Dan Fine

- Led the current state capability evaluation, future state requirements gathering, business case analysis, and systems implementation portions of Microsoft’s project to deploy a digital asset manager (DAM). Conducted interviews with 50 executives and managers across 20 different marketing organizations to understand the current state of DAM at Microsoft and gathered requirements for a future state DAM solution.
- Results: Proposed that Microsoft could save ~$170 million by implementing one of multiple DAM solutions. Designed the DAM solution; provided the requirements and use cases to a development team who built-out the solution. Created and updated the program’s PM toolset, including project plans, dependencies, task trackers, risks and issue logs, communication plan, status reports, executive-level presentations, training documents, and DAM configuration specifications. Led a 5-person data migration team and two two business analysts to onboard Microsoft’s Retail and Field Marketing organizations onto the DAM solution. Led and participated in user acceptance testing.

Global eCommerce company divested into three separate companies: One to own and operate the eCommerce platform (eBay), another the financial processing business (PayPal), and the third, the B2B software and logistics services (enterprise).

I managed a project to replace the Applicant Tracking System (ATS) software in anticipation of the divestiture, managing each stage of the roll-out from application configuration, build, data migration, test, launch through to cutover. I wrote specification documents, including the requirements matrix, metadata model, as-is and to-be business process models, and user security model. I provided these to a 3rd-party consultancy who configured the application on-top of a Salesforce.com framework. Oversaw a team of two business managers and two business analysts who audited the HR Data Systems’ readiness for divestiture; team evaluated risks to application test strategy and test execution coverage.

Initiatives included: 1) The revamp of the firm’s talent relationship management (TRM) function, 2) evaluation and redesign of its digital workplace strategy, and 3) design of a predictive analytics’ database to improve the hiring and management of its portfolio companies’ sales personnel. Evaluated the TRM processes and tooling; recommended implementing a CRM to help facilitate the processes and oversaw the systems’ implementation–the CRM was implemented on-time, within budget, and exceeded the business’ expectations in terms of functionality and value-add. I designed a predictive analytics database to improve portfolio companies’ performances. Created an RFP, issued it to five vendors and evaluated them against a set of weighted criteria, selected the most fitting vendor to implement the database. My implementation was deferred to FY18. Evaluated the VC firm’s needs for digital workplace tooling–recommended eight components for the company to adopt, including an IT self-help function and a training center

Led the work effort to rationalize the IT applications controlled by Microsoft and Nokia. The analysis needed to consolidate duplicative applications as a result of Microsoft’s purchase of Nokia for $7.6 billion. Leveraged the business process frameworks of both companies (down to an L2 level) to determine overlapping application functionalities; thereby, prompting a deeper dive into consolidation opportunities.

Results: Created a series of PowerPoint presentations to illustrate the degree of application overlap; enabled GM level resources within MSIT to decide the application rationalization strategy.

Responsible for adding physical access restrictions to the Interactive Entertainment Business (IEB) buildings, floors and wings. The goal was to protect the Xbox One from being discovered by the media prior to its release. Assessed the risk of IP leakage in IEB spaces; mitigated the greatest risks via added physical security mechanisms; procured and provided direction to security officers, area access managers, and receptionists to soften the disruption caused by the added restrictions.

Determined the onboarding approach and strategy for over 70 applications that entered the HCP program’s pipeline (program was intended to ensure Microsoft did not fall foul of consumer privacy law while executing digital marketing comms); acted as the primary driver and consensus builder between different resources whose levels ranged from solution manager to senior director; drove onboarding agreement creation for numerous mid-tier programs. Designed the sustainment framework needed to take HCP, one of the top ten highest priority work efforts for Microsoft IT, to a steady state beyond the closure of an audit item; the framework included a suite of policies, procedures, communications, and knowledge-transfer materials for resources across the company. Performed a comprehensive analysis of the HCP solution landscape and, from this, was able to create a new onboarding solution. By leveraging this solution, and other simplification strategies saved Microsoft more than $2.6 million.

Consulted the CMO’s data and analytics team on War Room best practices (The “War Room” is a weekly meeting where the CMO and his VPs look at advertising spend across the company and pivot strategy to best meet business objectives). Explored how marketing groups across Microsoft used data to make decisions and evangelized the work effort to revamp the War Room tooling via the workshop, as well as, in a white paper.

Ford bought a micro-mobility startup called Spin and sought to upgrade its internal operations to be more in line with an enterprise-level company - defined the makeup of a future state program management organization (PMO), including the headcount, governance structure, roles and responsibilities, and operating model.

Results: the future state PMO was accepted by Spin's CTO, and the company began implementation by hiring senior program management resources and setting up the new PMO under its COO.

Oversaw scrum teams that ranged from eight to 30 resources and consisted of project managers, business analysts, testers, designers, and developers.

Accomplishments as a product owner included 1) laying the groundwork for the mobile virtual assistant to perform complex tasks, including the ability to make staffing suggestions, alert users about outstanding compliance activities, and suggest monetary recognition awards 2) implementing and garnering adoption of the media-oriented learning platform across PwC’s US territory.
Accomplishments as a principal consultant included 1) creation of multiple future-state technology designs based on PwC’s business needs, industry best practices, and personal knowledge of the digital proficiency space 2) evaluated potential vendors against their ability to adhere to designs and made technology recommendations which were accepted by the chief digital officer, chief information officer, and chief learning officer and slated for implementation.

Evaluated the company's talent relationship management processes and tooling, recommended the implementation of a CRM to help facilitate the processes, and oversaw the systems' implementation–evaluated Salesforce, Thrive TRM, and various other CRM tools via a rigorous framework and determined the best fit.

AT&T experienced a major overhaul of their B2B systems and needed to test the functionalities prior to their release into production. The challenge centered around handling a huge amount of changes and prioritizing the most pressing items for the test, identifying the greatest risks, and mitigating those while not putting the QA team at overcapacity. The sheer scale of changes taking place necessitated that I build an effective and efficient framework to operate the QA team's work. I implemented the said framework and oversaw the team's execution, including building test scripts, executing them, logging bugs, etc.

Global eCommerce company divested into three separate companies: one to own and operate the eCommerce platform (eBay), another the financial processing business (PayPal), and the third, the b2b software and logistics services (Enterprise). Oversaw a team of two business managers and two business analysts who audited the HR Data Systems' readiness for divestiture. The team evaluated the risks to application test strategy and test execution coverage. The testing phase's exit criteria were met before the due date. The global eCommerce company successfully divested on the planned date, and the HR systems were stable at the time of divestiture.