Don White Email & Phone Number

Washington D.C. Metro Area

► Managed the design and implementations of a learning management system for 30,000+ students and 1,700 faculty at a leading on-line university and at a college of nursing. Completed a financial analysis that led to Board approval for the LMS and Integration platforms, part of an overall transformation program at the university. ► Performed an IT Service Management assessment for a financial services company. Assessed and benchmarked four processes and two functions against ITIL® best practices, provided a gap analysis of key service delivery responsibilities and recommended a maturity roadmap.► Designed software development processes for a consumer lending company in support of strategic insourcing. For a tailored Agile Scrum process, provided detailed guidance on product backlog management, sprint planning, estimation, retrospectives, and requisite soft skills. Documented a development and testing tools suite and chartered the Software Architecture Board, a governance group responsible for organizational architectural discipline.► Produced a multi-year IT Service Management (ITSM) strategic roadmap for the CIO of a national financial services firm and helped the IT Operations leadership select, via an RFP process, an ITSM solution (SaaS). Assessed and benchmarked current ITSM processes against the ITIL® best-practices framework and recommended business process adoptions, process ownership and measurements to mature service delivery.

Washington D.C. Metro Area

► Designed IT Demand and Governance workflow processes, stakeholder roles and responsibilities, prioritization structures and key performance indicators for a global consumer credit reporting agency.► Designed and implemented Demand and Portfolio Management processes for a leading on-line university. Analyzed three demand channels for IT services, documented future-state workflows, integrations, controls, performance metrics and stakeholder roles and responsibilities. Designed an enhanced governance structure, including supporting artifacts, for IT project investments and presented it to the executive team. Implemented an executive portfolio dashboard with investment and strategic analytics and an IT Performance Scorecard with 23 key performance indicators across five portfolio components. Trained internal staff in new processes and tools.

Arlington, Va

►Led global team of 33 that delivered IT projects and provided technology governance, portfolio management, and departmental financial management and procurement services. ► Formed PMO, recruited talented program and project managers in U.S., U.K., and India, and created center-of-excellence oversight of project delivery and financial processes, ensuring standardized economies of repetition in the execution of 50+ projects annually.►As Corporate IT budget owner, managed four consecutive favorable performances against annual operating budgets (2012-2015) exceeding $80 million. Led capital projects planning, budgeting, and variance management. ► Achieved an overall stakeholder satisfaction rating of 4.15 on a 5.0 scale for 34 completed CIO Portfolio projects in 2015. Stakeholder satisfaction ratings improved year-over-year for three consecutive years, sparked by a continuous improvement PMO roadmap. ►Ranked in the top 20% of company managers for coaching and mentoring of direct reports, as documented by a quantitative survey conducted by Corporate HR.► Managed annual IT Governance process for portfolio prioritization. Presented portfolio prioritization, financial, and benchmarking analysis and business cases to CEO, CFO, CAO, and CIO, ensuring technology spending alignment with firm’s strategy. Successful projects contributed to $150+ million increase in company revenue over three years.►Matured monthly IT portfolio reporting and aligned projects with strategic classifications and calculated overall health and productivity metrics, thus ensuring portfolio transparency and business alignment.

Arlington, Va

►In consultation with the CIO, designed and implemented the CIO Performance Scorecard, a monthly quantitative measurement of 30+ key performance indicators.► In response to a risk event, designed an information security assessment framework and conducted a risk analysis of a preeminent survey product. Issued 19 findings, which were remediated over a three-month period.

Washington D.C. Metro Area

►Led, as Program Manager, the Content Management System Program, which designed and implemented on schedule an $8 million multi-channel publishing system that shortened reporter-to-reader cycles and reduced annual operating costs by approximately $2 million.

Washington D.C. Metro Area

►Directed as many as 60 IT project managers, developers, and database and system administrators who enhanced and maintained CRM, manufacturing, and financial systems.►Effectively chaired the IT Steering Committee, which directed demand-side governance of technology projects. Established post-implementation project review process and quarterly project portfolio performance reporting to company executives. ►Improved internal processes, reporting, and projects delivery by leading IT Project Management Office to 96% under-budget project completion rate during three-year period. ►Achieved 4.2 customer-satisfaction rating (on a 5-point scale) and exceeded objectives with 79% on-time completion of 53 projects over three years.►Successfully negotiated 40+ software and professional services contracts. Renegotiated and/or eliminated 17 software maintenance agreements.►Negotiated $2.7-million reduction (67%) in software development project’s required licensing costs and secured company’s highest-ever purchasing discount, 65%, associated with database purchase by applying negotiating skills after learning intricacies of Oracle’s licensing compliance.►Led IT team that ensured initial successful audits of financial controls compliance with Section 404 of Sarbanes-Oxley Act. Developed corporate Information Security Policy and security-awareness training program.►Managed company efforts to create and implement disaster recovery and business continuity strategies following the terrorist attacks of September 11, 2001. Planned and coordinated successful quarterly tests of disaster-recovery systems, communications, and processes.

Washington D.C. Metro Area

►Led newsroom reengineering projects and completed process design analysis for Publisher. Managed eight newsroom project team members. ►Enabled revenue-critical capabilities and material operating savings by leading successful four-year project that brought electronic page production to The Washington Post.►At the request of the Publisher, managed successful six-month project to restructure IT Department in adherence with corporate and technology best practices. Established IT Steering Committee for governance oversight of IT projects. ►At the request of the Executive Editor, led Newsroom’s reengineering team by organizing and directing five-month analysis of process improvement opportunities.

M.A., Journalism

►Selected Outstanding Graduate Teaching Assistant, School of Journalism.

B.A., Journalism, History

►Selected Outstanding Senior, Department of Journalism.