David Weaver

Experience

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  Roche Diagnostics

  Apr 1995 - Jan 2000

  Information Technology Manager

  Manager of IT employees and assets of Boehringer Mannheim’s California site. Continued to manage the department upon acquisition by Roche Diagnostics. Continued with the business unit as it was spun off into an independent company as a requirement of the Roche acquisition.AccomplishmentsPlanned, organized and coordinated the divestiture of systems, data and staff in FTC mandated spinoff. Result: Divestiture occurred on schedule with no interruption to customer deliveries. $10B company acquisition permitted by FTC.Directed relocation and integration of the full information systems assets of 2 business units into 1 new facility. Aligned assets and employees of the two firms into an integrated information systems department. Designed and managed implementation of technology and telecommunications infrastructure. Coordinated transportation of hardware and furnishings with relocation of personnel and network resources. Result: Two units merged with zero downtime for customer support, service or delivery. Reduced overhead of two units and facilitated post merge synergies. Show less

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  CoorsTek

  Apr 2000 - Mar 2004

  Project management of business processes and systems. Shortly after joining the company, CoorsTek was contracted to operate another firm’s supply chain and manufacturing. Implemented a new instance of PeopleSoft’s MRP/ERP system to manage the client firm’s business. • Managed implementation projects of Material Resource Planning (MRP) and Enterprise Resource Planning (ERP) modules (PeopleSoft and MFG/PRO) and supply chain and lean business processes. • Developed SQL queries to extract data from legacy systems. Validated data, and populate new system. • Directed functional aspects of ERP migration project(s).• Implemented electronic Kanban system. Simulated alternative material flow designs to optimize procedures. Determined system requirements. Managed technical system and procedural implementation. Show less SummaryManage Information Technology department for CoorsTek’s 7 California sites. Upgrade and standardize systems and processes of several small acquired businesses to integrate with CoorsTek’s enterprise systems and processes. Responsible for LAN, WAN, Telephony, Windows servers and desktops, Microsoft Exchange servers, legacy MRP/ERP SQL based systems, network security. Also responsible for air gapped network and systems automating machine shop with CNC (Computer Numerical Controls). Duties• Serve local business unit managers as liaison with corporate Information Technology. • Hire, develop, and manage local department of 6 direct reports.• Upgrade and migrate local systems and processes to align with enterprise standards.• Ensure reliability and integrity of local systems and data.• Represent regional business units in selection of enterprise MRP/ERP system. Show less

  • Business Systems Project Manager

    Jan 2002 - Mar 2004

  • Regional Information Technology Manager

    Apr 2000 - Jan 2002
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  Sandia National Laboratories

  Apr 2005 - Feb 2016

  Principal Project Controller, Project Manager

  SummaryOwner of project management & business functions for national security programs. Developed collaborative, trusted partner relationships with sponsors rather than transactional delivery of services. Successful project execution as program funding increased five-fold over six years.• Own full life cycle project management processes from proposal through closeout.• Manage cost, schedule, and performance on all projects within the program.• Generate 1, 2, and 5 year financial projections (costs, revenues, staffing) for the program. • Partner with sponsors, stakeholders, and SMEs to identify, quantify, and fulfill project requirements.• Provide financial reports to Principal Investigators for communications with sponsors. • Deliver financial and staffing reports to line management. • Inform Managers and Principal Investigators of project budget variances and recommend alternatives. • Negotiate contract terms in SOW with sponsors/customers.• Analyze risks from the task level up through the program level. Proactively inform the management of potential risks and issues.• Establish and monitor controls for project budgets, staffing, scope, and security. • Develop annual funding proposal. Manage funding allocations and expenditures to +/- 1%. • Manage vendors and sub-contractor’s performance and validate their invoices.• Advocate on behalf of the organization in interactions with customer personnel.• Negotiate staffing commitments with other project managers. • Proactively inform the management of potential risks and issues.• Held DOE Q(TS) security clearance. Show less

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  Kaiser Permanente

  Feb 2017 - now

  Executive Consultant - Project Manager

  Joined the Kaiser Foundation Research Institute (KFRI) to support the deployment of IRBNet and of a KP-IT Data Warehouse system. Provided technical support for IRBNet and the Data Warehouse to system users. Primary liaison with IRBNet. Assumed responsibility of ongoing business support of business systems, data analysis and report generation.• Created Power BI semantic models, workspace and dashboards for effective management and operational reporting enabling executive decision-making with relevant information and metrics. • Advocated to KP-IT on behalf of KFRI to ensure the two systems met the business needs, not just the requirement specifications resulting in significant redesign and implementation of a system that adequately addressed business requirements.• As Subject Matter Expert, translated the requirements and business process in support of the KP Regions data and process migrations to the new systems.• Generated complex Power BI reports addressing business questions from regulators, IRBNet users, and senior management, and resulting in rapid response to unique information requests.• Collaborate with IRB teams, medical research teams, external vendors, and management and regulatory stakeholders to identify and document project requirements. • Managed business engagement of full life project cycle including processes from proposal through closeout; managing schedule, scope, risk management and execution on all projects within the program. Show less