Justin Dowling Email & Phone Number

Greater Atlanta Area

Greater Atlanta Area

Joined Macy's Systems and Technology (+4,500 employees) to manage projects and initiatives related to Macy's Omni Channel strategy. Successfully planned, managed and executed numerous projects related to the integration of replenishment technologies and platforms into the Omni Channel strategy. Common thread was to align replenishment technologies in merchandising with the enterprise Omni approach. Routinely negotiated and collaborated with internal business customers in New York as well as third-party software vendor Teradata. Additional responsibilities for program level activities around strategic planning and resource allocation. • Responsible for facilitating and collaborating with Merchandising management to develop annual project/strategic roadmap; required prioritization and alignment of group capabilities and budget with business partner priorities and, subsequently, generating consensus and 'buy-in' from stakeholders across MST and business.• On-going responsibility for providing MST upper management and business partner with status of program and individual project status'.• Successfully led Merchandising Replenishment projects through three phases of Macy's Single View Inventory initiative, spanning 18 months. • Successfully led projects to upgrade Teradata's DCM product, as well as, standalone projects to further improve the accuracy of DCM forecasting through the modification of supporting demand rule logic and the recasting of inventory.• Responsible for three enhancement releases of Macy's homegrown Product and Order Management (POM) platform which eased the creation and maintenance of products and generation of PO’s via direct integration with Teradata's DCM product.• Aligned in-flight projects and project inventory with ever-changing business priorities to ensure that projects were successfully delivered when and where needed to maximize business impact.• Delivered projects in accordance with Macy's Q4M (Quality 4 M

Atlanta, Ga

Joined SunTrust’s EIS (IT) organization at the beginning of its transformation efforts as part of the Enterprise Testing Organization (ETO). Integral part of ETO re-organization and transformation efforts before moving into the Operational Excellence group to lead 3 work-streams focused on better business alignment and break through business transformation. Instrumental in establishing the EIS Execution group under Senior VP – including strategy, goals and key deliverables. Common thread throughout time with SunTrust – demonstrated ability to work across organizational layers, divisions and segments to identify transformational opportunities for better business alignment and delivery of results.• Drove and delivered production availability of SharePoint 2013 in record 2 week time frame• Successfully planned and delivered SP2013 communities and structure for use by CIO in RealTime Answer sessions – a model that has garnered interest from other segments around SunTrust• Key contributor to SP2013 enterprise deployment requirements and considerations• Integral part of the ETO management organization responsible for ETO re-organization and transformation• Worked with ETO senior leadership to ensure that goals and priorities were properly aligned to and in support of EIS’ goals and priorities • Created communication vehicles and content for the clear communication of ETO current/future states and strategic commitments• Successfully addressed time critical and sensitive communication needs on an ad-hoc basis• Early adopter and advocate for QlikView in support of SunTrust’s print reduction goals• Led the Business Realization Meeting processes, collection and distribution amongst Senior Leadership Team and CIO• Reduced process time by >70% for delivery on SharePoint requests• Developed a strategy to better communicate changes/improvements to enterprise email services• Managed work-stream to streamline on-boarding processes

Washington D.C. Metro Area

Having joined the organization as the Change Management leader, success with numerous internal and external initiatives resulted in my responsibilities being enlarged to include IT infrastructure – with the task of transforming this group from reactive to proactive. The end result being a group which the enterprise would chose to use, rather than feel compelled to use.• Identified and lead initiative to co-locate core infrastructure to increase service availability and reliability• Led vendor selection and implementation of VoIP solution across 30+ offices• Negotiated and consolidated wireless vendor relationships to save 45% on $600K annual spend• Established infrastructure architecture for business unit across 30+ global locations• Implemented Spiceworks Helpdesk to ensure quality and timeliness of service in addition to transparency• Migrated infrastructure to VM environment to reduce overall operating costs and increase efficiency• Identified and implemented outsourced support to increase network performance while decreasing cost• Overall responsibility to serve as a thought leader and to facilitate change across organization• Led line management through the identification, mapping, and process change cycle• Re-engineered commercial guard service processes to ensure success of new operations software• Implemented web based technologies to ensure transparency, accountability, and communications• Successfully led the initial documentation and revision procedures for Sarbanes-Oxley compliance• Developed and executed plan to restore confidence in procurement function and vendors• Led initiative to outsource warehousing and distribution operations for improved service and lower cost • Planned and executed the relocation and overhaul of offices in Boston, Washington DC and London

Reading, Uk/Vienna, Austria

Led clients in developing Balanced Scorecards to operationalize their corporate strategiesDeveloped balanced scorecard models and communication structures to ensure transparency of strategyFacilitated the incorporation of 'lean' manufacturing principles into operational processesDeveloped tools, templates, and methodologies for use in client engagementsManaged teams of between 4 - 10, comprised of internal and client resources

Louisville, Kentucky Area

Successfully balanced and translated business and IT requirementsLed the process re-design, application development and roll out of web based sales agreement applicationManaged the on-going development of sales portal for 300+ sales personnelIntegral member of e-council charged with leveraging web for increased productivityRe-engineered price sheet generation process and supporting applicationsManaged team of 5 application developers comprised of on and off shore resources

Louisville, Kentucky Area

Led selection and implementation of enterprise software solutionPlanned and managed budget in excess of $500,000Provided top management with concise information regarding status of enterprise systemsIncreased process efficiencies through software and business process modificationsDecreased inventory costs through accurate, real time inventory management

Malvern, Pa

Defined scope, budget, and resource needs of ADAGE ERP implementation Defined current and future state processes to identify opportunities for process/software re-designDefined and managed software enhancements to meet business critical client requirementsResponsible for overall customer satisfactionManaged cross-functional stakeholder teams of up to 10

Mba, International Business Administration

Master Of Business Administration - Mba, International Business

Ba, International Relations