James Woolwine
Vice President Program Management
San Rafael, CA
Executive level management leader who is the bridge between technology and the business to create shareholder value; who leads and builds high performing teams; designs outsourcing models; builds world-class software from ideation through delivery; creates oversight governance and project management offices for distinguished companies in global industries and organizations.
Work Experience
Vice President Program Management
2010 to 2011
Leader of the program management of litigation software tool products (multiple products) with a focus on leveraging technologies/platform, market opportunities that ensured an effective use of investment and return on software offerings. This position worked across several functional groups including development, sales, training, documentation, technical support, product planning and finance. Initially brought in on a one week assignment to assess one product line, then hired as a consultant for three months, that lead to a full-time position.
• Created and implemented a common PDLC
• Trained executives, development, sales, training, documentation, technical support, product planning and finance in Pragmatic Marketing and Agile and converted to an Agile Development Methodology, using Pragmatic Marketing for customer insight and input.
• Implemented QA automation
• Transformed the ideation approach to delivery approach, resulting in:
o 40% improvement in customer approval rankings (Net Promoter Scores)
o Consistent on-time delivery
o 25% reduction of defects (both after release and during regression)
o 20% increase in development velocity.
Accomplishments:
• Minimized time-to-market, maximized revenue preservation and increase profit margin for entire product line on new technology infrastructure from concept to implementation by:
o Analyzed current product offerings, identifying common technology strategy for both short and long term
o Managed the execution of the delivery plan
o Defined and implemented new business processes required to support software products, back office systems and general tools that were implemented, including a new PDLC, Pragmatic Marketing, and Agile
o Leveraged existing tools and technologies across the LexisNexis portfolio
• New Product Development and Program Management responsible for new product ideation, evaluation, development and management the new products in alignment with the goals of the organization, leveraged new technology capabilities and customer/market research to become the market leader that delivered on customer needs.
• Incorporated innovation and R&D methodology into overarching program management responsibilities
• Direct product and program activities - ensured the effective management of total product portfolio for business unit to achieve aggressive and profitable growth with a focus on innovative product development, product quality, and market launch success. Resulted in an 18% growth year over year.
Vice President Software Development
2007 to 2010
Consultant that improved software, governance, and PMO processes. Converted to a full-time employee after two years.
• Lead the creation and delivery of CT Summations software releases, which resulted in a dramatic increase in the number of releases; quality improvements; improved on-time delivery; and lower costs
• Decreased software defects by 100% by installing a dynamic SDLC; improved QA processes; and by aligning the product management, project management, business analysts, and software development groups. Software defects were measure both in defects found after the release and improvement in software defects found during regression testing.
• Improved on-time delivery to near 100% by improving the estimation model and building of the project schedule
• Decreased the overall budget by 100% by reducing the consulting budget.
• This was accomplished through:
o Management of the off-shore and on-shore consultants and their cost
o Supervised the software development cycle from ideation to delivery
o Established and created a governance model and PMO, based on best practices from my experience and industry leaders
o Incorporated best practices and processes related to off-shore consulting and software development
Chief Information Officer
2004 to 2007
Brought in to help improve IT systems to help sell the company. Company was sold after three years, in part due to the sophistication of the IT systems.
• Decreased the IT budget by 30% and improve performance to 99.9% uptime through IT infrastructure outsourcing
• Doubled internal customer satisfaction by reorganizing and creating a very high performing team that was fully integrated with the business; developing a staff that assisted users both from a business and technical perspective; and by creating a helpdesk. All IT staff functioned both as insurance and technical experts and were approached to answer business questions as often as technical ones
• Implemented a data warehouse for improved data accuracy from over a 10% error rate to 0%
• Migrated to a SQL database for improved performance and scalability. Old data base was crashing the system more than 4 times a month. Once SQL was installed no crashes occurred.
• Developed an IT governance model that aligned IT with the business that improved internal software systems and improved claims, underwriting, and finance performance, leading to a 20% staff reduction.
• Converted to an on-line, paperless workflow system.
• Migrated the telephone system from POTS to VOIP for improved business performance
Executive Vice President, Chief Technology Officer
2003 to 2004
Co-founder, Chief Technical Officer and Architect who ran sales, marketing, and off-shore software development. I created a program that allowed companies to manage their receivables and recover millions of dollars in unpaid bills.
• Helped secure funding and customers.
Executive Vice President and General Manager
2002 to 2003
Led the west region that went from no revenue to $4 million by identifying and recruiting a team of world class performance engineers that were engaged at major client sites throughout the west, and hired a sales team that sold consulting services and generated business that allowed the engineers to stay 80% utilized.
Sales Managing Director/Consultant
1995 to 2002
Global Sales Managing Director for one of PwC Consulting top 10 accounts, Hewlett Packard
• Lead the North American PwC SAP sales team
• Had wins for fiscal 1999 worth over $35 million dollars in consulting revenue, including Micron Technology and Nike
• Wins for fiscal 1998 include Wells Fargo Bank, Chiron, and Merisel, worth over $39 million in consulting revenue
• Consulting project manager for multiple SAP implementations
SAP Project Manager and Information Technology Manager
1987 to 1995
1987 to 1995
Education
B.A. in Psychology
Standard Secondary Credential
Skills
Pragmatic Marketing Certified
