David Tyrrell Email and Phone Number

Build the foundation for an efficient, predictable and fiscally responsible Professional Services Organization (PSO). Collaborate with Leadership to analyze the current PSO business and design and implement improved processes to improve quality, productivity and efficiency of the PSO. Implement a Resource Management Office (RMO) , leveraging global capacity and monitoring individual and regional utilization to ensure efficient allocation of its workforce. - Redesigned Time Entry for Field Consultants: Removed generic time entry categories and added Customer specific options to monitor the number of investment hours per customer. - Implemented Free work Request Process. Created this process to justify, monitor and approve PS investment hours and created metrics to report investment hours by customer. - Re-engineered Utilization Categories & Reporting. Created Billable, Customer Investment and Productive Utilization metrics for more accurate Utilization Reporting. - Implemented Project Financial Reporting. Created metrics bridging project budgets with fixed fee Percent complete status to review with key stakeholders. Reduced over-budget projects by 62%. - Overhaul of PSA System. Key stakeholder to replace PSA System. Sought out vendors, performed criteria metrics and scorecards, sold benefits to upper management and implemented a new system.

Hired to Lead the Resource Management function and improve processes to maximize efficiencies. - Re-engineered the Resource Request process. Provided analytics for outstanding requests based on group, vertical, role and contract status. Metrics were critical for staffing prioritization, capacity planning, hiring plans and distribution of new hire capacity. - Created new skills inventory. Met with technology leaders, created skills taxonomy and objective ranking model to provide insight into specialty skills, vertical knowledge and experience levels across the organization. - Implemented KPI’s to monitor efficiencies. Created weekly Forecast versus Actual metrics and cadence to help measure project and resource utilization and reallocate teams to more active projects when needed.

Selected to lead the Global RMO as Part of Merger of Hortonworks and Cloudera• Direct line manager of RMO team of 4 Resource Managers in Americas, EMEA, and APAC . Manage 50% of Americas as an individual contributor. • Streamlined processes during merger to create best practices from both companies.• Manage Partner/sub-contracting teams to align skill demand/supply, negotiate rates to meet margin targets. • Member of WW Global Professional Services (PS) Leadership Team to strategize on organizational goals.

• Recruited into Hortonworks to create Worldwide Centralized Resource Management Office.• Created and implemented RMO structure, cadence and governance of centralized staffing model.• Discovered $400K of savings within subcontracting model that was immediately renegotiated. • Identified and produced impactful RMO metrics including forecast vs actual results, hot skills, skills gaps, engagement categories sold, regional requests fulfilled for greater visibility.

• Identified by Oracle to serve as Senior Resource Analyst when Oracle acquired Endeca. • Identified as resource lead and asked to stay on for acquisition, after 3 months in role additional line of business added to role (ATG) )

• Resource Management and Operational functions contributing to profitability including centralized staffing model implementation.

• Founding member of Zeal Services, an IT Recruiting firm.• Successfully provided end to end recruiting services for various clients such as overstock.com, SAS,Cognos and others.

• Management of all operations including P&L, regional revenue forecast/delivery and regional consultant utilization target. • Grew delivered revenue by 220% and utilization by 36%• Managed a staff of 30 Consultants including mentoring, issue resolution, annual performance reviews, merit increases, training plans, performance improvement plans and displacement.