Leading the technical design and implementation of a new metrics based compensation program for our independent contractor agency force. Championing the integration of thirteen policy/account administration systems across P&C, Life, and Investment products. · Designed numerous technical solutions to difficult business requirements while working within the limitations of Callidus’ compensation solution along with several different policy administration systems.· Championed the utilization of an enterprise datamart for source, measure, and metric ingestion and curation· Developed a flexible model for metric curation that simultaneously enabled enterprise and business specifics measures based off a single source. · Collaborated with senior business lead on creative future state solutions while ensuring high quality, on-time delivery

Developed program structure for $25M three year ClaimCenter implementation. Secured statement of work with outside system integrator while assembling internal resources to monitor and except delivery. Only program within organization to receive highest rating for execution, budget, and quality considerations. · Implemented ClaimCenter and Auto line of business configuration within a year· Assimilated over 100 internal and third-party integrations· Delivered several organizational firsts including fixed bid system integrator contract with no change orders, use of MuleSoft for service management, and full utilization of enterprise datamart for integrations and reporting.· Managed stakeholder relationships and expectations. Provided guidance on best practices for project management. Utilized creative solutions to project challenges.

Full lifecycle ownership of iOS, Android, and Java applications utilized by agency force of 18K and their leadership. Delivered strategic solutions that enabled business growth and improved customer interactions. Built an environment of creativity and challenged analysts while ensuring exceptional results• Utilized Agile, Scrum, and SAFe techniques while executing effective-continuous CI/CD application delivery using automation and pipelines• Showcased exceptional leadership courage and direction as member of the crucial first set of leaders responsible for assembling a new Atlanta IT hub location• Recruited, mentored and motivated iOS, Android, Java developers along with mobile and native testers and business analysts• Manage a team of twenty-one analysts across multiple disciplines • Lead mobile Proof of Concepts efforts wherein we quickly delivered the prototypes and data required for future-state decisions. Examples include: - Integrated Optimizely capabilities into native apps for feature A/B Testing - Utilizing OCR technology in native apps for check scanning, licenses, and forms - Virtual Reality/Augmented Reality capabilities and future business uses for these technologies• Lead Flash Build events focused on delivering implementable solutions and future-state prototypes. This was done in concert with business and user experience (UX) partners. Agency partners joined showcase sessions. These events enabled analysts an opportunity to hone their technical skills, work outside of the norm, and practice ownership over results. Periodic Hack Days were also utilized to promote these ideas• Researched and prototyped iOS/Android solution utilizing: - Beacons - numerous concepts utilizing mobile and stationary beacons - Data Analysis and visualization - heat mapping, event impact tracking - Predictive sales intelligence tool via use of existing social media APIs - Internal business social - Wearables

Lead the test organization aligned to future state Marketing capabilities in Opportunity Management (OM) under an enterprise-wide initiative. This was a future state effort to improve customer experience and better position the organization.• Was a member of the core leadership team and had significant influence beyond Test. I was acting Test Director for this space• Due to my level of engagement and understanding of the macro/micro environments, I became a trusted advisor to senior leadership, peers, and business partners• Tested and enabled integration of SAS Market Operations Management and Needs Analysis & Recommendation solutions• Our products were first to implement in production across the enterprise and continued this success with 35+ implementations in two years• Participated in contract negotiations ($5 to 25M each) with integration vendors on RBWOs• Monitored and managed vendor relationship specific to testing, quality, and acceptance activities• Developed a model for iteratively accepting work packages from vendor development/test teams. This included clear entrance and exit criteria for delivery. Model was proven to be scalable• Developed a very successful model of vendor integration, ownership of work, transition of work, and quality assurance• Test became a key partner in numerous aspects of execution. This was in large part due to how I staffed, positioned, and set expectations• Successfully creating a positive work environment in a chaotic atmosphere. This enables analysts to try new things and engage in work across artificial boundaries knowing that I would support them• Positioned test organization to easily adapt to changing environment which allowed us to change vendor integration partners four times over four phases of work• Increased vendor execution, offsite utilization, while focusing on company resources on strategic work• Leadership comment "David's leadership has been a critical part of this success."

Lead SEPG (Software Engineering Process Group) which owned the department-wide solution delivery processes utilized by department of 8000+ along with hundreds of simultaneously active projects. Group's mission was to improve the department's speed, quality, and cost with an eye on compliance. I championed enterprise process improvements that created an environment of accountability while promoting localized best practices.• Championed the Solution Delivery Compliance and Quality Framework (CQF) as "think model" wherein it required fewer deliverables, enabled context execution, all with clear accountability• CQF was estimated to save the company $15M per year by streamlining and simplifying project's compliance execution• Addressed multiple compliance factors and control objectives (OTS, PCI, SOX, COBIT, Internal Auditing, PWC)• Championed Productization wherein work, resources, and processes would be aligned to the lifecycles of solutions/products and not projects• Reorganized function to better align resources on Solution Delivery accelerators. This helped ensure staff was aligned to highest value work while breaking down solos that had developed under the previous model. Resulted in 85% of time focused on high-value accelerator work versus traditional service and maintenance activities• Managed a staff of 32 high performers while successful meeting the daily challenges of advising and supporting a wide range of topics they were engaged in• Managed the enablement of Agile across the department by utilizing internal and external coaches along with industry experts. The adoption of these principles was in concert with Test Driven Development (TDD) & Acceptance Test Driven Development (ATDD)• Initiated the development of focus groups across diverse practitioner audiences which provided increased feedback and engagement• Director feedback "Takes the initiative to understand problems and a has the leadership courage to challenge the status quo."

Agency Awards and Incentive Programs - lead the development of yearly scorecard and recognition programs for Agents, Agency Field Leadership, and Sales Support. During my time in the area the number of programs supported tripled to 36.• Championed the design and implementation of a multi-tiered Awards Database which has led to numerous improvements. New program development and validation cycle shrunk from 6 to 12 months all the way down to 1 to 2 months with increased quality. Quality improved significantly as testing could include all 18,000+ agents versus just sampling. Business resources were given self service capabilities where none existed previously• Existing production defects were identified saving company resources and ensuring correct compensation. Payment and allocation processing were integrated where previously done as separate yearly activities. Solution was designed so any production result could be appealed where previously this was a separate costly process. Savings due to these were significant along with a one-time $4,000,00 saving to the enterprise• Yearly cost to maintain and develop programs went from 25,000+ hours to 10,000 hours with a yearly saving of $1,500,000• Introduced the utilization of Informatica to area and greatly expanded in it use in transforming the data in ways the organization had not previously done• Introduced the use of Business Objects used for query, extract, and reporting which improved our testing and quality results• Recruited technical and business resources to further team capabilities while increasing quality of solutions• On-time delivery was achieved for the first time in programs history• Successfully transitioned off some resources while engaging new resources for their skills, background, and/or viewpoint• Director comments "Through David's guidance, the project team is making substantial progress which will equate into savings in time, money, and effort for agents and the enterprise."

PeopleSoft ERP - Account Payable eRFP (Electronic Request for Payment) - High visibility project replacing a Notes based, company-wide vendor payment solution with one developed within PeopleSoft• Final zone was moved up three weeks due to positive adoption experience and user feedback• Delivered on-time and under budget by 25% saving $800,000• Due to an innovative design, company avoided spending $3.5 million on a future effort and allowed four business resources to be redeployed to higher value work• Executed with a small, dedicated team utilizing skills+ while challenging and supporting internal employees with stretch assignments• Recruited and managed internal, contract, vendor, and business-side resources• Utilized many agile and scrum principles before they were formally recognized by the industry as such• Lead the design efforts and considerations for a decentralized voucher payments system built from ground-up with PeopleTools and integrated with other systems• Challenge team to consider innovative designs to improve user experience. This included Voucher Approval via email, My AP which personalized the experience, and ability to create templates along with set preferences and defaults• Utilized a dual design approach wherein two teams worked independently and later came together periodically to share ideas, details, and prototypes. Later this was reconciled into a single design.• Utilized dual production implementation (old and new) along with Beta test which greatly lowered implementation risk and ensured a smooth transition to the new processes and capabilities• Utilized "Testing War Room" for team to collaboratively work together to find and fixes defects. It was particularly successful in engaging users in critiquing usability• Business Sponsor comments on business value delivered: "…far greater than we originally anticipated. This was due to the leadership and passion that David demonstrated throughout the project."

PeopleSoft ERP (Enterprise Resource Planning) - Upgrade Service Pack 3• Lead project which included all four major modules across Finance and Purchasing • Managed a multilevel leadership team and total of 60-100 analysts. The monthly burn was 10,000-12,000 hours. Completed project on time and 25% ($800,000) under budget• Implementation was extremely successful without the angst that usually accompanies such a large implementation. Deployment, conversion, and check-out activities occurred over multiple days• This effort began under a cloud of doubt and discord but produced encouraging results. A single team was integrated with functional experts acting in concert to ensure the success of the project. The team explored and implemented new and improved strategies and best practices to accomplish tasks. These strategies are complex given the number of players involved in implementing• Proud of developmental activities that were afforded team members and the cohesiveness they showed• Developed a future state staffing and execution model that would further increase the efficiency and consistency of future upgrades while greatly reducing cost

PeopleSoft ERP (Enterprise Resource Planning) - Accounts Payable/Finance Upgrade• Initially manager of the Accounts Payable Implementation project and finish a sole manager over all three finance modules - General Ledger, Accounts Payable, and Travel & Expense• Challenges included numerous sponsors, high expectations, and integration of separate teams• Managed a multilevel leadership team and total of 120+ analysts• Monthly burn of 10,000 hours• Completed project 12% under budget while on time with high quality

PeopleSoft ERP (Enterprise Resource Planning) - General Ledger Process Improvement• Lead team of technical and business analysts through two phases of process documentation, review, proposals, and implementation of improvements• Gained senior leadership support and agreement through multiple stakeholder sessions communicating progress and results• Implemented numerous workflow and tool improvements while eliminating low value activities