Dan Carroll Email & Phone Number

Columbia, Md, Us

United States

United States

Frederick, Md

Accountable for Real Estate Compliance and Credit Risk Project PortfolioManaged 12 directs and their performance by understanding and assessing their willingness to learn, meeting commitments, partnering with stakeholders, business acumen, impact on business and customers, and getting expected resultsManaged a project portfolio with an average annual incremental budget of $3-9M/year, engaged in yearly and quarterly strategy and planning meetings, provided insight into staffing and budget issues, provided project portfolio updates to executives and stakeholders, financial reporting (plan, actual, variance), balanced capacity and demand with resource utilization, and ensured current resource skills met future project needsProvided oversight of team in their identification of requirements, development of project plans and strategies, preparation of business cases, influencing and negotiating with leadership, prioritization, managing project financials, and project risk for the implementation and delivery of technology solutionsEnsured process and methodology adherence, including proper, timely, accurate usage of project, requirement, and enterprise architecture management applications to ensure a comprehensive view of capabilities, investments, and technologyDelivered 90+ projects that aligned to strategic priorities and helped meet long term growth and risk management objectives

Frederick, Md

Accountable for loan decision data governance, integrity, and environments in support of two mortgage loan origination platforms while transitioning to the new platform.Managed 14 directs and their performance with an annual operating budget of $2.5M/year.Managed budgets and capacity to ensure appropriate staffing for projects, production support, ongoing maintenance of information models, and data environment for reporting and analytics Provided direction on process, documentation, and solutions to facilitate change management and transformation to target state architectureServed as the data governance council member and steward, and provided oversight of critical loan decision business elements, associated metadata, and end-to-end data mapping that included the data source, integration, repository, consumption and external consuming applications to ensure data was fit for use (integrity, quality) in support of automated underwriting systems for three platforms Sponsored data management projects and services, assisted project teams in defining project schedule, resource needs, funding needs, risk assessment, results to be delivered, stakeholders, requirements, test plans, test cases, test execution, defect resolution, and lessons learnedImplemented and maintained the Risk Evaluation Management Reporting and Analytics environmentEnsured the data quality and integrity of 2300+ unique critical loan decision business elements by reducing the average defect rate of 10% down to less than 3% annually in support of three originations platforms (2,000-5,000 decisions/hour), three external automated underwriting systems and credit vendorsSupported the delivery of 70+ projects, 2,000+ changes (avg. 10 projects and 330+ data changes/yr.)

Frederick, Md

Project Manager for Retail Enhanced Automated Lending and Risk-Based Pricing Program Phase 2 with an incremental budget of $12M+, 600+ assigned resources, 7300+ project plan task, and 12+ implementations. Performed all of the required processes steps per the methodology and delivered all required artifacts. For example, established project foundation (why, priority, the problem being addressed) and documented in Charter, planned risk management process and identified project risk and dependencies and documented in Risk Management Plan, and defined results to be delivered and documented in a statement of work.Delivered numerous changes to business processes, systems, business rules, certified and retired connectivity to external automated underwriting system, and integration of new servicesCompleted on time and under budgetAchieved total annual savings of $7M-$27M in delivery fee savings, process efficiencies, credit reuse, and increased loan approvals.

One of four project managers responsible for defining and implementing a continuous business process management system to enable the staff to create and manage Strategic Planning, Product Introduction, Acquisition Implementation Retention, and Cash Flow critical business processes. The system was designed to enable customers, vendors, staff and management/investors to monitor in real-time all activities and metrics in order to create new products, perform corrective and preventive action, and process optimization. The project had an approved budget of $6.5 million over a three-year timeframe. Utilizing a multi-faceted approach the team created two new products, simulated all processes prior to delivery to the market, was able to monitor in real-time all activities related to product being delivered and serviced to end users, and provided direct interfaces to external vendors. Direct reports included fulfillment, inventory management, staging, site planning, and vendor relations.

Responsible for providing guidance, direction on vision, objectives, scope and business plan to satisfy regulatory requirements, acquire, retain, and implement customers, establish an infrastructure for software development and position the organization for growth. Responsible for initiation through closure the requirements management system for software development, material resource planning system, document control system, customer compliant handling system, audit system, employee policies and procedures, and product production/distribution/delivery/maintenance system. Responsible for planning, directing, coordinating and implementing all activities of production, service, and applications resulting in the delivery of two new products to end-users. Management aspects included: budget and production forecast. Direct reports included: production, service, and applications

Program sponsor, member of executive management team, and liaison to the regulatory agencies, responsible from initiation through closure for the three-year strategic business process improvement program that would bring U.S. and Europe into substantial compliance with the regulatory requirements while continuing to meet all operational commitments to North American customers. Measurement of the program’s success was dependent upon external audits by regulatory agencies and the organization becoming process-centric vs. functional silos. Project was completed six months ahead of schedule, all external audits resulted in substantial compliance, ISO certification was obtained, and new business culture was realized. Direct reports included: quality assurance, regulatory affairs, training coordinator, purchasing, orders processing, warehouse/transportation, inventory management, staging, site planning, and information technology.

Provided direct service and installation to twenty Nuclear, CT, Visualization workstation, and CT Simulator customers. Each system cost end-users anywhere from $75 thousand to $1.5 million. Each installation was treated as a project starting with a signed purchase order (initiation) through to end user acceptance (closure). Depending on the configuration the total cycle time was from three days to 6 weeks and involved sales, applications, manufacturing, customer, vendors, and contractors.

Responsible for the development and performance of programs at Dynamic Digital Displays, Inc. as directed by Vice President of Marketing before, during, and after the acquisition by Picker International, Inc in order to ensure a seamless transition that would not interrupt support and delivery commitments. Planned and developed Service Programs and Sales support for products. Facilitated the development of Product Market Requirements for a very low cost CT scanner and established the necessary communications between two organizations to determine the feasibility of a joint venture.

Responsible for establishing field service function, managing customer service contacts, handling the disposition of problems/concerns, and reverse logistics through to repair resulting in 99% uptime for equipment deployed in the field. Initiated remote service capabilities including software distribution. Responsible for the final testing of product to ensure functional groups were prepared to respond to customer requirements. With inputs from cross-functional team, developed comprehensive plans for hardware/software product development that contributed to the successful acquisition of a venture company by an established company. Responsible for product programs related to Visualization Workstation and CT Simulator from conceptualization through final installation in Germany, Korea, and North America.

USS Inchon LPH-12, Norfolk Virginia - Work-center supervisor of test equipment shop. Responsible for over 300 pieces of equipment, scheduling preventive maintenance, repair work, documentation, ensuring procedures were followed, meeting deadlines, and progress reports. Naval Oceanographic Center, Suitland Maryland - Operated, maintained, and repaired AN/FMC-1 mini and microcomputer system for both the Oceanographic Center and the Pentagon.

United States

During my tenure with Dr. Pepper, I was responsible for distributing beverages across the Pensacola region of Florida. I managed logistics, ensured timely deliveries, and maintained excellent relationships with clients and retailers. My role required strong organizational skills and a commitment to customer satisfaction, contributing to the successful distribution and sales of Dr. Pepper products in the area.