David Melody

Experience

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  Hewitt Associates

  Jun 1999 - Aug 2004

  Systems Analyst

  • Managed the full lifecycle of HR Outsourcing system implementations including requirements analysis, set up, and quality assurance testing for web-based software products that allowed the employees of our clients to access their personal HR information online.• Performed technical analysis of web development duties in order to implement an official software development life cycle and methodology process for new client implementations.• Participated in client assessment meetings to define project scope and business process requirements.• Developed and implemented processes to improve team efficiency, allowing a small team of systems analysts to support multiple clients simultaneously.• Served as subject matter expert to external development teams and IT department for issues arising from firm-wide development applications.• Assisted in the creation of tools to automate the processes of updating systems directly based on requests from clients.• Supported system users, production processing, system updates and reporting requests from clients.• Created and delivered several internal training courses, taught to technology associates firm wide. Show less

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  Citi

  Jul 2005 - Sept 2005

  MBA Summer Internship

  • Served as an intern to the Senior Operations Officer in Citigroup’s Dublin Service Center. • Analyzed HR employee retention data and participated in focus groups to examine the high levels of turnover in the site.• Interviewed all members of Senior Management and staff members involved in training in order to capture the training activities taking place throughout the site.• Created a site-wide training report that detailed all training activities taking place in Dublin.

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  IBM

  Nov 2005 - Mar 2013

  • Managed the end to end program of outsourcing the Finance and Accounting services from large, global consumer products companies to IBM delivery centers in the Philippines, India, Costa Rica, and Poland.• Led the IBM Outsourcing practice’s requirements definition and integration in the Business Process Redesign, ERP system implementations, and process enabling tools implementations that took place simultaneously with the transition.• Managed the integration of all transition work streams (Service/People/Process/IT/Business Infrastructure) across all Transition Waves• Directly managed all project team members, responsible for direction and leadership of up to 20 person transition teams.• Accountable for meeting, measuring, and reporting against project milestones.• Accountable for managing entire project within budget and reporting actuals vs. projected costs• Established and executed all project controls, Risk/Issue management.• Conducted Project Procurements for external suppliers (scanning/fax/telephony providers)• Mentored junior project managers on project management methodology and client relationship management Show less • Served as Project Manager during the implementation of a client’s SAP system, to be used by IBM employees engaged in the outsourced delivery of services for the client.• Project Scope included:- A new ERP System to be implemented by the client across nine countries, each of which IBM was already providing service delivery for outsourced Finance and Accounting activities, utilizing a delivery team of approximately 175 people.- All impacts to IBM of the new system were to be reviewed, and updated accordingly. This included the review and updating of all procedural documentation and process maps, as well as the re-implementation of several IBM tools that were originally implemented when IBM service delivery went live.• Project Deliverables included for each of the nine countries:- Updated and approved suite of process documentation and process maps that detailed the full scope of IBM/client responsibility for each activity performed by IBM on behalf of the client.- Successful system re-implementation of the IBM tools that interfaced with the client ERP system, including full scope of requirements gathering, gap analysis, User Acceptance Testing, and Go-live stabilization.- Administration of contractual agreements to secure additional IBM delivery resources to support each client location in the UAT of the new ERP system.- Full project plan, resource allocation planning and budgetary control. Show less • Served as Business Process Analyst on the outsourcing of Finance and Accounting processes from American and European based clients to IBM delivery centers in India, Poland and Ireland.• Documented the client’s ‘As Is’ Finance and Accounting processes utilizing a detailed methodology that included interviewing employees of the client, conducting workshops, and researching existing process documentation.• Designed and implemented ‘To Be’ process solutions in IBM delivery centers.• Presented ‘To Be’ process solutions to key client stakeholders.• Assured all ‘To Be’ business processes aligned to the client’s Sarbanes-Oxley framework for business continuity and control.• Developed training materials and delivered system and process training to new staff in IBM delivery centers.• Supported the stabilization of the transition in local countries. Show less

  • Transformation Integration Manager

    Sept 2009 - Mar 2013

  • Transition Solution Architect

    Feb 2009 - Aug 2009

  • Transition Manager

    Oct 2007 - Feb 2009

  • Business Process Analyst

    Nov 2005 - Sept 2007
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  DayNine (acquired by Accenture)

  Mar 2013 - Feb 2018

  • Managed the PMO and Project Management function for DayNine Consulting, a leading Workday implementation partner• Designed and implemented the DayNine Deployment Methodology, a specific methodology of tools, processes and project plan templates that are used to implement Workday end-to-end across all markets and product areas• Lead a team of 35+ Project Managers, defining and measuring PM performance metrics, and training new PM’s,• Conducted Project Tollgates on all Phase 1 implementations of Workday managed by DayNine, ensuring consistency of delivery standards, project controls, and adherence to methodologyConducted Get To Green management processes for any project managed by DayNine that went into Yellow or Red status• Created and delivered project portfolio dashboards, tools, and metrics to provide company leadership with relevant and valuable data on project delivery health Show less

  • PMO Leader

    Feb 2014 - Feb 2018

  • Project Manager

    Mar 2013 - Feb 2014
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  Accenture

  Mar 2017 - Feb 2018

  Senior Manager

  • Continued PMO Leader role as the DayNine organization was acquired and integrated into Accenture's Workday practice.

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  EY

  Mar 2018 - Jun 2021

  Senior Manager

  • Senior Manager focusing on PMO Solutions and complex program management engagements• Led the deployment of Oracle in Latin America for a global financial services technology company, while based in Mexico City for the duration of the project• Led the deployment of SAP Integrated Business Planning for a global medical device company• Solution Architect for multiple complex transformational programs

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  WorkForce Software

  Jul 2021 - now

  Director, Services Delivery