Steve Davis, Project Manager in Philadelphia, PA, United States
Steve Davis

Project Manager in Philadelphia, PA, United States

Member since October 7, 2018
Steve Davis is an experienced project manager, scrum master, and project management office leader with over 20 years of experience demonstrating results in enterprise and large-scale transformative portfolio, program, and merger integration initiatives for top industry leaders. Especially skilled at rescuing projects, Steve also has a robust financial discipline and is proficient in agile, waterfall, and other leading methodologies as well as custom solutions.
Steve is now available for hire

Project Highlights



  • Senior Project Manager

    2019 - 2020
    • Built a project plan and roadmap with estimates and maintained project schedules, status reports, and metrics for a corporate-wide, cross-functional Salesforce implementation across 17 semi-autonomous branches.
    • Managed a third-party implementation partner selection process and manage partner implementation delivery.
    • Reviewed client current state, including documentation, processes, and policies, and proposed backlog for a minimum viable product.
    • Oversaw and coordinated team and vendor activities for all phases of the project.
    • Facilitated system and process governance decisions with senior management and project steering committee.
  • Director, Project Management Office

    2013 - 2018
    Crius Energy
    • Created the project management office (PMO) and portfolio structure and governance which resulted in a 20% decrease in project implementation time for a leading energy products retailer.
    • Built and managed a team of project managers, quality assurance analysts, financial analysts, and business analysts.
    • Implemented financial discipline, financial planning and analysis (FP&A), cost/expense tracking, and accountability for a team in excess of $20 million annually.
    • Partnered with the IT team and business partners on vendor partner selection for key projects.
    • Managed a diverse overall project portfolio including commission systems automation, Solar Salesforce CRM implementation, broker portal implementation, network marketing system conversion, conversion to MS Dynamics, enterprise billing system conversion, new brand launches, and many others.
  • Integration Program Management Office | Senior Project Manager | Program Management

    2011 - 2013
    Constellation Energy [Contract Position]
    • Led multiple teams of IT and business professionals in the planning, design, development, testing, and implementation of $4 million of projects in multiple geographical locations.
    • Advised and collaborated on the creation and operation of integration program management office policies, guidelines, communications, standards, and reporting to support multiple acquisitions with a multiple-year integration.
    • Created, managed, and tracked program and project budgets and schedules.
    • Performed required reporting.
    • Documented and mitigated risks and issues.
    • Regularly assisted business owners and project managers in preparing complete and comprehensive status reviews on all demand/project activities and issues for sponsors and IT leaders.
  • Solutions Group Manager [Health Insurance Benefits]

    2010 - 2011
    Basys, Inc.
    • Managed many concurrent customer requests, projects, and internal deliverables on time and on budget as a member of the leadership team of 30-year-old healthcare and retirements benefits administration software company.
    • Focused on solution and service delivery by owning the existing project pipeline and P&L, managing and scheduling technical resources, writing formal scope of work documents, and validating estimates.
    • Drove new business for existing clients, managed clients, and grew the team.
    • Increased data reporting and accountability standards and drove process efficiency.
  • Director of Project Management, Portfolio Management, and Program Management

    2008 - 2010
    DCP Group Consulting
    • Defined and maintained process standards, best practices, and methodologies related to project management, created standardized, repeatable processes to increase efficiency and implemented continuous evaluation and improvement. Used agile or waterfall methodologies, dependent on client needs.
    • Provided project management and agile coaching, mentoring, documentation, reporting, and metrics across the organization ensuring alignment to business strategy.
    • Created effective communication strategies that streamlined communication, reduced redundant communication and improved communication efficiency by 20%.
    • Developed accountability process, standards, and follow up which resulted in a 15% reduction in error rate.
    • Managed multiple complex, multi-year technology projects through entire SDLC for a $300-million educational services company for the implementation at over 900 locations.
  • Manager, Project Management Office (PMO), Portfolio Management, and Program Management

    2006 - 2008
    Sylvan Learning, Educate Online
    • Expanded the project management discipline throughout the business and operational organization.
    • Managed the PMO standards and strategy.
    • Influenced, built a consensus, gained cooperation and commitment, and drove decisions across diverse cross-functional groups and executive managers without a direct line of authority which resulted in higher customer and project satisfaction.
    • Implemented agile/scrum methodology for legacy development, consistently delivering on time, and within expectations, and captured business strategic and operational goals and ensured alignment to technology. Served as an agile coach and scrum master.
    • Provided IT and project management advice for all levels of management which created business value by enabling business and technology leaders to make well informed decisions.
  • Senior Project Manager

    2003 - 2006
    GMAC Mortgage Ramp
    • Led multiple teams of IT professionals in the development and implementation of $3-$5 million enterprise-wide projects for clients throughout the country.
    • Defined the technology and business enhancements to improve mortgage pipeline management and service delivery.
    • Drove efficiency, developed and applied process design and best practices and accelerated deliverables.
    • Ensured consistency in the organizational approach.
    • Created, developed, and managed all of the product training programs and materials throughout the entire company.
  • Senior Project Management Consultant

    2002 - 2002
    Major US Bank
    • Led the effort to increase project and operational efficiency.
    • Developed and applied best practices and accelerated deliverables across multiple projects which supported $87 billion in assets for high net worth clients.
    • Established and managed an overall strategy and process to increase operational efficiencies, and develop new competitive products in a new acquisition with over $110 million in assets.
    • Defined and proactively managed and mitigated risks.
    • Drove standardization and implemented best practices to optimize resources and costs across multiple technologies throughout entire SDLC.

Project History

  • Billing System Conversion
    Managed a company-wide project to convert over 100,000 billing accounts for major energy retailer following the acquisition.

    • Following an acquisition, managed the analysis, development/ETL, IT testing, business validation, tracking, and communication of major system conversion.
    • Created, managed, and delivered frequent corporate-wide communications at various levels regarding the milestones, activities, status, risks, issues, and concerns using various channels and tools including PowerPoint, emails, meetings, and conference calls.
    • Communicated specific roles and responsibilities and worked with department business managers and ensured all team members fully understood their respective roles.
    • Provided detailed timeline, steps, and "playbook" for the specific go-live conversion activities.
    • Managed, coordinated, communicated on, and reported on the playbook activities during the go-live phase to production.
    • Performed the conversion in a "hybrid Agile" style, grouping similar markets together for a production cutover, then reviewing results and adapting learnings for the next production cutover.
    • Drove and achieved consensus from wildly diverse stakeholders and team members.

  • Private Client Banking Site
    Consulted with a major US bank to deliver a banking information site for high net-worth clients.

    • Managed the creation of one of the first web-based applications for banking customers to be able to check their banking information, maintain their account information, and transfer funds.
    • Based on the client's vision, created the business case, and overall "roadmap" for the project.
    • Oversaw the requirements gathering, design, development, testing, and turning the system into a product.

    Additional Details:
    • The system interfaced with legacy mainframe bank systems.
    • This site was built prior to the foundation of the Scrum Alliance in 2004, and although built under a waterfall methodology, still had frequent post-production enhancement releases in a more Agile-like fashion.

  • Sales Management System for Franchise Centers
    Led the analysis, design, and delivery of a sales tracking-and-management system for a client with 900+ franchise centers.

    • Successfully managed the entire two-year project from the vision through a successful rollout of over 900 franchisee sites.
    • The project team included business analysts, development, QA, and business stakeholders.
    • Designed and managed tiered rollout strategy to mitigate risks and to incorporate learnings in subsequent rollouts.
    • Engaged franchisee leaders, and incorporated them into user testing.

  • Business Process Re-engineering: New Market Entry
    Improved the corporate-wide, highly regulated, business process to enter new markets—decreasing market entry time by 20%.

    Initially, the process of entering new markets, a cross-departmental process, was prone to numerous errors, the management team was not aware of the specific progress or obstacles with each market entry, and the team members were unclear of the priorities.

    I implemented the following business (non-IT) solution, which not only decreased market entry time but also virtually eliminated errors and miscommunication.

    • Documented and researched the required regulatory stage gates.
    • Designed and implemented appropriate stage-gate ownership and accountability.
    • Built the necessary executive tracking and reporting.
    • Devised a prioritization process to ensure all business units were properly focused.
    • Organized "set up process" checklists.
    • Created and implemented a repeatable market entry model.
    • Ultimately formed a cohesive, high performing "New Market Entry" team from very diverse stakeholders and business units.


  • Mind Mapping - Tony Buzan Licensed Instructor (TBLI®)
    JULY 2014 - PRESENT
    Buzan America
  • Certified Scrum Master
    JULY 2006 - PRESENT
    Scrum Alliance

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