David Goodman Email & Phone Number

Berkeley, Ca, Us

As Lead Consultant, I work with nonprofits to ensure that their technology strategy matches their business strategy, and that the organization has the proper tools and resources to execute the strategy. Through assessments and virtual CIO engagements, my colleagues and I engage deeply with our clients at all levels to understand what they're trying to achieve, and to develop strategies to support their goals.

The New York CTO Club is an independent, not-for-profit, invitation-only group of senior technologists. We meet monthly to share ideas and expertise.

Brooklyn, Ny

Powerhouse Workshop is a contemporary arts center and art fabrication facility that supports investigation, experimentation, and collaboration across media and disciplines. Established to serve the needs of working artists, Powerhouse Workshop will be the first facility of its kind in the country when it opens in 2020, including industrial fabrication shops and flexible spaces for exhibitions, installations and public programs. Located on the Gowanus Canal, the non-profit builds on Brooklyn’s 200-year history as a center for industry and creates a critical new resource for artistic production in the heart of New York City.As vCIO, I am working on the overall IT strategy, which includes a long-term systems architecture, and staffing plans. I am also consulting on various near-term IT projects such as cloud PBX, communications tools, project management, and file storage. I am also advising on technology issues related to the physical infrastructure in the building, and coordinating with a managed service provider for hands-on support.

New York City

I am working with a great team at The Rubin to upgrade and update key systems, move to the cloud, and provide more strategic value from technology.

Amicus Global Relief Solutions provides world-class cloud-based Supply Chain Management (SCM) and Business Process Outsourcing (BPO) project management services to NGOs, integrated to a donor-focused front end that allows donors to fund detailed project plans.

New York City

Roundabout Theatre Company is committed to producing the highest quality theatre with the finest artists, sharing stories that endure and providing accessibility to all audiences. On each of our five stages, the thrill of theatre comes to life each season through classic plays, timeless musicals, and new works by emerging and established playwrights.As Interim Director of IT, I was tasked with stabilizing the IT function, establishing near-term goals, and recruiting a permanent Director.

As CIO-in-Residence, I will be supporting the implementation of NetHope’s new strategic plan by:1) leading the effort to solidify and expand the relationship between NetHope and the technology industry, 2) providing guidance and support to NetHope staff on the design of NetHope’s programs for the target market of NGO CIOs and their staffs, 3) being part of the overall effort to ensure that member needs are being met effectively.

The Salesforce Foundation CIO Advisory Council provides the means for an open dialogue and feedback between Salesforce.com Foundation leadership and key CIOs to shape strategic products, services, roadmaps, use cases and best practices within the Salesforce.com Foundation.

Greater New York City Area

As the Chief Information Officer, I was responsible for the vision, strategy, and execution of all global technology activities for a fast growing, +$650MM international NGO. Leading a team of 40, with a budget of +$8MM, I had teams responsible for Global Infrastructure, User Services, Application Development, and Portfolio Management. In my time at the IRC, I transformed the IT department into a global team that delivers high-quality services to over 10,000 staff in the US, Africa, Asia, and the Middle East. We supported the infrastructure in over 150 locations, provided user services for a 22-hour workday, developed and integrated key business applications, and provided guidance on how to use technology in our program delivery, all of which was supported by a team of highly capable project managers and business analysts. As a member of the Senior Leaders Group, I was very involved in two strategic plans, as well as a strategy refresh. I have developed associated IT plans and roadmaps, and worked closely with our Leadership Board on defining the appropriate role for IT within the context of our business. Some key initiatives were:• Significant increase in capacity for global service desk• Implementation and expansion of VSAT-based global wide-area network• Migration to fully redundant data centers• Design and implementation of custom-developed grants management system• Vendor selection and rollout of global HRIS (Workday)• Vendor selection and rollout of Program Management system for US Programs• Vendor selection and implementation of Salesforce.com-based CRM for donor management

As the Vice President, Technology for a multi-faceted healthcare communications company with 40 offices in 16 countries, I was responsible for all aspects of technology, including systems support, data center management, and application development. Reporting to the CEO, I lead a staff of 17, supporting over 400 users, and developing critical business systems for time tracking, meeting planning, and CRM. I increased the support capacity and capabilities, particularly in the area of cross-platform support, and instituted strong project management methodology for our application development projects. I had technology oversight responsibility for our 25-person production studio where I partnered with the Studio Manager to implement Xinet’s FullPress pre-press system, resulting in a savings of over $100K/year. I oversaw all project delivery for our interactive division and was responsible for managing a budget in excess of $2.5MM

As VP, Data Architecture, I was responsible for developing a digital asset management system that would allow the company to store, access, and repurpose a vast amount of original and syndicated content. In particular, we integrated the production systems for our television and online divisions to create a consistent and seamless content creation process. My team was responsible for the requirements gathering, product definition, vendor selection, cataloguing methodology, implementation management, as well as the system and database architecture.

As a founder of Concrete Incorporated, I was responsible for helping to grow a bi-coastal Internet professional services organization from 13 to over 150 employees. As VP of Technology and Chief Technology Officer, in addition to growing a technology organization for the consulting division, I oversaw all Concrete technology initiatives, including the launch of new versions of Bolt.com (over 1 million registered users) and Girlson.com, and the re-architecting of the live server environments to increase performance and capacity. I built a technology organization that included staffing the software development, network operations, and internal systems teams. I helped to create a new division called NetOps that manages networking infrastructure for Concrete’s clients. I also managed the implementation of an enterprise software package to manage our production process, while continuing to oversee the Internal Systems department.

N2K was at the beginning of a significant growth phase in August of 1996. There were approximately 40 employees in the New York office with a variety of desktop computers and operating systems. I was charged with creating an IS department from scratch that would support the company as it grew to over 175 employees in New York. During my tenure, I hired a staff of 8 people, created policies and procedures for procurement, desktop and network support, and 24x7 coverage of critical systems. I overhauled the internal network and integrated disparate desktop systems in New York with our highly secure hosting facility. I also implemented a number of Intranet-based systems for the company including a production calendar, an employee directory, an asset management system, and a knowledgebase for technical support issues.

Clients includes David Strom Inc., EDventure Holdings, New York New Media Association, JP Morgan, Marsh McLennan, PSE&G, Paradesa MediaAs an independent consultant, I worked with a number of companies to help them manage technology, and leverage the capabilities of the Internet. This included setting up LANs, developing and managing web sites, and consulting with senior executives on how the Internet might add value to their businesses. I also served as project manager for The Essential Internet, a CD-ROM for novice Internet users published by Quarterdeck.

Mba, Management

Ba, Linguistics/Philosophy