Chris Weeden, MBA, CSPO

Experience

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  The Daily Collegian

  Jan 2004 - Jan 2007

  Assistant Editor

  • Assistant editor at Penn State daily independent student newspaper with a circulation of 20,000, supervising a staff of more than 40 individuals during 2007-2008 year.

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  University of Sioux Falls

  Jun 2007 - Jul 2009

  Project Manager/Marketing and Promotions Graduate Specialist

  While pursuing my Master’s at the school, I had several key projects as part of the University’s overall transition into an institution with both a larger geographic and market footprint. First, I opened a $6 million football facility where I worked alongside the University President and Director of Athletics on everything from construction planning to vendor selection to media relations. Upon opening in 2007, I then partnered with the internal IT team to launch the new CMS site by providing design comps, business requirements and content and increasing productivity 300%. Finally, my last major project was implementing video and digital technology at our live events, where I worked with the University’s Communications Chair to build a curriculum for students to participate in an internship program. I also trained them in the tools and led the team during events.• Responsible for marketing communications including website, live events, media guides, etc.• Developed implementation and communication plan for facilities and technology projects. • Spearheaded 3-5 year athletics strategic plan emphasizing branding and image.• Managed 15-person live-event technology support team. Show less

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  Lincoln University

  Aug 2009 - May 2011

  Marketing Communications and Event Manager

  My largest project at Lincoln University was launching a new website and CMS for the department. I researched market, selected vendor, provided requirements and developed content for launch of the University’s most-updated site, working with third-party developers and PMs. I also launched an ecommerce platform for online ticket-buying that increased advanced sales 150%.• Managed all marketing communications including website, live events, media guides, etc.• Exceeded marketing objectives while reducing marketing expenditures by 50 percent.• Developed media-buying contracts through digital, radio and print and for marquee events. Show less

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  SunnyMac Solar Power Solutions

  May 2011 - Apr 2014

  Projects and Marketing Operations

  This was a start-up business that integrated solar renewable energy technologies into clients’ existing electrical systems. I was recruited to run the queue of ongoing projects while directing marketing efforts. Beginning in 2012, I pivoted the company’s direction once market forces changed. The product mix was at first limited to residential and commercial sales but in 2012, the availability of hardware leasing changed the game. I researched investors that were looking to align with local contractors to subsidize leases. I was able to locate a California-based firm, effectively eliminating our marketing budget and providing us with recurring work. • Managed more than 90 renewable energy technology projects.• Trained clients through user acceptance on software and hardware for systems integration.• Deployed ecommerce vehicle with third party.• Instituted organizational systems for sales, invoicing and project management.• Tracked website performance using Google Analytics. Show less

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  Hibu

  Jan 2014 - Apr 2014

  Web Specialist

  • Aggregated content from customer, sales and market research to develop sites for SMBs.• Provided oversight to website editors, artists and freelancers during site build.• Laid out content, coordinate graphics for cohesion and evaluate text/metatags for SEO• Evaluated deadlines and diagnose priorities, disseminating workload to proper channels.• Routinely surpassed performance objectives by streamlining processes

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  Radial Inc.

  Apr 2014 - Apr 2016

  I was promoted to this role as a result of my success in launching the estimation and resourcing process and being able to articulate that progress through metrics I built. Every week - while still performing my coordinator duties - I present reports and trends to leadership regarding our Tech IT Services Delivery Team’s ability to hit milestones and earn a minimum margin threshold. I also assumed control of our change control and billing process. In 2015, I brought this structure to the Infrastructure group to solve for their lack of visibility of work across teams. • Govern delivery for Client Services IT Delivery, a $14 million operation. • Document clients’ requirements for webstore design and ecommerce management projects. • Analyze technology headcount through resource supply and demand forecasting weekly. • Implemented scalable processes across several business units for scoping, resourcing, change and billing across Technology business. • Lead weekly calls with developers, managers and executives on costs, milestone tracking. • Built KPI metrics, report status to stakeholders and leadership for IT delivery. • Prioritize forecasted and current work, establish risk mitigation plans, reduced risk. • Designed layout and produced content for internal Confluence and Sharepoint sites. Show less I was brought in to address an identified business need to improve estimation accuracy and duration as well as reduce time to get resources assigned to client-approved work for ecommerce and technology projects. I built a process and inserted myself as owner of the client requests where I worked with developers, QA leads and other subject-matter experts to get a holistic cost with a single touchpoint. By providing weekly calls, I created a forum for everyone to engage, reducing risk that existed through offline communication. According to client surveys, estimation rating improved 25 percent from 2013 to 2014 for the same clients, the largest gain across the organization.• Mapped workflow, organized communication plan for IT efficiency process to stakeholders.• Decreased scoping time by more than 50 percent.• Cut resource scheduling time by 40 percent from 2014 to 2015.• Developed key metrics indicators for team performance evaluation, executive evaluation.• Designed and implemented forecast process, decreased costs by 50 percent.• Drafted Client Statements of Work, built milestone plans, ramped up project managers. Show less

  • IT Services Delivery Process/Program Manager

    Apr 2015 - Apr 2016

  • IT Services Delivery Process/Project Coordinator

    Apr 2014 - Apr 2015
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  JPMorganChase

  May 2016 - now

  • Risk Projects and Solutions, Vice President

    Feb 2021 - now

  • Risk Projects and Solutions

    Jan 2019 - Jan 2021

  • Risk Controller Projects

    May 2016 - Jan 2019