Daniel Carnahan
Director of Information Technology
York,South Carolina
Summary
Broad-based expertise in strategic business planning, project and service management, and staff leadership and development to achieve both corporate and client objectives. Proven success in motivating cross-functional teams, implementing best practices, and surpassing quality standards. Expertise in leading the build of high-performing infrastructures and managing system integration from solution identification to requirements definition, technical specification, design, development, and delivery. Regarded for the ability to drive process improvement, enhance overall operations, and impact the bottom-line; strong business development experience to capture revenue growth and achieve expansion goals.
Overview
32
32
years of professional experience
Work History
Director of Information & Technology (IT)
Global Container Terminal (GCT)
Bayonne, NJ
01.2020 - Current
- Responsible for all technical verticals as it applies to strategy, development, support, and personnel management. Provide strategic guidance for two container terminals on the use automation and manual technology in support of container movement in the shipping industry.
- Define and implement a multiyear technical strategy
- Implement and mature a security strategy inclusive monitoring and response
- Define technical solutions in support of business needs
- Build and mature a tier 1 helpdesk
- Mature the development of both internal and external software development capabilities
- Mature internal and external infrastructure teams
- Integrate systems and support with our Canadian partners
- Manage the day-to-day operations
- Implemented a monitoring solution, and integrated it with internal and external support staff
- Management over multimillion dollar operational and capital budget
- Developed high-performing teams by providing mentorship, guidance, and opportunities for professional growth.
Service Owner
Mecklenburg County
Charlotte, NC
01.2015 - 01.2020
- Recruited directly by the CIO to assist in changing the culture in Mecklenburg County IT organization. Developed and executed a technology roadmap to drive change and deliver business value. Partnered with clients to determine the need for enhancements and new technologies. Recognized for consistently driving transformational efforts to establish the Capability Maturity Model Integration (CMMI) process model.
- Defined project standards, roles and process for the EPMO
- Implemented a Jira solution and designed agile training for multiple development teams
- Created a partnership between all teams primarily focused in partnership with business
- Defined and executed 2016 planning process.
- Defined and implemented continuous sprint process in support production defects and small enhancements.
- Defined improvements in the defect definition and mitigation process.
- Defined incident management process
- Introduction and maturing an Agile based process and Jira suite
- Implemented SolarWinds application monitoring
- Maturing of the ITSM software and processes
- Negotiated contracts with suppliers for better pricing and terms, reducing overall costs for the business.
Sr. Mobile Project Manager
Ally Financial Inc.
Charlotte, NC
01.2014 - 01.2015
- Hired to support the ongoing mobile projects, due to extensive experience in the space. Charged with providing additional services. Consultative guidance and advice in defining, developing, and enforcing process improvements in the overall SDLC and production support processes as it applies to mobile.
- Driving partnership between all teams primarily focused on partnership with business leaders
- Successfully managed multiple projects simultaneously by prioritizing tasks according to urgency, resource availability, and alignment with organizational goals.
- Defined and implemented continuous sprint process in support production defects and small enhancements.
- Working on defining and implementing proper native mobile performance management tools in all environments.
- Driving improvements in the defect definition and mitigation process.
- Working with product owners to build a strategic plan as it applies to mobile
- Monitored project performance to identify areas of improvement and make adjustments.
Portfolio Manager, Mobile Application
Lowes Home Improvement Center
Mooresville, North Carolina
01.2011 - 01.2014
- Appointed Application Portfolio Manager charged with leading the transition to an application portfolio model and overseeing a team of 20. Direct customer facing and internal application development on the iOS and Android platforms. Administer and track a $5 million annual operating budget while holding full accountability of the stability, health, and growth of the mobile channel.
- Key Contributions:
- Championed efforts to manage and refine the software development lifecycle (SDLC) processes, resulting in enhanced performance and productivity.
- Held full accountability for managing all phases of 40+ projects, employing Waterfall and Agile methodologies and driving on-time and within budget completion.
- Built a high-performing infrastructure through the effective management of cross-functional development teams; fostered a positive work environment a focus on accountability and performance.
- Integrated Lowes PMO into Lowes.com development project process
- Cultivated strong working relationships with internal and external business partners to achieve development goals.
Service Delivery Manager
Lowes Home Improvement Center
Mooresville, North Carolina
01.2011 - 01.2013
- Transitioned from an IT operations contractor charged with maturing the ITIL framework in a dot com environment to a full-time employee as the Service Delivery Manager. Oversaw and supported production environments for Lowes.com and the m.lowes mobile application.
- Key Contributions:
- Reduced downtime of Lowes.com 80% and slashed the customer impacting error count 13+% by deploying multiple monitoring tools to enhance the management capability and monitor of web platforms.
- Oversaw a 40-member L1 and L3 team, ensuring the effective and efficient support of Lowes.com environments to maintain maximum performance and uptime.
- Managed 13-domestic staff and a 27-member offshore support team, providing strong leadership, and driving peak performance.
- Designed, developed, and implemented a comprehensive service center, change management, and incident management transition plan and strategy to optimize operations and exceed performance goals.
- Partnered with internal business associates to define work priority and support processes to improve operating efficiency and promote an enhanced team environment.
Team Project Manager
Wells Fargo
Charlotte, NC
01.2010 - 01.2011
- Oversaw the merge of cultures and external services subsequent to the acquisition of Wachovia by Wells Fargo. Managed discovery, process training, project scope, change control, service level, and training plan development to maintain seamless operations.
- Key Contributions:
- Captured a 58% customer rating improvement and improved overall communications and asset management by applying an ITIL service center focus.
- Partnered with teams leads to identify and develop critical issue escalation and technology processes.
- Improved customer services decreased system downtime 75%, and reduced costs $8 million annually, by leading a six-member team of business owners and IT operations personnel in developing a communication plan.
- Drove process improvement by working with IT operations staff to develop ITIL-based critical change request processes.
- Analyzed and assessed an E-commerce platform project and reported findings to the IT operations and marketing departments; identified technical risk and realigned the project with business requirements, reducing project size 25%.
- Completed an ITIL implementation audit and spearheaded the development of a comprehensive training plan for the ITIL implementation team, meeting staff needs and long-term corporate vision.
ITIL Consultant
Electric Power Research Institute, EPRI
Charlotte, NC
01.2009 - 01.2009
- Provided consultative guidance and advice to support IT operations by defining, developing, and enforcing service practices to meet the needs of customers. Identified and documented internal and external client requirements and led the build of an integrated, high-performing cross-functional team encompassing service center, network engineering, and application support by partnering with service staff in Charlotte, North Carolina and Palo Alto California. Oversaw the development and implementation of stable, cost-effective platforms.:
- Teamed with internal and external customers to define and implement service level agreements (SLAs), driving maximum system uptime and efficient issue resolution.
- Led efforts to align service processes with SLAs, using an ITIL framework; documented, trained staff, and enforced the use of established processes.
Business Consultant
VECTOR RESOURCES INC.
Torrance, CA
01.2008 - 01.2009
- Evaluated IT and service center operations to identify shortcomings and make change recommendations. Managed a 6-member gap team to improve service delivery for internal and external customers and led efforts to design and implement critical support processes based on findings.
- Championed strategic business planning, including a service center, change management, and incident management and transition.
- Conducted a Los Angeles school project audit, focusing on resource communication and cost improvement initiatives; drafted SLAs by working with project staff and operations team and documented operation processes to ensure terms were met.
- Built a cohesive and productive team by working with staff to identify and resolve morale, work, and focus issues.
- Streamlined business operations by leading a knowledge-based effort to document processes and standards.
- Evaluated existing business models, identifying areas of improvement to increase revenue generation potential.
General Manager, Technology Services
APM TERMINALS, INC.
Charlotte, NC
01.1994 - 01.2008
- Directed the development and implementation of technology solutions, supporting terminal operations across North America. Managed resources and cost to ensure operating goals, client needs, and growth requirements were met. Built and maintained strong service capabilities for a 24/7, union-based operation based on an ITIL framework and advanced technology platforms. Provided strong leadership to 100+ staff, maintaining open and ongoing communications between IT, terminal operations, and business owners. Facilitated regular meetings with business owners and the executive board, ensuring both strategic and financial alignment.
- Led efforts to draft and deliver the IT operations mission statement, ensuring alignment with overall organizational mission.
- Streamlined operations by integrating third party technology vendors into the companies change management and service delivery platform, resulting in cost reductions of $18 million annually and improved customer satisfaction.
- Spearheaded process improvement by standardizing processes and documentation for all North America operations across the following business units: procurement, communication, service support, change management, budget management, technology security and monitoring, project management, and documentation management.
- Built a 15-member internal service delivery team from the ground up charged with maintaining systems and optimal usage.
- Administered budgets ranging in value from $2 million to $20 million for 13 campuses and a $50+ million corporate budget.
- Led a project management standardization initiative to enhance productivity, performance, and accountability, driving on-time and within budget completion; held full responsibility for managing 15+ projects with a total budget of $30+ million.
- Developed and managed an award-winning disaster recovery infrastructure, ensuring alignment with budgetary and regulatory requirements.
- Improved service and captured $13mil in cost reductions by creating a methodology and establishing a centralized IT support infrastructure.
- Defined an IT strategy for each site and developed a corporate plan, encompassing a three-year future state strategy.
- Managed procurement budgets valued from $2mil to $20mil for each of the 13 sites and oversaw purchasing by site and for corporate.
- Captured $15 million in vendor contract cost savings over three years by leading the negotiation and management of contracts ranging in value from $500,000 to $35 million, securing optimal terms.
- Maximized IT performance by building and managing an ITIL-based global service center, supporting Tier 1-3 internal and external users in networking, proprietary, data center, and system monitoring technologies.
- Spearheaded the implementation of Enterprise Active Directory/Exchange solutions and built and managed internet and intranet solutions, supporting 20-users.
- Designed and managed operations of four regional data centers.
General Manager, IT Operations
UNITED MARITIME SERVICES
Port Elizabeth, NJ
01.2001 - 01.2005
- Managed technology operations and functions, including providing 24/7 service, overseeing project implementation, managing budgets, and developing strategic business plans for a 300-acre union-based operation.
- Established an IT strategy for the terminal to support the business core and championed the rebuild of the terminal’s infrastructure.
- Administered and tracked a $15 million annual operations budget.
- Built strong working relationships with key local union representative to secure sign-off to implement new technologies and operational processes.
- Developed and met all SLA terms.
- Researched and identified emerging technology and made change recommendations to maximize ROI.
- Led a 15-member support division charged with maintaining seamless operations through the effective management of networking, Web, and productivity applications.
- Early career history includes Infrastructure Project Manager, IT Operations Manager, and Yard Operations Manager with Marine Pacific Inc. and honorable service with the United States Marine Corps.
Education
Bachelor of Arts - Political Science
SADDLE BACK COLLEGE
California 05.2001 -
Skills
SDLC Mobile and ecommerce
Infrastructure Design and Development
Software Solutions Development
Process Improvement and Cost Reductions
- Profit & Loss Management
- Strategic Business Planning
Business Development - Revenue Growth
- Staff Leadership/Development
- Client Relationship Management
- Operations management
- Project management
Timeline
Director of Information & Technology (IT)
Global Container Terminal (GCT)
01.2020 - Current
Service Owner
Mecklenburg County
01.2015 - 01.2020
Sr. Mobile Project Manager
Ally Financial Inc.
01.2014 - 01.2015
Portfolio Manager, Mobile Application
Lowes Home Improvement Center
01.2011 - 01.2014
Service Delivery Manager
Lowes Home Improvement Center
01.2011 - 01.2013
Team Project Manager
Wells Fargo
01.2010 - 01.2011
ITIL Consultant
Electric Power Research Institute, EPRI
01.2009 - 01.2009
Business Consultant
VECTOR RESOURCES INC.
01.2008 - 01.2009
Bachelor of Arts - Political Science
SADDLE BACK COLLEGE
05.2001 -
General Manager, IT Operations
UNITED MARITIME SERVICES
01.2001 - 01.2005
General Manager, Technology Services
APM TERMINALS, INC.
01.1994 - 01.2008
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