Program Manager, Product Owner, Project Manager, Agile ransformation

David Lund

Executive Summary

David is a senior Program and Agile delivery manager, utilizing Product and Program management experiences to successfully deliver initiatives. He engages business stakeholders and delivery teams to gain aligned clarity of scope and realistic goals to positively impact the organization. Dave balances partnering with teams and with getting deeply involved to drive the work to completion, including in highly matrixed and consensus-driven organizations. He utilizes Business Agility practices to incrementally deliver value early and often. Dave is able to quickly learn and adapt to new and changing organizations, continually identifying improvement opportunities.

Client and Corporate Experiences

ExperienceIT Consulting, Principal Consultant

Client: Corporate Data Solutions, Boston Scientific:

Program Manager for Unified Data Platform, a set of corporate-level strategic data initiatives

Agile Coach for Data Solutions group, evolving their Agile maturity through hands-on success, incremental change, and aligned training

Product Owner for new data ingestion suite, to enable consistent migration to the company’s new data lake strategy

Trissential Consulting 2010 – 2021, Senior Management Consultant

Client: MGIC (Fortune 1000), Program Manager

Program Manager for Operational Transformation across multiple Business- and Client-facing Operations areas. Led teams in development, data governance, CRM, integration, and IDR/OCR.

Worked with IS VP to define and implement a Product Manager / Owner model, creating a capability roadmap and connecting with business owners

Assumed ownership for existing workstreams; changed and improved initiation steps and product structure as new workstreams were started

Defined and implemented agile improvements in adjacent programs

Client: Ameriprise, Office of Chief Actuary, Program Manager

Program Manager for Corporate Actuarial group, as direct report to Chief Actuary, leading regulatory and business transformation changes, and transitioning from existing, dated actuarial modeling suite, over 4 years.

Worked closely with Chief Actuary and leadership team to restore agile and product owner practices, and on several OCM initiatives, to support the introduction of the development and regulatory changes with new processes and tools.

Implementation of the FIS Prophet tool suite; introduction and evolution of new modeling techniques; utilization of the new FIS PMCS compute and storage cloud solution, then pivoting to a migration to a hybrid AWS solution.

Client: United Health Care, Office of Chief Data & Analytics Officer, organizational stand-up

As Interim Chief of Staff, helped establish new Chief Data & Analytics (D&A) Office, filled by a new-to-UHC executive

Part of D&A leadership team that stood up an organization-wide D&A Transformation Program within the $1B annual capital plan and the $3.5B annual OpEx budget

Worked closely with IT and business leadership to define a self-sustaining set of D&A transformation workstreams - Data (management and architecture), Analytics (reporting, transformation) overall (Global Strategy and Cost & Value)

Developed overall initial program with tactical, strategic and aspirational timeframes, and with focus on Data Stewardship, Data Quality and Data Assets

Client: Mayo Clinic, Portfolio Management and Planning

Shifted the focus of $150m portfolio planning to align to business planning, including strengthening the business architecture function, to have the business areas defining the capabilities they would need to meet their 10-year goals.

Introduced and filled product owner role for business metric reporting. Shifted from lagging operational and technical activities to leading business-defined indicators, resulting in increased executive engagement in the metrics.

Client: National Marrow Donor Program (Be the Match), Engagement Manager, Quality Engineering

Oversaw delivery and product processes over 18 products and projects and 30+ individuals in multiple locations

For many teams this was their introduction to test automation, product ownership and agile practices.

Focused on quality test automation using proprietary test frameworks and standard, ISO-modeled approaches

Engaged in coaching and mentoring of several client leaders and managers in agile structure, delivery and scaling

Client: UnitedHealthcare, Business Agility Consultant

Part of a small consulting team leading a Business Agility Transformation initiative for $40B business segment

Created path toward an agile leadership mindset for the executive sponsors, to support a culture of a more responsive and nimble organization, and a culture of accountable ownership rather than of subcontracting ‘over the wall’

Delineated the agile roles the business should be owning and leading; previously, these had been technology roles

Delivered first set of business-focused agile metrics, to increase the level of business ownership

Client: Ameriprise Interactive Services, Agile Portfolio Consultant, Agile Coach

Assessed progress toward agile roadmap for $20mm Client and Advisor Digital Department portfolios

Validated previous agile improvements, identified future improvement opportunities to agile planning and delivery

Identified and recommended changes needed to shift from a standalone product team structure to a scaled structure

Client: Merrill Corp, Program Manager

Engaged to define and deliver a $16M global program, including business case creation, delivery team formation, and delivery of a global custom-publishing solution for markets in North America, Western Europe and China

Led the project’s portion of the company-wide introduction of product ownership and iterative development

Client: Xcel Energy, Portfolio Management

Responsible for delivery of $30M portfolio of strategic projects across execution spectrum – from initial concept and business definition, through project definition and team formation to delivery and steady-state transition

Major projects included: Master Data Management (a new-to-company discipline); enterprise metric reporting platform; and enterprise-wide SharePoint application / infrastructure / data migration.

Client: MoneyGram, PMO Consultant, Program Manager

Led and delivered client’s most complex IT program ever. Defined multi-release program from ideation through execution and implementation, including working on the business case with COO, CIO and CFO

Scope included Europe-wide centralization of business operations, transformation of core transactional applications to technology future state, transition of back office functions to Oracle, and new integration with the CRM platform

Corporate Employee Roles

Allianz Life Insurance, IT Senior Director

Responsible for development, implementation and production support for systems supporting customer-facing Sales Support, Annuity Operations and Servicing, Broker-Dealer Operations, and Brokerage front- and back- office

Technologies included multiple internal & external CRMs, IVR, mobile. Managed overall spend of $12-18M/yr.

Led multiple Salesforce initiatives as a new-to-company technology, showing the value of Salesforce’s capabilities

Delivered new DTCC Annuity Services, reengineered internal DTCC application infrastructure, $9M budget

oStarted each project with business process design ahead of requirements definition; this was a new step for the Allianz project delivery structure, and reduced each release schedule by 20 %

Allianz Distribution Group, Vice President, Field Technologies

Worked with a group of 10 Allianz independent and differentiated marketing subsidiaries with 450 employees

Responsible for IT strategy and operations, CRM integrations with the corporate CRM platform and a precursor to data analytics from the combined data, business operations, and executive compensation; accountable for $60M budget

Leader of $44m acquisitions of two new marketing wholesaling companies. Led due diligence for financial, legal, sales, marketplace presence, compliance, intellectual property, and IT and operations infrastructure.

American Express, IT Director

Held leadership roles in multiple functions and areas: EPMO, program management, application development, infrastructure management, and IT strategy, with departments including Enterprise Planning, Corporate Security, Interactive Marketing, Brokerage, American Express Global Technology.

Worked for the Enterprise Management Office, was a part of team that created their first enterprise-wide Portfolio Management team, with initial portfolio scope of $220M / year. Dramatically improved project IRR, ensured delivery was within intended business expectations and IT strategy.

Overall Business and IT Program Manager for complete business re-launch of the entire online brokerage business

oProject leaders had direct weekly engagement with, and ongoing oversight from, Amex CEO

oComprised of 24 workstreams, 12 business units, $19M budget, 10-month schedule

oMet schedule, in spite of significant scope change to insource account operations (rather than outsource)

Joint program manager of 30-month, $42M Interactive Marketing New Product Introduction program

Expertise

Product Ownership / Management Program & Project Management

Business Agility

Operational Transformation

Change Management

Portfolio & Program Governance Data & Analytics

Business / IT Strategic Planning

Industries

Financial Services

Insurance

Healthcare

Med Tech

Brokerage

Sales Support & CRM

Regulated / Utility

Electronic Publishing

Professional Services

Education

MBA, Finance

University of St. Thomas

BBA, Mgmt Information Systems

University of Wisconsin

Certifications:

SAFe – Leading SAFe, Advanced

Scrum Master, Product Owner /

Product Manager

Change Leadership White Belt

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