Transcript
DAN SWANEY, PMP
Longmont, CO 80504
(720) 618-1402
[email protected]
COO / CIO / CTO / VP / Director
Process Development, Improvement and Reengineering / Strategic Outsourcing / Vendor
Management / Cost Containment / Crisis Management / Fortune 100, Startups & Turnarounds
Expertise in aligning IT to cost effectively support current and future organizational IT needs. A proven track
record of completing projects on time and within stringent budgets. Managed over 500 employees and budgets
in excess of $100M annually. Recent accomplishments include…
Managing multiple complex, global projects to successful conclusion
Providing internal users and clients exceptional IT support, maximizing satisfaction
Building technical and management teams whose hallmarks are high productivity and low turnover
Tightly controlling costs while keeping client satisfaction and quality at peak levels.
BS in Computer Science, Wichita State University plus many additional technical, management and business
courses. I have been described as an intuitive and successful decision maker who is especially effective in high
pressure situations. I have also been commended for my ability to manage change smoothly.
History and Highlights
Director, Project Executive - IBM Global Technology Services - 2013 to present. Selected to manage the
relationship with a large aerospace engineering and manufacturing client. Focused on cost reductions,
implementation of innovative SO solutions and establishing a new IT management governance model. Also
developed and implement the Governance, Business Relationship, IT Process improvements and a Full Scope
(Infrastructure, AMS & Networking) outsourcing contract. Managed 105 technical and support personnel.
Gained control of project workload. Too many projects and changing priorities hindered bringing
projects to closure. Reviewed all projects monthly. Matched the project load to the budget and business
needs. Started a project queue to set business expectations. Logged an immediate closure of projects
that had been ongoing for a long time. Bolstered client satisfaction with the queue process.
Director, Project Executive - IBM Global Technology Services - 2009 to 2012. Managed a project for a large
global appliance manufacturing client to implement an IT Project Management process resulting in moving
project activity from $45M annually to $180M annually. In charge of services and staff (130 professional and
support personnel) in Australia, Brazil, China, Italy and the US.
Turned around a key account at risk. The client reported that their workstations and support were
unacceptable. Started a replacement program to bring in new workstations. Created a program called
PC Doctor with PC Doctors arriving at company cafeterias and asking if anyone needed workstation
help. The client’s VP of ERP reported that the PC Doctor was the greatest thing IT has done in 10 years.
Accelerated completion of projects. Defined roles and responsibilities. Established processes. Built a
team of experienced project managers. Initiated a system for project requests, initiation, implementation
and closure. Increased value of completed projects from $45M to $180M year over year.
Orchestrated global coordination. Business needs were not coordinated across regions. One bad
process was stopped in a region just as the same process was started in another. Created a monthly
Project Executive meeting with participants in Asia Pacific, Europe, South America and North America.
Held quarterly town hall visits. Established a trusted advisor relationship leading to more business.
Director, Cross Tower Exec - IBM Global Technology Services - 2007 to 2009. Supported a client during its
divestiture and subsequent startup of a new company through a joint venture with IBM. Established budget, IT
Governance, IT Strategy, IT processes. Coordinated and managed three distinct organizations within IBM (GBS,
GTS and GPS) working closely with Corporate M&A. Led a team of 350 personnel.
Established a global network. A global network needed to be set up for a startup company. Hired a
very talented Project manager. Coordinated legal matters in 138 countries and negotiated contracts with
138 networking companies. Connected client’s sales offices and manufacturing plants. The ERP
system, email and other applications utilized this global network as this company came into existence.
Dan Swaney – Page 2
Customer Relations Manager – IBM Global Technology Services - 2004 to 2007. Responsible for establishing
process and actions for building stronger customer relationship and for managing IT projects. Worked with the
client to improve the IT business case process to provide faster turnaround.
Project Executive - IBM Global Technology Services - 2002 to 2004. Worked with a printer manufacturing
company to support a full scope AMS and Infrastructure outsourcing arrangement. Led a team of 100 personnel.
Boosted profits. Reduced IT cost by 20% and assisted in establishing an IT architectural strategy.
Migrated 35% of their application support to a global resource model, significantly reducing cost.
Performed a contract turnaround from -5% GP to +15% GP.
Increased presentation of business cases. Prior to arrival, IBM had presented only five business
cases annually. Brought in an IT Architect to work closely with the technical teams and translate
technology to business needs and a Business manager to help the business to define its IT needs. One
year later, presented more than 200 business cases resulting in an upgraded infrastructure at the end of
18 months.
Delivery Project Executive - IBM Global Technology Services - 2000 to 2002. In this two year international
assignment, managed the consolidation of seven data centers into three, saving $5M annually for the client.
Formed an international team to improve Sarbanes-Oxley posture and security practices. Consulted on merger
strategies prior to and after a merger. In charge of a team of 520 management, technical and support personnel.
Built a team. A few months into a new outsourcing agreement in which IBM acquired 460 employees
from the new client, many employees were thinking about leaving IBM. Initiated a Cultural Transition
program with round table discussions, quarterly town halls and new employee training programs. After
one year, lost only 2% of all inherited employees.
Reversed a negative trend. Unscheduled outages were on the rise. Directed the team in implementing
a Root Cause Analysis (RCA) process. Took inventory of hardware networking and applications.
Oversaw the implementation of a tracking system for improvement actions. Trimmed unscheduled
outages 30%.
Manager of Business Development, Business Controls and Executive Briefings - IBM Global Technology
Services - 1999 to 2000. Responsible for developing new business cases. Managed the West Y2K team
comprising 31 Y2K projects. Selected as a member of the North American Business Acquisition Services Council
and as a council member of the North American and World Wide Security Office. Led a team of 22.
Rationalized audit management and processes. The three audit teams were not well
causing duplication in some areas while neglecting others. Consolidated three teams
Developed a system to allocate workloads. Established team leads for specific areas of
Standardized reports. At the next audit, the Corporate Lead commented that this was a well
and effective operational team. Reduced cost by eliminating two manager positions.
organized
into one.
expertise.
organized
Delivery Project Executive - IBM Global Technology Services - 1996 to 1999. Supported the customer’s IT
organization as it went through a spinoff. Developed business processes, system availability, account metrics
and measurements while implementing problem and change management and their supporting tools
Managed major change. Program managed the development and delivery of seventeen operational
processes across multiple delivery organizations and geographical locations. Implemented a process
that enhanced system availability and system alerts. Managed Change Management, Operations, Duty
Manager and Business Metrics organizations.
Sharply reduced unscheduled outages. Tightened coordination across 43 change management
systems. Set up meetings with the change teams of the 43 systems. Condensed all of their criteria into
a set of standards. Oversaw the building of a new tool for change management with documented
processes. Consolidated 43 systems into three. Trimmed unscheduled outages by 60%.
Summary of earlier IBM and other experience
Manager of MVS Services, Engagement team member and Acting 2nd line Manager for Mainframe
Technical Support - 1995 to 1996. Architectural team member and second in command of a 165-person team.
Advisory MVS Systems Programmer Financial Sector - 1992 to 1995. – Responsible for mainframe
architecture, design and implementation as well as disaster recovery design and implementation. Team leader.
Career began as a Systems Programmer with the Sedgwick County Government.
Software Specialist with Commerce Bank of Kansas City.
Progressed to Senior