Dennis E. Stevens
2451 Alston Drive · Marietta,
(770) 851.8025 mobile
dennis.stevens@synaptus.com
www.synaptus.com · www.dennisstevens.com
Summary
Over twenty years of experience in leading operational, technology, and implementation teams. Proven high-energy self-starter demonstrating the ability to lead teams, develop plans, and successfully implement change that result in improved performance.
Strengths & Experience
· Quickly learns key performance aspects of a business, an organization, and a project.
· Effective in improving the performance of project delivery teams through: improved communications, shared vision of success, focus on commitment of team members, and improved methods for team interaction.
· Established ability to discern root causes of problems, identify solutions that affect root change, and create a common understanding for action.
· Proven capacity to adapt for organizational, process, and technical obstacles to implement projects and implement strategic projects.
· Demonstrated talent to motivate resources, including direct reports, contractors, peers, and senior management to work towards common business objectives.
Achievements
Project Management
· Led improvement project at a software development company to accelerate its product management and software development efforts.
· Facilitated multiple sessions at the highest executive level including CIO, CFO, and EVP’s from each line of business, to define common a business platform for a fortune 500 company and gain consensus of how the lines of business could be supported by a common platform.
· Led team that developed a common technology and process platform to support financial, performance management, and customer management applications. Integrated 15 acquired companies into this improved business system to streamline management of the company.
· Managed turnaround and completion of an $8 million development effort that had failed to meet stakeholder expectations and was in danger of being canceled. Reorganized project and delivered results on time and within budget.
· Managed completion and product launch of a $12 million development effort including transition from external to internal team and turnaround of a troubled development project.
· Lead technology implementation effort that integrated 22 acquisitions and led development and implementation of a company wide management system resulting in a 20% bottom line improvement.
· Awarded Naval Commendation during Desert Storm by the US Marine Corps for architecting, implementing and managing application and processes used to demobilize Marine Reservists activated for Desert Storm.
· Earned Project Management Professional designation in 1999 from the Project Management Institute.
Professional History
Consultant, John Deere, AgriServices 2006
· Led project management and process development effort to launch an aerial imagery-remote sensing business. Facilitated development of comprehensive project plan, requirements documentation, and process documentation efforts. Four different lines of business, and three technology platforms were involved in this rapid start-up project. Business was launched on schedule. Requirements and process documentation standards were adopted for ongoing use by the organization.
Consultant, Scientific Atlanta 2005-2006
· Performed software development and product management process review. Facilitated internal discussion of high conflict interactions. Identified key areas for improvement and presented recommendations for improving definition of customer needs, product requirements, scheduling, and interactions between functional groups. Conflict has evaporated and process improvements are being implemented. Consultant, Virtual Premise 2005-Present
· Developed and evaluated portfolio of organizational improvement projects. Developed and delivered training on process improvement techniques, adaptive planning and scheduling, and effective commitments. Facilitated integration of techniques into customer facing processes. Anticipate dramatic improvement in organizations ability to address customer service commitments.Consultant, C.H. Robinson 2004-2005
· Performed a business architecture initiative on behalf of Microsoft Consulting. Working with Vice Presidents from each line of business, the CIO, and the CFO, facilitated development of a common business model across the lines of business. This initiative overcame three years of conflict between lines of business and established consensus for IT to develop a common application platform for the entire business.
Consultant, Microsoft Corporation 2004-2005
· Developed a Business Architecture methodology for Microsoft Consulting. This is a problem solving methodology based on Business Capabilities that analyzes a business based on “what is done” and at “what level of performance”. The Business Capability Model includes not just the immediate area of the identified need, but extends even beyond the business boundaries to include external constituents. By focusing above implementation details and organizational boundaries, Motion facilitates a systematized approach to develop a unique perspective of a problem or opportunity and the possible resolutions. The resulting Business Capability Model creates a common platform for IT, Operations, and Finance to discuss the business and prioritize the portfolio of new products and improvement projects.
Consultant, Sivica Investments 2003-2004
· Conducted process analysis to identify areas for improvement targeting improved throughput and profitability. Prepared an operational plan to align organization, processes and technology with the strategic direction for the company. Led executive recruiting and hire process resulting in the staffing fulfillment of the operational plan.
Consultant, Rochester and Associates 2001-2003
· Developed IT team for a growing and forward thinking engineering and design firm. Challenges included: preparing organization to absorb and support growth; to support an organically developed network and telecom infrastructure; address a lack of management of basic system administration, and address IT compliance and business continuity exposures.
· As participant in senior leadership team, developed performance management system, including a balanced scorecard implementation. Developed budget and prioritized efforts to match to business strategy. Directed efforts to successfully implement all improvements.
· Working with Human Resources, developed a training and development management system that tracked departmental budget expenditures on training and road-mapped development paths for employees.
· Facilitated organizational development effort to transition traditional geographic teams to project delivery teams. Interviewed all Team Leaders and Branch Managers for highest impact areas of improvement. Formed Project Management Steering Committee to develop RAI Project Management Approach. Facilitated implementation of project management techniques and internal exposure to project management best practices with the new Project Managers.
Launch Manager, Agris Corporation, John Deere 2001-2002
· Managed product launch and completion of a large development effort ($12 million) to create this product companies first on-line web application. The purpose was to integrate a farmer’s web browser with the companies back office accounting product for brokering purposes.
· Took over project management from internal resource and focused team’s efforts on completing the application and preparing for implementation and support. The product was successfully brought to completion and deployed.
· Supported product development effort through transition of development and QA efforts from external contract resources to new internal team. Development management underwent seven key management changes during transition and development.
· Led effort to identify application hosting provider and brought selection to conclusion.
Implementation Manager, Security First Network Bank 2000-2001
· Managed completion of a large development effort ($8 million) to develop an on-line web application integrating five trading partners using real-time XML interfaces. The project had failed to meet stakeholder expectations and was in danger of being canceled.
· Performed project assessment, identified areas for improvement, and communicated a plan for the cost and time table for completion of the project to senior management.
· Established project tracking and control to bring order to the project. Coordinated effort to identify and manage interdependencies and risks.
· Led organizational effort to establish effective requirements, development, testing, and configuration management approaches.
· The development effort was completed on time and within the projected budget.
Chief Information Officer, R. S. Andrews, Enterprises 1999-2000
· Directed the IT organization for a rapidly growing $100 million home services company. Challenges included a large custom development effort ($10 million) that was out of control, a constantly failing infrastructure and an internal support organization that had failed to meet business expectations.
· Prepared a Strategic Information Systems Plan with input from management, accounting and operations general managers. Facilitated consensus on strategy focused budget and prioritization of initiatives.
· Developed an organization directed towards business alignment and end user acceptance.
· Along with the COO and a strategic planning consultant, developed a financial and procedure cookbook that encompassed all areas of the business. Established performance monitoring system that COO used to drive financial incentive program. Led integration of 15 acquired companies into common financial, process performance, and customer management systems. Resulted in improved management information used to streamline management of the company.
Consulting Manager, The North Highland Company 1998-1999
· Developed a strategic vision and approach for knowledge management within a mid-sized management consulting company. Led the development of a web based interactive knowledge management system to implement this vision.
· Coordinated JD Edwards Fixed Assets implementation for a telecommunications company.
· Developed ERP package selection for major manufacturer. Designed resulting JD Edwards’ deployment.
· Developed over a million dollars in new business in three new accounts in one year.
Senior Application Architect, Perot Systems 1993-1997
· Business architect responsible for the transition of people, process, measurement, and technology to a common approach for a $100 million payphone company.
· Implemented remote field dispatching and data capture were through deployment of hand-held computers. Implemented coin-counting machines with custom program to verify and communicate data to the back office for reconciliation. Implemented management and performance tracking system to ensure consistent and effective use.
· Project manager and system architect for a web based reporting system to support field service technician performance. The system identified specific areas of improvement for field service technicians and provided real-time branch, team, and individual performance feedback to management.
Director of MIS, Communications Central Incorporated 1993-1995
· Managed all MIS and clerical accounting activities. Responsibilities included: network development and support; system design and development; project management; end user support; budgeting, and P&L management.
· Maintained systems while company experienced over 400% growth without increasing size of MIS or accounts payable departments.
· Managed payment of two million dollars a month in telephone bills and site commissions. Out-cleared and reconciled three million dollars a month in operator service provider from various vendors.
· Converted company’s financial system into JD Edwards on an AS/400.
President, Arête Consulting 1991-1993
· Established a small performance consulting company. Responsibilities included: generating new business; negotiating contracts; sizing and managing projects; recruiting support staff; estimating projects; resolving conflicting expectations, resource demands and changing requirements; delivering on projects, training end users and collecting payment.
NCOIC, Mobilization Processing Command, Pacific, USMCR 1991
· Architect, Project Manager and author of programs and procedures to de-activate Marines Reservists activated for Desert Shield/Desert Storm. Worked to establish, implement and oversee procedures and systems for four data processing units through production of paperwork required to demobilize Marine Reservists. Performed project management, trouble shooting, training and maintenance for all locations. Awarded Naval Commendation Medal for performance during Desert Storm.
Responsive Software Solutions 1984-1990
· Project Manager (1989-1990). Led development, nation wide implementation, and ongoing improvements of the Branch Marketing and Coverage Platform for a large computer and services company. The system was instrumental in dramatically improving sales personnel performance through identification of the high value prospects and sales activities.
Certifications and Professional Associations
· Project Management Professional, Project Management Institute
· Member, Worldwide Association of Business Coaches
· Member, Business Process Management Group, Process Performance SIG
· Member, American Society for Quality
· Member, American Management Association
· Member, IEEE Computer Society
References Provided Upon Request
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