Jason Carroll Email & Phone Number

San Francisco, California, US

• Develop Salesforce value propositions that align with customers’ business strategies on digital transformation and cloud adoption.
• Assist customers in business planning and strategy by focusing on business capabilities and maturity. Understand customer needs, company's products/services and match them with best-in-class technology to define a.
• Lead key discussions around change programs from both business and technical perspectives.

US

• Created and led Salesforce.com COE (Center of Excellence)
• Implemented B2C solutions for Retail Banking, Retail Lending, Branch Enablement, Contact Centers, Workflow Automation for Operations, Risk, Compliance, and vanilla CRM
• Implemented B2B functions for Loan Origination, Treasury Management Onboarding, Loan Application and Approval, and a Customer-facing Digital Portal.
• Led Commercial Lending and Treasury systems.
• Implemented Product Model and Agile methodology.

Eden Prairie, Minnesota, US

• Implemented a new customer portal, enabling the creation of new products and markets. This portal, delivered on time, was the year’s most important initiative for Kroll Compliance.
• Created and implemented a comprehensive, multi-year strategy to transform dozens of outdated systems into a few modern ones, streamlining customer and operational processes.
• Recruited by the Kroll Ontrack CEO, a former Lawson colleague, to transform Kroll Ontrack’s systems. Role was later expanded to include all Kroll businesses globally.
• Implemented Salesforce.com for CRM, to automate workflows, build customer portals, and more. Spoke at Dreamforce.

New York, NY, US

• Quickly transformed a five-country, 100-person IT Application Development department from a transactional, project-at-a-time group to a strategic business partner, through reorganization, creation of an applications.
• Implemented packages, including Lawson software, and custom-developed customer-facing web applications, including the new Lawson Marketplace, which industry analysts praised as redefining the way ERP vendors go to.
• Retained through 2011 to lead the integration of Lawson and acquiring company Infor's systems.

US

• Partnered with the business as a member of the Executive Team to transform IT from a transactional, back-end group to a core business asset generating top-line sales. Reported to CEO.
• Improved quantifiable output of the 105-person IT department (80 employees, 25 consultants) by 70% while staying 2% under IT’s $23-million expense and $5-million capital budgets.
• Created and received board approval for a new IT strategy, which included technology (SAP,.net), process (Agile, portfolio management), and people, to align IT with company goals.
• Improved morale in IT from 2.3 to 3.8 (on a 1-to-5 scale) on the annual employee survey.

St. Paul, Minnesota, US

• Led the 40-person, Global Application Development organization with responsibility for supply chain, finance, human resources, data warehousing, and web applications.
• Led the infrastructure architecture selection for a $160-million SAP implementation.
• Managed a $24-million IT budget, including all global applications and infrastructure.

Worldwide, OO

• Senior Project Manager for a $1-billion medical device company, Cleveland, Ohio and London, England, 2003 - 2004
• Led a 120-person, $37-million, 10-country implementation of Sales, Call Center, and Field Service system.Senior Project Manager for a $2-billion medical device division, Düsseldorf, Germany, 2001 - 2002
• Co-led a 25-country, $70-million implementation of an integrated SAP and Siebel system.
• Led integration testing for a 160-person Siebel/SAP project.Project Management Lead, major Swiss bank, Basel, Switzerland and London, England, 2000
• Led international team of all project managers on $200-million project to build a Pan-European, Internet-enabled brokerage/bank from scratch for one of the largest banks in the world. CIO Strategy, high-net-worth.
• Led evaluation team to perform a review of the CIO, per the CEO’s request. Evaluated IT strategy, organization, infrastructure, and all development projects. Reported results to all CXOs, including strengths and.

• Director, Marketing Systems and Data Warehousing, 1997-1999
• Led a 16-person, $1.9-million, 18-month project to build a Data Warehouse Environment from scratch, including architecture, staffing, application development, database administration, and corporate-wide customer contact.
• Planned strategic direction for all future content and architectural Data Warehouse projects.
• Implemented 30-person, 40,000-hour, $3-million, 3-tier client/server project on time to transform corporate strategy from retail to membership industry.Manager, Marketing Systems, 1995-1997
• Managed team that developed new profitability system. Before the system, buyers were paid bonus on margin percent only. The new system included forty variables that had been ignored. Result: costly products were.

Eagan, MN, US

• Manager, Large Application Development, 1995
• Lead Large Project Development department of 20 people developing CICS applications against IMS and DB2 databases on MVS platform.
• Managed $800,000 budget for department cost center.Project Manager/Team Lead, 1993-1995
• Delivered 15,000-hour PowerBuilder project on time to 500 users.
• Designed and led construction of PC interface to legacy mainframe reporting systems.Programmer / Analyst (while employed through SKAMP Consulting) 1992 - 1993
• Designed and programmed Decision Support application.