David Seneko Email & Phone Number

Princeton, New Jersey, United States

Prime Trust is a technology-driven financial institution that provides open banking solutions for FinTech innovators. This enables our customers to change the world with their innovative banking apps, crypto exchanges, alternative trading systems, crowdfunding portals, cross-border payment systems, and more.The Director of Professional Services oversees a team of technical consultants who guide new integration customers through the process of developing and certifying against Prime Trust APIs. Additional duties include driving best practices, identifying process improvement opportunities, and ensuring implementations follow established technical and regulatory guidelines.

Wilmington De

Responsible for leading engineering development teams within the Retail and Direct Technology organization.• Manage data engineering teams at Capital One Bank in the business areas of Deposit Operations, Fraud, Pricing, Marketing, Call Center, and Investing. Teams utilized Scrum and Kanban Agile development methodologies.• Managed the migration of on-premises warehouse data to AWS. AWS solution included tokenization of privacy information, end-to-end data quality checks, and necessary standardization of data for consumption by Data Sciences used in Operational processes and Analytical reporting.• Completed SAFe Product Manager / Product Owner training and was certified through the Scaled Agile Academy as a certified SPM/PO.• Wilmington site lead for Technology organization which included efforts to build the Capital One brand through recruiting events, speaker engagements, and hosted events. Very active in recruiting.

Greater Philadelphia Area

Solution Architect on the Architect team supporting the Business Voice business unit at Comcast. Efforts focused on working with the business, architecture, and Time Warner Cable representatives as a “Day One” team organized to accelerate new business and integration during the first 90 days post-merger between Comcast and Time Warner Cable.

Selected by Vonage Management to direct and lead software architecture and development efforts that included systems for Network Operations, Customer Care, and Marketing. Role was later expanded to include Data Integration & Warehousing leveraging Ab Initio technologies.• Reorganized and aligned the development team to focus on business priorities and strategic imperatives set by the Senior Management Team. Established a more strict software release process and reassigned business analysts to strategic initiatives. As a result of these efforts and the implementation of a Rapid/POC development approach, the average project delivery cycle was reduced from 6+ months to less than 3 weeks per release.• Led the architecture and development of a SIP / CDR Mediation solution that leveraged Ab Initio technologies and allowed the collection of SIP data for billing, which supported 5X growth while reducing the existing hardware footprint in data centers by 70% ($2M in savings). The system was later enhanced to integrate with an Amdocs Billing and Ordering solution.• Developed a Contact Manager solution that was integrated into Vonage’s first Mobile application and was the repository of a user’s contacts, providing a vehicle for driving on-net free calling. The solution was enhanced in 2014 to support a product offering for a user’s multiple devices.• Led a Data Warehousing deployment of Ab Initio, Vertica, and Teradata technologies to support the capture of network data for Call Quality, Device Registration, Gateway CDR, and Device Telemetry. Information derived from these data feeds was utilized by the business to handle customer service calls in real-time, support carrier billing audits, and improve network operations, thereby dramatically reducing cost and churn.

Led software architecture and development efforts that spanned five core businesses of the company: Wholesale Voice, Retail Voice, Mobile, Data/IP, and Enterprise. Responsibilities included budgeting, staff / outsource planning, strategic business alignment, architecture and program delivery.• Defined and deployed a Software Development Life Cycle (SDLC) best practice process across the global IT and business organization. The SDLC provided for one consistent process for the full life cycle of software development, fulfilled SOX/COBIT requirements, and created accountability for the project team and project owners.• Created a Business Relationship Management (BRM) team that became the interface between IT and the business. The BRM consisted of Relation Managers (RM) that worked closely with business project owners and insured clear and concise business requirements for project teams. The Relationship Managers also worked closely with the business to align their IT needs to meet the objectives and goals of the business.• Developed plans, budgets, and forecasts for over $50M of capital asset development and $10M of operating expenses required to execute the capital budget. Planning began by engaging each line of business to prepare a plan and budget, and efforts continued to refine plans and forecasting until presentation to the board by executives.• Led a transformation of the North American development team to an offshore model. More than 100 positions were transitioned to development centers in Mumbai and Chennai, India, including Project Managers, Solution Architects, Developers, and Testing resources. The core offshore GDC team was expanded to over 400 resources to meet the growing demand for project work,

Following the acquisition of ITXC job responsibilities were expanded to encompass the collective efforts of the combined organization. Core responsibilities included: architecture, development, and program delivery as well as budgeting, staff / outsource planning, and strategic business alignment.• Led application integration of Teleglobe and ITXC systems. The $7M effort was completed within budget and on schedule (within 6 months) bringing synergies to operations and target reductions to staff headcount.• Managed a $12M capital and operating budget with a staff of 100+ full-time and consultant resources.• Led the implementation of a Software Development Lifecycle to raise quality standards across the IT organization, resulting in increased capitalization rates from 39% to 70% and an equivalent reduction in operating expenses.• Consolidated Operation Support activities across the organization to facilitate execution of an Offshore Development Center strategy while bringing productivity gains to the support function and raising customer satisfaction.• Defined COBIT/SOX process and controls for IT including Planning, Organization, Acquisition, Implementation, Delivery, and Support. Also defined the Quality Plan for IT.• Created the strategy for deployment of an Offshore Development Center. Selected vendors, and executed the plan with application development being co-developed across development centers in Princeton, Montreal, Russia, and India. This initiative generated 25% savings and also provided a 2x-3x scalability to compliment future corporate acquisition and growth plans.

Brought in by ITXC co-founders and senior management to manage Software Development with a mandate to transform the group through best practices and to bring discipline to processes that allowed the company to scale systems and continue its rapid growth. • Transformed the Development team and increased their productivity 50% through implementation of Software Development Life Cycle Best Practices.• Aligned IT to corporate business objectives through implementation of an IT Governance process that brought discipline and accountability to IT initiatives.• Guided Architecture and Development of core IP applications used to optimize Global Voice Traffic over the Internet.

Led and managed engagements for leading transportation and logistics companies, including Burlington Northern, Union Pacific, Canadian National, Southern Pacific, Ingram Barge, Midland Enterprises, and Cargill.• Developed and delivered a Web-based Asset Allocation and Yield Management System for Midland Enterprise. Midland’s annual benefits included $2M in improved profitability and $25M in deferred capital expenditures. Benefits were achieved by increasing loaded ton miles, reducing empty equipment miles, deploying equipment to “best” class of service, and exploiting new business opportunities to sell additional equipment capacity.• Developed and delivered a Supply Chain Management and Asset Deployment for Cargill. Brought in by senior management to close the sale of a $1.5M project and led a 15-person team in designing a real-time supply chain management system deployed to 5 corporate divisions and hundreds of users. The Supply chain management system allowed Cargill to reduce inventory costs by tracking and measuring in-transit inventory over a set of 50,000 railcars per day.• Developed and delivered an Enterprise-Wide Equipment Management System for Ingram Marine. Led the project team in delivery of an expert system for asset allocation and was brought back by senior management to lead the design of an enterprise-wide solution to incorporate equipment management and financial (billing and invoicing) functionality.

Master, Mba - International Business

Ba, Computer Science

Bs, Commerce And Engineering