Daniel A. Feer

*** * ******* ** *** ***. Falls Church, VA 22046

541-***-**** ac5uon@r.postjobfree.com

SENIOR BUSINESS ANALYST

SUMMARY

•Champions business achievement and improves profitability and efficiency through process improvements; identifies operational disconnects and solves issues to advance company mission.

•Builds partner and client relationships by identifying fundamental needs and advocating best practice solutions.

•Produces high-quality, insightful business analyses by synthesizing information from multiple sources that create opportunities to improve organizational performance.

•Approachable, intuitive manager who promotes professional development of team members and supports their growth as part of commitment to improving operations; supports vendors and customers to build strong relationships as trusted liaison.

•Uses proven PEMBOK techniques to complete projects in scope, on schedule and on budget.

Career Expertise:

Advanced Analytics Business Analysis Business Intelligence Cost Analysis Data Lake Inventory Management Leadership/Team Building Logistics/Shipping Oracle PeopleSoft Policies/Procedures Problem Solving Process Improvements Procurement Project Management Prototyping Quality Control Management Regulatory Compliance Sales/Marketing Schedule Scope SQL Strategic Planning Supply Chain Management Team Management TortoiseSVN (Subversion) UML Wireframe

Experience

Z Inc. - Silver Spring, MD

Senior Business Analyst, 5/2017-04/2018

Client Agency: U.S. Census Bureau: Team leader responsible for analyzing business objectives and building requirements sets for 34 operations and more than 50 systems critical for the 2020 Decennial. Achieved team cohesion and gained acceptance of 94% of requirements. Escalated remaining 6% of requirements; documented issues with each outstanding requirement and presented to senior management.

Top Contributions:

Controlled project risk by discovering and resolving major gaps in 2020 Census requirements. Led team that wrote requirements for incident monitoring, archiving, and security; and documented, escalated and monitored disaster recovery gaps. Expanded and refined project risk log.

Achieved 94% acceptance of more than 8000 requirements by working collaboratively with cross-functional teams, engaging key stakeholders and managing the nonfunctional requirements team.

Controlled project scope by eliciting, analyzing, verifying and validating requirements through research and interviews to upgrade systems for the 2020 Decennial. Documented interfaces with legacy systems.

Controlled communications by establishing documentation standards to ensure transparent change history for requirements. Developer of KPI reports and documentation to communicate status to team and senior management.

Organized and facilitated system owner Joint Application Development sessions for multiple solutions leading to acceptance of thousands of requirements.

Abacus Technology Corporation – Chevy Chase, MD

Senior Business Analyst, 1/2015–5/2017

Client Agencies: Department of State (Directorate of Defense Trade Controls (DDTC), Technology Division), and Energy Information Agency (EIA). Developed and implemented process change that produced 20% savings in Directorate registration processing time. Elicited requirements for new registration system and created comprehensive set of use cases. Coordinated multi-vendor registration system demonstration, performed gap analysis of 4 top competitors. Began advanced analytics project for DDTC to automate risk assessment for international munitions transportation.

Top Contributions:

Controlled project scope by eliciting, analyzing and improving requirements for high-profile process transformations through individual and group stakeholder interviews. Created requirements traceability matrices, user stories and use cases.

Using agile methodologies (daily stand-ups, backlogs, burn down charts, etc.), prototyped EIA survey management system using Pegasystems case type structures, harnesses and process flows.

Built wireframes, business process diagrams, use cases and user stories to highlight the as-is and to-be registration and procurement management projects.

Performed specification gap analysis after product demonstrations for senior management.

Led research into advanced analytics systems related to international munitions transportation.

Led redesign of critical EIA survey instruments (23L and WPSR) (EIA).

Built relational documentation matrix (EIA) using Subversion content management and version control, connecting more than 300 systems with functions, products and documentation.

Managed requirements in custom built tools in Salesforce and Service Business Manager (Serena).

Wrote and edited documentation for Salesforce modules and BPR projects ensuring relevant content.

Began business intelligence project that collected AP and AR data from finance systems and procurement data from Integrated Logistics Management System (Ariba, PeopleSoft and other subsystems) for unified inventory and cost management system.

Joyco Sales – La Pine, OR

Operations Director / Owner, 5/2005–9/2014

Purchased a declining wholesale distribution business, transformed it into robust enterprise; achieved rapid growth through expanded client bases. Sold company at a profit. Oversaw all operations including daily activities, accounting, new client acquisitions, customer service, market strategies, process improvements, infrastructure development, and internal processes / systems.

Top Contributions:

•Improved profit per client by growing same store sales. Results: net profit grew 15% per year, sunglass sales grew 22% per year, personal protective equipment sales grew 3% per year

•Optimized operational efficiency by streamlining back office and improving analytics. Results: shorted supply chain reducing cost of goods sold by 15% per year, increased productivity by 40% by automating record keeping, inventory management, CRM, expense tracking and trend analysis, to increase time for new client acquisition and development, hired contractors to merchandise reducing order processing time by 20% and increasing market development time by 15%.

•Increased market penetration through promotion and in-store analysis. Results: expanded client base 30% and earned client loyalty by maximizing client profits and improving company net income, grew hardware store segment by 20%..

•Exploited QuickBooks feature to mitigate reporting gap. Used feature to group inventory into product lines to improve profit analysis and reporting.

Washington Metropolitan Area Transit Authority – Washington, DC

Project Manager, Functional Coordinator - Information Tech. Renewal Program (ITRP), 5/2001–3/2005

Orchestrated statement of work for business applications contract valued at $40 million, elicited requirements, implemented transition marketing plan, created training and development plan, recruited and supervised team, managed vendors, produced documentation, improved processes, and led operational troubleshooting.

Top contributions:

Restored business operations within 3 days following catastrophic hardware failure that resulted in the loss of 30+ days of data entered by 1,000+ users, while in first week on job; created recovery plan that drew resources from 4 departments and directed manual re-entry of data not recovered in electronic form.

Simplified procurement procedures and created documentation for purchasing and contracting processes; used Visio to capture process flows in real-time during stakeholder meetings.

Reduced training cost by 70% after introducing computer-based training as primary training method for 10,000 WMATA employees learning new PeopleSoft enterprise software.

Controlled quality of procurement database by writing SQL scripts that provided consistent, predictable, and traceable database updates.

Achieved adoption of Procurement Information Management System (PIMS) by designing and executing test plan, writing user manual, hiring and training help desk team to resolve issues with verified solutions.

Controlled scope and budget by managing timing and budget across the software development lifecycle, of new releases through establishing acceptance criteria, QA/QC, unit testing, integration testing, UAT, supervision of contractors and management of stakeholder expectations.

Created PIMS help desk, hired, trained and managed customer service representatives, tracked help desk metrics and KPIs, SOPs, guidelines, processes and tracked opportunities for continuous improvement.

McDonald Bradley Inc. - McLean, VA

Business Analyst, 7/1997–5/2001

Hired as junior analyst primarily training attorneys and support staff at the Department of Justice. Within a year was promoted to team lead with responsibility to plan and implement nationwide training program in close coordination with client. Transitioned to WMATA task system administrator for PIMS in the Procurement Office.

Elicited and contributed to requirements list for further software versions through use case development and desk-side use analysis at WMATA.

Reduced training time and cost, and improved outcomes of the Department of Justice implementation by designing job function based curricula and documentation.

Facilitated smooth transition to new office systems by integrating support team with Department of Justice staff and delivering indispensable training.

EDUCATION

University of Maryland – Upper Marlboro, MD

Master of Business Administration (MBA)

George Mason University – Fairfax, VA

Bachelor of Science (BS)

Professional development:

Certified Yellow Belt: Lean Six Sigma, 2018

Certified: ITIL© Foundations in IT Service Management, 2016

Agile Methodologies, 2016

Certified Technical Trainer, Chauncey Institute, 1997

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