David Spencer

David’s professional experience includes:

• Led IT initiatives for a national retail organization, including the development of a homegrown replacement enterprise data transformation platform for the retailer’s business-to-consumer e-commerce portals. This involved coordinating siloed to accomplish complex interdependent work. Facilitated several process improvements that strengthened cross-functional collaboration and enhanced transparency. Worked with development partner and QA team to coordinate planning and code handoffs. Also led an accelerated IT marketing initiative to deploy an Email Service Provider (ESP) solution ahead of the organization’s holiday busy season. Performed schedule and resource planning and financial oversight activities.
• Oversaw multiple concurrent initiatives for a global risk management and insurance company. Led a large team to deliver several network global infrastructure initiatives, with aggregate project budgets exceeding $3.4mm. Also managed three major initiatives for a higher education client, including implementations of Multi-Factor Authentication (MFA) and Privileged Account Management (PAM) solutions, and the migration of nearly 30,000 mailboxes from on-premises email servers to the cloud, including organizational change management strategies.
• Oversaw and managed multiple enterprise systems and databases for an educational technology provider. Formed a cross-functional steering team to build consensus around organizational priorities and to guide the resulting work, leading to the development of an 18-month enterprise systems roadmap.
• A small, fast-growing healthcare client was implementing a Centers for Medicare and Medicaid Services’ (CMS) program across 20 hospitals. Coordinated the design of this program and led implementation for the servicer, including business process definition, new employee onboarding and credentialing, and hospital change management. Managed the relationship between the convener (Fortune 100 healthcare company) and servicer (startup) to accomplish the project’s goals.
• A medical device manufacturer experienced high demand for its product, which resulted in explosive growth. The company increased employees from 150 to nearly 500 and revenue growth of nearly 150% over the 6-month project. Led the relocation of the company from one facility to two larger facilities to accommodate their growth, including the build out of technology infrastructure.
• The marketing arm of a Fortune 100 large equipment manufacturer began the global deployment of a mobile application to support their financing operation. Built a prioritization algorithm for mobile app deployment based on local market, business, and technology needs. Created standalone playbook and website resources for training and adoption by local offices.
• A Fortune 100 financial services client needed to migrate all infrastructure out of its largest U.S. data center on a highly aggressive timeline. Led the data center migration for more than 200 applications and 750 servers, which included coordination of global resources (seven countries, three continents).
• For a large academic hospital, managed a project to convert financial analysis systems to ICD-10; coordinated financial analysis and IT efforts, and engaged several customer groups in the requirements-gathering process.
• An aviation services provider required re-evaluation of its revenue management practices, including process mapping, identification of pain points and opportunities, and prioritization and selection of the improvements to pursue. Led process map validation sessions and coordinated prioritization of the process improvement strategy.
• Managed a program of initiatives to transform the workforce management function of a global contact center business process outsourcing provider, resulting in annual operational savings exceeding $6mm.
• Supported an IT capability assessment for an educational technology provider. Evaluated processes, organizational structure, and team skills to identify and recommend potential improvements. The organization subsequently won an award due in part to operational improvements that resulted from the recommendations.
• Led IT PMO optimization and restructuring effort for a financial services firm that involved building an experienced team, introducing and enforcing structured governance, and developing procedures and training. Managed a team of 25+ project managers responsible for leading a $40mm portfolio of software development and IT infrastructure projects. Created repeatable uniform project management processes and standards, enabling successful planning, organizing, directing, and tracking of all major components of projects. Managed PMO governance activities, including the System/Software Development Life Cycle (SDLC) processes. Supported the development and oversaw the successful pilot of a light version of the SDLC for small, low risk projects, resulting in reduced overhead and accelerated delivery.