Rod Jones

• Defined clear targets and objectives and communicated with all team members.
• Cultivated positive rapport with fellow employees to boost company morale and promote employee retention.
• Engaged with customers, partners and constituent groups to create positive, trusting and professional relationships.
• Planned, created, tested and deployed system life cycle methodology to produce high quality systems to meet and exceed customer expectations.
• Compiled product and customer data to generate informed and desired outcomes.
• Directed planning and budgeting efforts.
• Cultivated highly-regarded technology services organization that sustained culture of respect, collective pride and individual and group professional development.

Brought on by and reported to the Chief Data Officer to optimize a large program that was not meeting business timelines, creating technical debt, and the story was not being presented well to Sr Executive Leadership. High level scope of the program was to migrate legacy SAS, Teradata and other siloed data to GCP Cloud for use in next generation reporting and analytics pillars. Data preparations in the foundation data marketplaces was continually challenged hindering development pipelines. I was able to pull delivery leads along with external development partners to align on agile processes, complete data prep and move to layout strategy of what data will be needed and when.

• Successfully avoided time delivery delays by carefully planning Epics and Sprints.
• Carefully planned project estimates and secured funding for approved projects.
• Successfully executed POC's to prove out native and cloud based tool stacks.
• Team mentoring, recruiting, building strategy.
• Cultivated highly-regarded technology services organization that sustained culture of respect, collective pride and individual and group professional development.

Directly managed a team of 73 employee and 127 contractors made up of big data engineers, developers, architects, and product managers. Team and I were directly responsible for the strategy, development, delivery and product ownership of machine learning applications and data delivery migrations to cloud-based platforms in Azure and GCP. I was responsible for development and delivery of applications for our enterprise analytics and operations business units delivered on various platforms that were nearing end of life. Post the acquisition of a new business unit Aetna I was redirected to begin the sunset and shutdown of the datalakes in concert with building strategy and direction of a new Enterprise Data Platforms. We worked diligently with business users to identify and prove out use cases for tool selections that would provide the earliest value.

• Investigated system issues and implemented resolutions to reduce downtime.
• Enhanced interfaces to promote better functionality for users.
• Resolved staff conflicts and identified potential areas of improvement.
• Assessed and analyzed customer requirements to develop effective IT Agile project plans.

Toyota Motor North America was in the process of moving its corporate headquarters from Torrance CA to Plano TX. My role was to work with business teams to identify and transition projects related to Telematics and Connected Vehicle Technologies to new teams and ensure all development workstreams were not impacted by the move. During this time Toyota announced the creation of Toyota Connected its new company responsible for all data and connectivity programs throughout global Toyota. To achieve this funding was necessary and it was decided Toyota Connected would be funded through a series of projects desired by Toyota Japan. Due to the audit process in Japan budgets are separated by production and Research and Development. Japan identified a dozen projects in R&D with very high-level requirements. I had to work with my team to create epics and user stories and a clear definition of done along with a schedule and quotation of price to complete and support business consumption, training and tuning. The dollars received from R&D had to fund TC foundation projects that would respond to customer demand now and future. I broke these into Big Data Platform, Service Platforms, and Support Platforms. Enterprise Platform- We started migrating all Azure instances from individual Toyota EA’s to Toyota Connected new Enterprise Agreement. This covered identifying all assets currently on each EA, working with all teams including Microsoft to plan migration, ensure all assets migrated and teams in Japan could access and use as prior. Dev Ops- to respond better to our business teams we hired a Senior Leader and started a DevOps team to support items from Hadoop running slow executing scripts to managing the planned Network and Security Operations Centre’s. Big Data Development Toyota Big Data Center. Historically data was collected and warehoused by different interties of Toyota and sharing data was very disorganized. TBDC was to be built to remedy this chaos and become the single source of all truth for all quality, product, telematic and service data. All basic data strategy principles had to implemented along with design requirements of size, response and secured and managed access. I Personally led the team to work with Toyota legal for requirements gathering of all privacy principals and data collection, storage and access privileges to ensure our new data security protocols we at minimum as strong as TMNA. Telematic Service Platform- the sunsetting of 3rd party TSP (SXM) and development and migration to Toyota’s own TSP for telematic support. Managed detailed project plans to support vulnerability and penetration testing for vehicle and cyber security and data privacy using hack-a-thons and security workshops with Microsoft. Data Analytics/Data Science Product Quality – Battery Degradation – use of quality and geographic data to analyse and predict if and how product lifecycle or longevity is impacted by heat or cold or other geographic influencers. Warranty Data Analytics – developed a data model to support auto notification of service requirement and extend system to prepare and schedule with a dealerships service center using your geo-location. Vehicle Diagnosis Prediction Analytics- we designed and developed an interactive data model to input opcode which would render all Diagnostic Trouble Codes related to prior service history. This can also be performed in reverse (DTC to Opcode) Research and Delivery Smartphone Application and Synchronization Study – using an open-sourced code set we developed a head unit emulator to expand integration of mobile devices into the cockpit. This further used household data by connecting the phone/car to home IOT hub and shared data for grocery lists, calendar appointments and text messages. Demo Opcode to DTC verification. We further used our data model built for Vehicle Diagnosis Predictive Analytics to verify the service reports sent to Toyota from dealerships across the USA. Planned and administered Data Science and Machine L earning workshops. Basic Program Management activities Administrator of Atlassian Suite (Jira, Confluence, Bitbucket) and SharePoint Converted system requirements from Japan into Use Cases and entered information into Jira/Confluence. Reviewed and updated business and User Story requirement documentation and created design documents for stakeholder approval. Executive and Stakeholder program/project meetings as needed (minimum weekly) Adherence to all regulatory controls from NHTSA, DOT and others. Contract negotiation and manage expectations of all 3rd party integration partners (Infosys, Slalom, Cognizant and others)

• Led cross-functional teams to successfully complete IT projects.
• Generated reports for IT project progress and performance.
• Developed various briefings and schedules of program status and acquisition tasks to senior management.
• Managed various IT projects to meet deadlines and customer requirements.

My engagement began to bring a problematic program back on track to meet client expectations and deployment timelines. The Data Warehouse Acceleration was the largest program in the history of the Enterprise Data Warehouse which had a budget of ~$21 million dollars. Issues harmonizing design and development using a combination of On and Offshore resources was causing gaps and incomplete understandings of requirements (functional and non-functional) exceeding the allotted schedule and impacting th e planned recognition and rollout for our business partners. Change management or the lack of any formal governance of change control was extrapolating to scope creep and misalignment of development teams from multiple groups. Based on the lack of centralized guidelines as EPM I implemented a process for Business and development teams to size and respond to constant changing requirements. Desired changes had to follow a strict policy of review all guided from the Steering Committee made up of executive level stakeholders from each of the respective teams that met weekly. Approval had to be granted to size the desired change for level of effort, impact to other requirements and at what release the desired change could be implemented. Once the program was re-baseline and meeting commitments my responsibility grew to manage all EDW owned enterprise portfolio projects for Data Warehouse, Business Intelligence, Adjudication, and Pharmacy Mail operations. Overview of Responsibilities Managed team leads and technical personnel to clearly translate business priorities and objectives into resonating technical solutions. Managed Clarity PPM as our portfolio tool for status, stage -gates, change management, approvals and repository. Worked with business principals and legal to understand and align worstreams to adhere to federal regulations of prescription dispensary. Manage budget and resource allocations for portfolio projects and programs. Instructed and mentored all aspects of team roles encouraging continuous improvements and continuity to overall project management framework. Prepared, presented and managed the Executive Steering Committee meetings on program and individual project status weekly. Prepared, supported and managed all program roadmaps aligning t o goals using best practices. Drove cross functional teams both IT and Business to deliver key assets and business critical applications. Improved by strategically and continuously implementing process improvements for all team’s technology and business. Responsible for solution delivery ensuring quality, user acceptance and stakeholder recognition of project deliverables. Ensured alignment between project deliverables, scope, IT teams, business partners and stakeholders. Risk identification and mitigation, response planning and escalation to stakeholders. Drive the identification and coordination of dependencies both internal and external to operations, business and technology. Ability to format and generate summary, statistical, and presentation reports. Provide reporting and metrics for strategic initiatives.

• Designed and developed programs and projects for dissemination to personnel.
• Engaged and worked alongside cross-functional stakeholders to manage strategic initiatives.
• Managed and supervised administrative and daily program operations, complying with policies and regulations.
• Coached team members on productivity strategies to accomplish challenging goals.

I was brought in to manage the business intelligence/Data Warehouse Data Excellence Program (DEP) of the capital one auto finance data warehouse a $15.5 M program initiative and analytical reporting environment. Managed a portfolio staff of PM’s, BSA’s, Data Modeler’s, DBA’s, ETL Developers, SQL Developers, Unit testers, Quality System testers, and Data Stewards building an analytical data warehouse running in a teradata environment written in Ab-Initio and SQL. Ran daily stand-ups/scrums to ensure approach to meet scope and schedule met functional desires and very aggressive timelines. Ran daily sessions to align status to our business teams to prepare consumption and rollout of functionality. Attended and presented to Executive team weekly on successes, impediments, budget and overall status and performance of the Data Excellence Program. Setup and attended daily/weekly requirements reviews, model reviews, design reviews with our team and the business users in effort to gain acceptance and signoff at all stages of development. Ran weekly impact assessment meeting as our source tables were under build and defect resolution which required constant mitigation and remediation from our teams. Administered Clarity PPM as our portfolio tool for status, stage -gates, approvals, change management and repository. Strong adherence to change management guidelines to support base table changes and further business requirements based on those changes was essential to maintain scope, schedule and budget. Despite running long on budget and schedule the program was delivered successfully for User Migration and recognition in preparation for decommissioning of Legacy databases.

• Monitored and tracked project progress to support timely completion.
• Led cross-functional teams to successfully complete IT projects.
• Developed and introduced IT strategies to improve operational efficiency.
• Partnered with project team members to identify and quickly address problems.

The airline industry is the single most dynamic and interdependent industry I have ever learned. Was fortunate to learn in weeks what took other years. Was promoted to large project for my fresh ideas, diligent process mentality, and passion to win over teams and keep them focused and motivated. Project was a loyalty solution for value airlines. Application was originally slated to be used by Jet Blue, Volaris, and WestJet. Virgin America was added to requirements for use as well. Successfully develop, test, and cutover airline solution application. I organized group meetings with Delivery leads and BA’s to ensure customer requirements we being translated properly to developers and QS team to ensure scope creep was kept to a minimum. Managed a team of 32-cross teams for 6 departments in Sabre to develop an application that had to pass through POS, Ticketing, Payment, Centiva (customer loyalty group) Managed daily scrum meetings where we discussed challenges and successes for cross functional interdependencies. Managed Executive Steering Committee meeting bi-weekly. Managed all testing from functional, E2E, and CAT.

• Designed and developed programs and projects for dissemination to personnel.
• Worked with subject matter experts to develop and implement mentoring programs to promote better learner experiences.
• Established milestones and objectives based on input from functional areas and stakeholders.
• Devised creative solutions to critical customer and user needs.

Project requirement was to assess viability of client desired enhancements to Dell’s premier site using agile methodology. Premier is Dell’s portal to their top 2000 Clients. Collaborated with account managers and clients to define and push 600+ requirements through rigorous sprints on an aggressive timeline. Initiated 5-year strategy from concept through multi-phase SDLC and marketing/usage campaign through monetization strategy against tier 2 metrics. Geo-location targeting, SMM, niche and hyper niche marketing campaigns. Data cleansing from CRM to ensure proper front end customer information. Facilitated daily SCRUM meetings for international team effort. Client facing through 3 upgrades for payment and online RMA issues. Created reports and UAT’s and collaborated with the Executive team throughout the development and handed the finished product off under budget of initial cost evaluation.

Ventare Inc. was a Solution Offering company specializing in Data Warehouse, Business Intelligence, and Data Integration services. I was personally responsible for the Project and Product Management lines of business. Client interaction began with a total systems and process overview from current state (CSE) to future state (FSE). Clients included • Dell 6 Data Warehousing projects 3 Business Intelligence. We were part of a global adoption to build an enterprise business intelligence universe using multiple technologies BOBJ, Teradata, and SAS. 4 E-Commerce Marketing/Product Management projects. We supported the team then known as Americas E-Biz which was responsible for the relationship and interaction between Dell and their top 200 clients through a portal internally known as PREMIER. Implemented Salesforce.com. These were global projects hitting all major market segments utilizing teams in Austin, Bratislava, Bracknell, Bangalore and Japan. Computer Telephony Integration project known as Cradle to Grave. Project wa s scoped to use Dell internal data clusters to preload customer information using an internal 3 party translator pulling from 4 other ERP systems, SAP, Oracle and 2 home grown. • USAA 7 Product Management-E-Commerce Marketing 3 Data Warehouse Center of Excellence programs Several others (too exhaustive to list)

• Developed and maintained service level agreements for strategic applications and measured performance against objectives.
• Reviewed and assessed architecture design, implementation, testing and deployment needs to identify project requirements and costs.
• Developed, tracked and controlled information technology operating budgets and cost and benefit analyses for IT spending initiatives.
• Cultivated highly-regarded technology services organization that sustained culture of respect, collective pride and individual and group professional development.

CompUSA, Inc. was the largest reseller of computer hardware, software, peripherals and accessories. With over 223 superstore locations in the United States and annual revenues exceeding $6 billion CompUSA provides products and services to retail consumers and directly to corporate, government and education clients.) Reported directly to the Vice Presidents of Commercial Sales and Technology Services. Attract and retain, develop, coach and motivate valued team members and technical resources to support and service customers. Establish an effective internal support team; Lead pre and post sales strategy and operations. Increased market penetration rates by 33%. Added 9 states on our WSCA Contract for Education and State/Local Government. Successfully bid and won the Fairfax County RFP which was incorporated as the National U.S. Communities Contract for Higher Education and some Local Gov. Was able to create an on campus technical shop at Tulane Univ., Sacred Heart Univ., and the Univ. of Florida. Led a Multi-Vendor Sales and Proposal team, as the prime bidder, for the NYC -BOE for outsourcing all procurement and services for computers, printers, etc. Team members consisted of EDS, HP, & Lexmark. Revenue was forecasted to be $400M over a 5 -year period. Awarded a 5yr (3+1+1) contract for the Dallas ISD for service support solutions. Awarded to the Monterey Bay Office of Education Contract, which is the procurement arm for K -12 Ed. State-wide in California. Developed a Platinum relationship with NACAS (National Association of College Auxiliary Services) Worked with a variety of customers in providing consulting services as it related to their overall Enterprise Systems and Solutions. These included systems such as; Student Information Systems (SIS), and other Enterprise Solutions such as SAP, PeopleSoft, Siebel, Oracle, etc