Doug Mathieu Email & Phone Number

Tukwila, Wa

Improving speed of delivery and quality of BECU's software delivery pipeline.

Becu

Developing and implementing ITIL and Agile processes throughout BECU's IT organization.

City Of Seattle It

• Spearheaded the mayor's initiative to create a citywide inventory of privacy data. Conducted 100+ interviews in 22 city departments.• Used the data collected to build/publish dashboard views in Tableau. Included point and click drill-down to types of privacy data, by department and division. This allowed for easy view of privacy risk throughout the city. • Provided a process and training for maintaining the inventory going forward.

Boeing Credit Union

• Performed a business impact analysis of BECU's entire organization, by business process. Uploaded the data to RSA Archer tool.• Interviewed 40+ department directors and managers to complete a dependency analysis of all processes that were identified as critical or high impact regarding business continuity. • Using pivot tables and charts, provided key analysis of systems, applications, and tools that are used by the BC-critical processes. This identified many applications that will be reviewed to determine how their recovery time objectives should be modified, considering their support of critical business processes.

Wizards Of The Coast (Hasbro)

• Launched process teams for six ITIL IT Service Management processes. Held workshops to finalize the processes, specifically related to the company’s private cloud. Wrote and delivered process documentation and trained the teams. • Built and launched a process improvement program for the ITSM processes. This included a set of dashboard metrics to track efficiency, effectiveness, and maturity (CMMI). It also included a customer-focused approach to regular process reviews with major improvements escalated to an executive level governance team. Forecast $800K yearly cost avoidance.• Built a SharePoint site with a visual home page that allows clicking a process from the ITSM structure to view the flow as well as published management, improvement, and working documents.

Greater Seattle Area

• Ran workshops with the Gates Archive Company, Gates Foundation Legal, and Gates Foundation IT Risk Management to build a use case model and process flow used to successfully stand up a new foundation-wide archival program. • Performed complex data analysis of the legal department's non-disclosure agreements (NDAs) using exported SharePoint metadata in Tableau. Built an interactive Tableau dashboard to be used at the C-level and below. Prior to this the Gates Foundation had very little idea of where their disclosure risk/responsibility was focused.• Built and published interactive Tableau dashboards for the foundation's disaster recovery program, information security assurance program, and risk management engineering team allocation and service tickets. • Built and helped automate the IT information security risk assessment customer intake process using SharePoint work flows.

Seattle, Wa

• Cost/Benefit Analysis: Performed cost/benefit analysis of options to optimize, continue as-is, or eliminate a sub-optimized $8M+ custom-built software tool. The CTO, CFO, and CEO approved the recommended option. • Business Requirements Analysis: Identified high-level business requirements for the $8M+ tool. Used Lean methodology to first understand the business process the tool supported, and then to fit the tool requirements to the process.• Lean Workshop: Ran a 5-day Lean workshop to improve the bank’s affordable housing program (AHP). Drafted and reviewed 17 core processes, facilitated team input of 170 improvements grouped into 15 improvement projects. Provided the client with a prioritized multi-year improvement plan.• Procedure Optimization: Documented and optimized key procedures related to affordable housing grants including award, monitoring and compliance.

• Implemented Part-Time Scheduling: Saved Boeing approximately $2.5M annually on a $17M budget, by scheduling help desk agents part time to meet spikes in demand while not being overscheduled for lulls.• Lean Workshops: Facilitated 3-day Lean workshop to reduce agent time spent on the phone. Launched three targeted projects, resulting in reduction of 21% (670 seconds average talk time to 529 seconds). • Benchmarking Analysis: Led data collection team for benchmarking analysis of 300+ person Help Desk team. • Modeled new work cell: The new cell focuses only on one major help desk call driver (20% of all calls). New cell analysts free up higher paid analysts for more complex calls, saving Boeing approximately $400K per year.• Statement of Work: Wrote statement of work for $17M annual help desk contract.

• Mapped out customer experience and in-store process for opening of first ever Microsoft retail stores. • Supported user acceptance testing of primary store systems. • Created a business continuity plan with manual workaround processes. • Improved retail processes using Lean Six Sigma methodology

• Lean Champion and Six Sigma Black Belt. Mapped the Value Stream for Add, Move, and Change of Telephone service for entire Boeing Company, over 120,000 phones. Identified and prioritized 120 areas for improvement into six major projects. Completed projects six months ahead of schedule. Measured process improvements resulted in one-time savings of over $1M and recurring savings of $500K per year. • Systems and Process Improvement: Improved quality of request system from 70% errors to 20% errors, saving analyst rework time equating to 3.7 full time employees. • Implemented a work cell: Cell shielded 30 analysts from distracting help calls. Measured improvement in customer satisfaction while saving analyst time equating to 2 full time employees.

• Created cell site build quality program: Recommendation was based on detailed analysis of the Western U.S. Built case study and business case using San Francisco market as benchmark for six other markets. When implemented, the program should save over $5M annually by reducing cycle times of new site builds, moving to on-air revenue generation more quickly. The program will also reduce down-time and repair costs due to an increase in site build quality.• Identified and documented core processes: Mapped the government environmental compliance program for thousands of leased and owned cell sites and towers. Processes will be used to train compliance managers in the seven markets in the Western U.S.

• Led all process re-engineering initiatives for Sarbanes-Oxley (SOX) access management (AM) security audit. Developed as-is and to-be processes based on key control requirements.• Created deployment plans and led user access management (UAM) groups through implementation.• Assisted UAM groups through all phases of testing. Reviewed test results with validation test team, KPMG, developed gap remediation plans, and implemented them. • Implementation of new security processes resulted in removal of 2,211 user accounts (35% of total), making the network more secure.• Developed Enterprise-wide security risk management process, working with pre-merger AT&T Wireless employees and Cingular employees to improve upon and merge their respective risk management processes. • Altered national access management security processes to fit Cingular’s regional model. This involved preparing and presenting a major training event which took place in September 2005.

• Internal business process improvement (BPI) consultant, managing 3 BPI analysts.• Hired and managed 13 contract technicians on massive project to audit and model nationwide cellular network. Met aggressive schedule by reducing cycle time per switch modeled by 75%, and absolute man-hours per switch by 22%. • Researched and presented multiple operational improvement opportunities and net present value savings to senior leadership which aided them in business transformation decisions.• Led 6-person business process development team for a new national database. Developed, marketed and implemented a cross-functional national data quality model, to maintain/improve data quality after implementation.

• Negotiated $1.7M maintenance contract, saving $300K over 5 years.• Directed team of 26 technicians and contract engineers that installed, under budget and ahead of schedule, $1.2M telecom centers in California and Virginia.• Managed $650K budget, wrote contract technical specifications and cost estimates.• Trained as airplane and helicopter pilot. Worked effectively in stressful environment with Navy and Marine Corps.• Supervised 14+ crewmembers in Southeast U.S. and Caribbean.

Mba, Finance And International Business

Bs, Electrical Engineering