Tara Dale - Business Operations and Finance, TDC, LLC

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Work Background

OmniDaleManagement Consultant

Aug. 2008In these roles I have been pursuing independent short term contracts to polish and hone my Organizational Management skillset and learn about additional technical industries. I have worked in the Financial/Mortgage secter, Federal Consulting sector, and International Development. These roles have been specifically focusing on periods of transition and the operational aspects of each.

University of Maryland Medical SystemDirector of IT Operations and Business Management

Jul. 2021 - Aug. 2022I was responsible for providing strategic direction and support for IT, Finance, Business Services, and Contracts for the second largest hospital system in Maryland. Supported units include Upper Chesapeake, University of Maryland Medical Center, University of Maryland Medical System, Charles Regional Medical Center, Capital, Region Health, University of Maryland Medical Center Midtown Campus, St. Joseph Medical Center, BWMC and Shore Regional Health. This role allowed me to provide oversight and guidance around departmental functions such as contract management, vendor relationship management, financial controls, budget development, workforce management and administration. I also served as a departmental liaison to other corporate shared services within the operations function, and provide input and support to the IS&T leadership team related to business operations.

FINRAProgram Administrator

Sep. 2019 - Jul. 2020In this role I served as the Program Administrator responsible for staff capacity management, training, competencies, and dependency management for the 1500 staff member Application Development division, reporting directly to the Senior Vice President. I was responsible for the collection, management, and dissemination of division level information, creation and implementation of PMO standards, project review program, risk management program planning and implementation, financial tracking and trend analysis, and performance metric program and implementation.

CareFirst BlueCross BlueShieldManagement Consultant

Feb. 2013 - May. 2019This was a very rewarding role where I lead a team of subject matter experts, technical specialists, and operations staff to plan and execute complex client projects involving enterprise technology. In order to maximize my effectiveness as a leader I obtained Lean Six Sigma Green Belt certification. This along with my other public and private sector expertise has enabled me to quickly adjust to healthcare industry standards directing multiple strategic process and technology improvement initiatives valued between $10M - $30M.

Knowledgent GroupManagement Consultant II

Apr. 2012 - Nov. 2012Washington, DCMy primary project in this role was to build a new PMO for the Securities and Exchange Commission (SEC) within six months. This included designing structure, processes, risk management controls, and employee training materials.

Systems Made Simple, Inc.Senior Program Analyst

Nov. 2010 - Mar. 2012Tysons Corner, VAThis was my second role managing public sector client accounts. I led enterprise technology projects for the Department of Veteran Affairs (VA). My most noteworthy project was a CPIC program and PMO standardization and project review initiative valued at $1.26B.

BAE Systems, Inc.Senior Program Analyst

Jan. 2010 - Dec. 2010In this position I supported project planning and delivery for initiatives with the Department of Homeland Security (DHS), United States Citizenship and Immigration Services (UCSIS), and integrated Document Production Branch (IDP).

Paragon Technology GroupDeputy Program Manager

Aug. 2007 - Aug. 2009In this position I supported project planning and delivery for initiatives with the Center for Medicare and Medicaid Services (CMS) and the National Archives and Records administration (NARA). My main accomplishments were a complete inventory process implementation for nation wide National Archive and Presidential Library asset management values at $5M and a CMS Enterprise PMO implementation valued at $5M.

Government of the District of Columbia, CWITSProgram Manager, Consultant

May. 2008 - Aug. 2008• Conducted a full audit and review of City Wide IT Security Program following a large scale budget cut from $12M annually to $2.18M annually with a 50% staffing reduction; based on audit outcome created and implemented PMO including project dashboard, scorecard, and risk mitigation with suggestions for budget cuts, staff retention strategies, and contracts negotiations. • Project management oversight for 10 simultaneous City Wide IT and Security projects including project ramp up, scheduling, reporting, work breakdown structures, and project close-out. • Created the District of Columbia Information Security Emergency Response Plan for a pandemic or terror event and delivered it to The Chief Technology Officer and The Mayor of the District of Columbia. • Responsible for $10M annual operations budget tracking and forecasting to executive level, up to and including the Mayor of the District of Columbia.

MedImmune, IncProgram Manager, Consultant

Nov. 2006 - May. 2007• Trained IT department personnel in management methods, to include gaining buy-in that all team members would be held responsible for producing their own work plans, negotiating their own commitments, and meeting these commitments with quality products, before my arrival the IT team struggled to meet management’s schedule targets, however after the process revision the team was empowered to negotiate their own commitments with management; thus leaving the team feeling personally responsible for and in control of their work, with knowledge of project status, and the data to defend their estimates; furthermore, when the team members realized that when they measured, tracked, and reported on their work, the managers had the data to help them resolve problems but most importantly gave them the opportunity to highlight their contribution, resulting in an 85% improvement in project completion rate and deliverable execution which resulted in a cost savings of $500,000. • Identified a mission critical project failure for an SAP implementation into the Accounts Payable system, discovered a $250k spending overture, and service provider breach of contract; fast tracked and realigned the entire project to remedy the failed deliverable and complete User Testing and Implementation before the end of the fiscal year and the drop dead requirement date of January 1; planned and executed a sensitive multi-division post-mortem on the failed and recovered project with overwhelming success. • Interfaced with team members, stakeholders and management to anticipate and manage changes to projects, such as but not limited to, technical requirements, business requirements and schedule; identified and gathered information regarding possible solutions that created additional, different and unique project results. • Established and instituted program level PMO on the business side of a biotech environment with full executive level support and buy-in from department managers.

Government of the District of Columbia, CWITSProgram Manager, Consultant

Dec. 2005 - Aug. 2006• Conducted a full audit and review of City Wide IT Security Program following a large scale budget cut from $12M annually to $2.18M annually with a 50% staffing reduction; based on audit outcome created and implemented PMO including project dashboard, scorecard, and risk mitigation with suggestions for budget cuts, staff retention strategies, and contracts negotiations. • Project management oversight for 10 simultaneous City Wide IT and Security projects including project ramp up, scheduling, reporting, work breakdown structures, and project close-out. • Created the District of Columbia Information Security Emergency Response Plan for a pandemic or terror event and delivered it to The Chief Technology Officer and The Mayor of the District of Columbia. • Responsible for $10M annual operations budget tracking and forecasting to executive level, up to and including the Mayor of the District of Columbia.

ApptisSenior Project Manager

May. 2005 - Sep. 2005• Creation and delivery of software quality assurance process engineering system for future process administration. • Information Services Management (ISM) committee chairman. • Creation, integration, and training of project risk management and metrics using Six Sigma methodologies to assist client in adhering to standard project methodologies on the business side, where software project methodologies did not necessarily mesh well with corporate goals. • Invited to write and teach corporate wide MS Project classes to software developers and testers to adhere to new corporate PMO polices that were newly instituted.

APCO WorldwideProject Manager, Consultant

Nov. 2004 - May. 2005• Technology Lead for $14M PR campaign in charge of Web Development Management; 24 hour on-call CMS, HTML, and web development for time critical media releases and site updates. • Identified and resolved matters of significance impacting the productivity of several large, complex, global programs, and oversaw and implemented changes and adjusted as appropriate for 8 simultaneous projects. • Monitored spending for adherence to budget, recommended variances as necessary; balanced program/project resources (people, budget, and material, time) to optimize program objectives.

Ogilvy Public RelationsProject Manager, Consultant

Oct. 2004 - Nov. 2004• Delivered full project recovery where expectation was for significant customer dissatisfaction with a positive ROI for the project despite a severe delay in progress by using out of the box thinking and client relationship management. • Guided team through all stages of development, testing, implementation, and delivery while maintaining a positive relationship with both internal and external clients. • Delivered project on time, on budget, and with 100% customer satisfaction, as well as securing future web site expansion contract.

Lockheed Martin - TSS/ISRP IRS ContractProject Manager, Consultant

Oct. 2003 - Jun. 2004• Metric and Risk documentation/profiling for software to integrate the business side and software development side of the contract team. • Baseline inventory of all hardware, software, and licenses for 16 facilities across the US totaling $10M. • Data warehousing initiative for all inventory projects to upgrade the current inventory system to reduce losses and cost overages.