reported to CIO and CEO of this $450+m network of 2 acute care hospitals and 11 satellite clinics. Assisted CIO in budgeting, contracting, and senior staff hiring. Personal responsibility for all networking and client-server projects and staff. * Rearchitected IT cost center into a leverageable shared services profit center.* Designed and managed $13m multi-campus standardized desktop environment with remote administration for 3000 PC/thin clients. Saved $10.4m over five years.* Personal responsibility for completion of 18-month, $9m, cross-departmental Y2K testing and remediation project for IT, medical devices, and physical plants. Led team of 9 departmental project managers. Reported to the CIO, CEO, and corporate parent board. * JCAHO Accreditation project manager. Project managed senior management team preparing for “Information Management” review and prepared presentations and documentation.