Steven Hays Email & Phone Number

Bellevue, Wa

• Program Manager for partner discount simplification. Expected $7M yearly in discount savings and 42% reduction in partner support calls.• Leading prioritization across five engineering teams to develop an automated process for transitioning O365 cloud offers purchased in public volume licensing contracts to government cloud compliant offers for approximated 350 US public sector customers. Mitigates approximately $10M yearly revenue loss and enables partner transition to GCC that is currently blocked.• Business Program Manager for launch Government Cloud Compliant programs for US public sector customers. This program is live as to May 2015 and will drive about $10M yearly in new business in the public sector.

Bellevue, Wa

• Program manager for Dynamics IT launch of CRM Online. This included projects to define and deliver the Customer & Partner Experience, the Field Sales Experience, Business Intelligence, and Lead Management. Lead team of two FTE and three vendor resources to manage requirements to delivery. Program budget $4.03M drove the addition of 180,000 new seats and $44M in revenue in the first year. • Project Manager for automation of software advisor channel incentives. This was a manual process involving 1500 partners and $50M in incentive payments. Automation doubled our payment frequency, eliminated manual calculation errors, and provided online reporting visibility for our partners.• Project Manger for the Dynamics Lead Referral program and Deal Registration program. These projects provided earlier visibility to the product sales pipeline and generated $6M in revenue in year one. • Project Manager for Global Volume Agreement and Multisite Agreement programs in the ERP space. These programs provided structured and consistent tools and processes allow the sales team to take on deals with large, multi-site, multi-national customers, driving $75M in ERP revenue increases in 3 years. • Responsible for managing improvements to end-to-end customer and partner experience particularly as Dynamics moves more heavily into online products. Managed sessions with external partners at the Microsoft Worldwide Partner Conference and at Microsoft Convergence as well as partner presentations at Dynamics Partner Advisory Council and the Executive Briefing Center.• Manage both FTE and contract product managers who were responsible for managing other projects within MBS IT or for coordinating UAT activities for IT releases. This included performance management activities such as mid-year reviews, setting of goals and objectives, and career planning.

Seattle, Wa

• Directed development of standard strategic product plans to identify key business drivers and strategies. Responsible for integration of these targets across all programs to establish funding priorities in CTI’s $100M project portfolio, to develop yearly and multi-year budgets, and to manage conflicting initiatives. Developed operational plans to define objectives, scope, deliverables and work plans for development projects. Established project management standards for cross-functional product development teams. Directed integration of plans, budgets and schedules across the product development portfolio. • Responsible for staffing and management of CTI project management office. Planned and managed departmental budgets. Identified personnel and financial resources necessary to complete project objectives. • Participated in merger due diligence activities with our merger partner, Novuspharma, S.p.A. in Bresso, Italy. Lead integration of project management and product development process standards post-merger. • Project team leader for Xyotax (PG-Taxol) IND program and Xyotax Global Phase III Team. Member of Trisenox Launch Team, CTI’s first commercial product.

Seattle, Wa

• Provided project management services for Cell Therapeutics, Inc. (CTI) for pre-IND activities related to the development of PG-Taxol. Directed development of integrated, detailed cost and resource loaded plans and managed the cross-functional project team.• Provided project management and business process consultation to the Boeing Company for the Airline Logistics Support, Customer Services merger with the former Douglass Products Division Spares Support and Customer Services organizations.

Seattle, Wa

• As a project manager, led project team responsible for development of the company’s anti-cancer compound, CT-2584. Directed assembly of full product development plan for CT-2584 from Phase II to NDA, including clinical and non-clinical development strategies, regulatory strategy, worldwide marketing strategy, and product and project risk assessments. • As a project business manager, integrated the pharmaceutical development processes for the company’s lead compound, lisofylline, from Phase II through Phase III trials and planning for NDA preparation. Directed development of integrated statements of work, estimates, resource loads, hiring plans, schedules, budgets, and risk analysis and abatement plans for lisofylline project. Maintained and controlled budgets, schedules and resource priorities. Collected and analyzed actual schedule and cost progress and developed project forecasts. Coordinated key deliverables between members of different functional organizations. Prepared requests for proposal and managed external contracts for clinical trial data management, clinical trial report writing, and NDA preparation.• Implemented project management and cost control system at CTI to more effectively deliver our product and research portfolio. Developed and implemented activity, resource and cost coding structure to interface with other CTI business systems in Finance and Accounting.

Renton, Wa

Responsible for project planning and control of Boeing Commercial Airplane Group and Boeing Computer Services projects ranging from airplane manufacturing tool implementation to engineering and business systems software development. This included all aspects of project control including writing statements of work and project plans, WBS development, project scheduling using CPM, resource allocation and control, earned value analysis, change management, contingency and recovery planning, and risk analysis. Also included process analysis and improvement activities and program integration with factory scheduling system. As lead planner, trained planning personnel and project technical leads to use project management concepts and tools.