Raul Johnson Email and Phone Number

Oversaw all facets of operations for software engineering organization of 150+ FTE and contractors spanning the US, India, and China.• Conceptualized and established a new organization (hiring >40 people in 9 months) in 2018 to build a new solution, Insights, which would collect hardware, software, and user-behavior telemetry data and then analyze the data. The analytics would produce metrics and alerts for IT administrators to identify inefficient or problematic computers along with recommendations for improvements. Features were added to provide methods to automatically remediate issues.o Insights is utilized by over 2K customers and on over 1M computers; its features have been mentioned in ZDNet, eWeek, SiliconAngle and TechRadar Pro.o Developed solution on AWS and utilized S3, microservices, Kinesis Data Firehose, an Aurora database, CloudFront, and an API Gateway.o Ported solution to Azure, employing IOT Hub, Azure Application Gateway, Event Hub, and a Cosmos database.o Used AWS Cloud Formation / Terraform for development of infrastructure as Code (IaC), and Artifactory and Jenkins for CI process. Implemented Fortify and then SonarQube for static code analysis.o Implemented SRE monitoring to oversee infrastructure and solution.o Maintained >90% test automation, unit test coverage, and performance testing standards.• Spearheaded initiative to introduce Agile playbook for engineering teams; piloted expansion of Agile processes beyond core engineering teams and applied SAFe methodologies as a framework for functionality of core project teams.• Led initiative to consolidate Dell telemetry initiatives and led the design and delivery of the telemetry collection architecture. The solution eliminated duplication of telemetry collection and then provided for the sharing of telemetry data on the server side. Formed a telemetry core team with representatives from several organizations to provide guidance on current and future telemetry usage and collection.

Designated as Interim Vice-President of Client Software Solutions Engineering organization comprising 150+ managers, software developers, automation engineers and customer support engineers. Planned, managed, and allocated $12M budget.• Carried out significant improvements to organization’s financial processes, streamlining reporting, enhancing clarity of spend per project, and implementing measures to mitigate overspending.• Integral in planning and coordination of client solution modernization strategy and product roadmap in partnership with engineering and product management VPs from multiple organizations.• Implemented improvements between the engineering and customer support engineering teams to improve product quality, response times, and tools used by the customer support engineers.

Graduate of Dell’s executive training program (GOAL), a highly selective two-year program with only 40 students out of 100K+ worldwide employees. Underwent advanced executive training, professional coaching, and one-on-one mentoring from Dell executives. Participated in numerous workshops covering a wide range of executive leadership situations. Role-played various scenarios directly with Dell executives. GOAL students were placed in groups to work on projects for over a year, culminating in a presentation to several senior vice-presidents and presidents. Key member of one of two teams selected by the VPs and presidents to go onto presenting to Dell Vice-Chairman and COO Jeff Clarke.

Led multiple Dell Data Security engineering teams in design and delivery of multiple leading-edge security-based solutions. Formulated strategies for operational efficiencies that enabled the organization to deliver solutions to aggressive development schedules. Developed, forecasted, and managed project budgets. Trained, mentored, and evaluated the performance of team members. Instrumental in managing and growing revenue-producing portfolio; expanding portfolio to include advanced security application features and third-party integrations. Grew the team from 8 to 25 from 2013-2015 and then to 70+ in 2016. Annual revenue grew from $30M to $300M due in large part to expanding the team, adding new features, and expanding the product portfolio.• Dell Data Protection (DDP) - Enterprise-class, file-based encryption solution for computers• PBA (Pre-Boot Authentication) – self-encrypting drive manager that utilized a pre-boot authentication layer to lock the drive.• Endpoint Security Suite – Collaborated with vendor to integrate a signature-based antivirus solution into the DDP suite.• Endpoint Security Suite Enterprise – Collaborated with vendor to integrate an AI-based antivirus solution into the DDP suite. Deployed onto 100K+ endpoints and provided $100M+ in revenue. Honored with Gold award for Inspirational Leadership.

Orchestrated product group integration of the Wyse acquisition in 2012 and the Credant acquisition in 2013. Cultivated relationships and liaised extensively with all executives and engineering leaders from Wyse and Credant to the Dell executive team. Contributed extensively to determining strategy and timeline for integrating processes and eliminating redundancy while minimizing attrition. Fostered design and delivery of new integrated solutions, delivering all projects on time and within budget.

Directly managed 9 developers and 5 contractors and indirectly guided the work of approximately 10 developers in Scotland on applications (ImageDirect, PET, SFI, and X-Image) used in the $183 million image management business.Identified inefficiencies and drove initiatives to address them. Improved test pass rates from the 60% range to above 90% and allowed for test phases to complete ahead of schedule by increasing the test quantity and coverage during development phase, increasing analysis on new requirements, implementing code reviews on large work items, and establishing a weekly demonstration/preview meeting to review proposed solutions and progress of implementation. These meetings gave the business partners and test team early visibility and gave the developers early feedback on their changes.Drove the team to track development tasks within TFS and then we implemented development phase reports to show the current status and trends (burn down) of tasks, resource progress, and resource utilization.Implemented cross-functional and cross-application assignments for developers. This minimized single source dependency on individual developers, allowed for greater resource allocation options, increased the domain knowledge growth for the developers, and provided resource backups in urgent situations. Increased focus on documentation by the developers to facilitate knowledge sharing and to decrease the ramp-up time of individuals that are new to an area.Worked on fiscal year planning for people resources, IT engagement, hardware needs, and software expenses. Helped transition the organization from waterfall to an “agile hybrid” methodology. Releases were limited in size (sprint size releases), communication was increased between the development teams and between the development and test teams(scrum like meetings), and subsequent releases were adapted based on the outcome of the previous release.

Managed test efforts on complex projects in IT manufacturing from 2009 to 2010, represented the organization in roadmap planning, and led or sponsored several process improvements. Cultivated positive relationships (within and outside of the test team) to find solutions, created solid and flexible teams, and successfully leveraged global resources and contractors.Managed test teams on several manufacturing projects that included manufacturing outsourcing , order processing, and utilizing third party logistic companies. The test and automation efforts on these projects were recognized by the VP as being key contributors in making the manufacturing projects so successful. Led a team comprised of global representatives from several test organizations to review and drive test process improvements to the SDLC. Implemented capacity planning spreadsheets to improve resource utilization. Fostered and drove numerous automation initiatives; focusing on automating test cases and seeding data.Key manager in the manufacturing applications testing organization from 2008 to 2009 that consisted of almost 200 people in the US, India, and Brazil. Directly managed at times up to 20 resources. Oversaw the test activities in 9 separate application domains, with each domain operating independently of each other. At times each domain executed multiple projects simultaneously.Led the roadmap planning activities for the test organization. Gathered information about projected funding, drove the test leads and managers to scope the test effort for each project, analyzed the data against resource headcount, and then worked with the governance council on recommended updates.Worked on the effort to consolidate functional test resources from 5 locations (US, Brazil, Hyderabad, Bangalore, and Ireland) down to 3 locations (US, Hyderabad, and Bangalore).

Led the transfer of numerous applications from the US to Brazil software development teams. These activities included training the Brazil team on the functionality of the applications, the requirements gathering, the analysis process, the development process, and the support process.Supported and participated in various initiatives, including development process and design guidelines, to improve deliverables and process of the development team.Nominated by senior management to participate in the aDellante Leadership program. This year long program provided 25 participants to receive training on various management techniques, workshops on various presentation skills, and allowed for networking opportunities with executive leadership members. Recipient of Product Leadership Award in 2004, three “On the Spot” Awards from 2002 to 2004, and an Innovation Award in 2000.Co-developed a test management application (TestDrive) used by nearly 2,000 internal and external users in the product development group. Some features that I implemented are listed below.* Worked with test engineers to architect testing methodologies that led to several patent submittals to the patent review board. The testing methodologies included feature based testing and a closed loop architecture that prioritized test cases in a test plan based on historical issue data. * File repository with revision control and the ability to associated test entities to specific versions of files.* Active Directory integration enabling validation based on HR status and export compliance level.* API that allowed other test management applications to create test cases, test plans, and to submit test results* Architecture for relational associations between parts, test cases, and vendor’s parts inventory. This allowed for easy parts list creation and determination as to which vendor can execute test cases.