Hadrian Newman

Leads and coordinates the organization's global operations activities, supporting the CEO's policies, goals, and objectives.
Oversees daily operations, developing and implementing business strategies, plans, and procedures, and establishing broad performance goals. Administer establishing policies that promote company culture transformation, evaluating performance through data analysis and interpretation, planning, forecasting, and managing relationships with partners, customers, and vendors are among the responsibilities.

• Implemented business strategies, increasing revenue and effectively targeting new markets.
• Managed fiscal, business and operational strategies of divisions.

• Developed and launched the Enterprise PMO and introduced the development project portfolio at company that makes information management systems for laboratories
• Managed 176 projects through the PMO, optimized their operations and IT, and landed about 30 projects per year (with $7M per year annual value)
• Expanded the PMO to >20 internal company initiatives, built the organization from 5 to 25 project / program managers, and controlled all projects’ budgets
• Played key part in building the company’s first international client development program
• Helped create its methodology, built the localization team, hired teams in Israel and Australia, and spearheaded the opening of overseas markets
• Visited the overseas groups to establish the international implementation method
• Reduced project delivery times ˜33% by introducing the Scrum framework to development teams and implementing it
• Implemented and scaled cloud-based enterprise project management tool (Smartsheet)
• Sourced and customized the first company-wide project management system
• Led its implementation in the U.S., Poland, and Ukraine
• Spearheaded IT improvements that decreased downtime during system upgrades from 4–6 hours to 90 minutes
• Increased analytics and built the planning platform (with database of information from many sources)
• Eliminated ˜50% of platform breakage by adding analytics on customers’ needs for customizations and thus not exceeding platforms’ limits
• Also helped enable more revenue from maintenance by providing analytics for optimizing the maintenance and pricing models
• Implemented the DevOps framework in the R&D division and scaled it as the project volume grew
• Also planned and helped develop the roadmap for documentation of projects
• Helped reduce the lines of software SCC offered by 50%
• Met with development teams to create predictable release schedules, introduced global planning, developed the release roadmap, and grouped iterations of releases
• Increased product quality by defining metrics for employees and coaching them
• Deepened the relationship with SCC’s largest client
• Met with its executives to align technologies with their business needs, and delivered 2 new releases per year
• Provided the executive sponsorship for the second and third platforms
• Defined how to deliver them to clients, and trained team members to work with the platforms
• Pioneered a new industry by introducing a lab genetics information system
• Led its deployment in the digital pathology market
• Helped the VP of R&D deliver product maps, and helped the director of quality and regulatory services produce his quality initiative roadmap
• Also helped the VP of global implementations introduce products in international markets
• Spearheaded improvements to the cost accounting system
• Optimized decisions to build tools in house versus buying them, and used the new development capabilities to create them.
• Increased company growth through collaboration with sales and marketing departments.
• Identified opportunities to improve business process flows and productivity.

• Created the director of strategic initiatives position, built its operations and project governance from scratch, directed programs for clients as business grew
• Built the corporate client partner strategic group from the ground up and played leading part in increasing its contract value to $30M
• Directed the planning and governance of technical aspects of client projects; worked with business analysts, software architects, software developers, and project managers to deliver them within schedule and budget
• Gave the sales management team deeper insights into relationships with clients and created the operations to sell more products
• Decreased costs and completion times in each client contract by establishing financial management of projects and defining the KPIs
• Chaired annual strategic summits with clients’ C-suite managers (up to 10 clients per year)
• Jointly developed roadmaps and partnership initiatives
• Led QA and compliance efforts; ensured that projects adhered to all relevant legislation and professional standards
• Identified new business opportunities, worked with sales teams to generate the RFPs, and scaled the operations and IT infrastructures for the additional business.

• Managed and delivered programs with contract value of up to $15M, built multi-year relationships with key clients, and directed development teams in several countries at the same time
• Completed all projects within budget
• Grew the portfolio of client programs from $3M per year to $15M per year
• Expanded a proof of concept to a multi-year contract, which included implementation of SCC’s platform
• Expanded project management with many research labs from off-the-shelf software implementations to custom software development
• Introduced Agile and Scrum to SCC’s development teams
• Managed finances and resources throughout projects’ software development lifecycles.