David Litherland Email & Phone Number

Charlottesville, VA, US

Charlottesville, VA, US

• Led design and technical engagements with internal and external clients.
• Managed two projects for a large insurance company that included product analysis, design, technical planning, and development for an online personal finance tool. Project finished on time on within budget.
• Guided team in the successful completion of a multi-month design and technical planning phase for one of the top global academic publishers for an online learning tool geared toward medical students.
• Directed program that implemented required changes to financial, communication, and HR systems to incorporate offices in Boston and Brazil into daily operations. The program consisted of four separate projects, and all.
• Worked with the internal SOC2 program team to ensure a successful outcome for the organization’s annual audit.

Charlottesville, VA, US

• Directed team of 15 software developers, DevOps engineers, and QA engineers in daily operations for a technical non-profit that develops and manages a cloud-based tool with 500,000+ users for research project.
• Implemented time tracking on technical tickets. With the tracking data, created an algorithmic tool that was used to forecast the number of projects of varying sizes that could be completed. This tool dramatically.
• Moved responsibility for software quality to the software engineers, and a smaller QA team consulted on test plans and managed our automated tests (Selenium) and accessibility testing. This resulted in 100% application.
• Identified and managed engineering efforts that decreased our average monthly Google Cloud hosting and storage cost increases from 4.09% in 2018 to.38% in 2022.
• Managed Our SOC2 program to a successful completion in the initial attempt in 2022.

Charlottesville, VA, US

• Served as a member of the Leadership Team while developing, implementing, and managing a new software development process to ensure the timely delivery of commitments.
• Managed project moving SaaS offering from the local data center on leased servers to Google Cloud which included upgrading the backend from Freeware to Postgres, Django, Kubernetes, and other enterprise-level.
• Realigned roles and teams to better handle funded work, including the addition of developer/ scrum master’s to all 4 teams.

Charlottesville, Virginia, US

• Coordinated the academic online publisher’s project management function which included the Project Management Office (PMO), 10 technical project managers, and 5 program managers. Clients included Oxford University.
• Directed PMO and project governance for all projects in the company with a focus on metrics-based reporting and risk mitigation.
• Developed a resource forecasting model that allowed forecasting monthly hours for each project, determining availability by role for new projects, and analyzing the variance of the forecast to actuals.
• Managed three programs with project revenues > $5.6 million (71% of company total).
• Member of a core team that moved the organization from a hybrid (Waterfall-Agile) project methodology to a more formal Scrum Agile model.

Arlington, Virginia, US

• Directed and oversaw all material purchasing, product assembly, warehousing, and logistics for global operations of a language learning software company with 2013 revenues of $265 million.
• Managed four cost centers with a combined annual budget (excluding materials) of $8.5 million.
• Negotiated a new parcel contract with UPS that resulted in 10% savings on > $5.6 million in annual parcel spending for the 500,000+ units shipped annually via UPS.
• Decreased inventory variance from 1.5% to.3% from January 2012 to January 2014 through implementing new inventory control processes.
• Increased product production and fulfillment from 475,000 units to over 550,000 (15.8% increase) over three years, while keeping operating expenses flat during the same period.
• Led successful efforts to set up new 3PLs in Essex, England, and Sao Paulo, Brazil.

Arlington, Virginia, US

• Led PMO’s activities in the company’s operational headquarters while managing a full portfolio of international programs and projects.
• Managed International Market Program which included successful new market entry and office establishment in Germany and subsidiary integration project in South Korea.
• Responsible for Oracle ERP system enablement projects for a new hybrid market offering that included point-of-sale software activation, product serialization, deferred revenue recognition, and product renewals and.
• Managed commercial fraud avoidance project that rapidly decreased the amount of e-commerce fraud from unsustainable levels to such low levels that Rosetta Stone was recognized as among the best in the software industry.

Baltimore, MD, US

• Managed the largest performance center in Web design and custom development company with over 40% of company revenues.
• Developed enterprise customer relationships, increasing channel business by 20% in 6 months.
• Built a team of Project Leaders and established processes and procedures to drive team collaboration and customer satisfaction.
• Interfaced with company executive management to lay strategic direction for the company, instilling a Business Development Plan to ensure future expansion.
• Performed P&L management, strategic planning for creating sales channels, and product development for multiple business verticals.

• Developed and directed the Project Management Office for ScholarOne. Created all project management processes, templates, and communication vehicles to ensure projects were on time/on budget.
• From 2005 through 2007, directed a large staff of in-house and offshore project managers, developers, and QA for all custom development and technology projects.
• Managed the largest custom development project in company history, resulting in annual revenue growth for the company of 9%. Features were delivered on time and within budget.
• Formed and led the Business Change Control Group ensuring that all business leaders held a formal role in decision-making for technology changes, reducing system downtime by 35%.
• Point of contact for existing and potential customers for various technical offerings including Web Services, data migrations, and system exports.
• Annually performed project portfolio analysis to assist senior management in selecting projects, which facilitated achieving company strategic and revenue goals.

• Directed multiple, simultaneous Customer Relationship Management (CRM) system projects.
• Coordinated internal and offshore technical resources in the implementation of Clarify and SAP functionality. Led search, configuration, and implementation of web-based Services Business offering, including online.
• Managed $800,000 annual project budget.
• First individual in GE Fanuc to be selected to attend GE Advanced Information Management Course.
• Worked with CIO to create IT Advisory Council composed of managers from various divisions of the company.
• Recipient of 3 GE Fanuc performance awards and 6 Sigma Green Belt certification.

Masters Of International Business, International Business

Ba, French/International Studies