Doug Taylor - Director of Technology, Humana

Feedback from Doug’s ex-colleagues

Let me see

Keep in touch with meI'm using Intch to connect with new people. Use this link to open chat with me via Intch app

Work Background

HumanaLead, Technology and Cybersecurity Risk

Jul. 2022United States

HumanaEnterprise Transformation Lead

Jun. 2021 - Jul. 2022Miami-Fort Lauderdale Area- Led implementation of Humana’s Customer-Centric Operating Model, resulting in a 15% increase in customer satisfaction within the first year - Recruit, train and coach cross functional agile delivery teams - Define metrics and coach to reduce lead time by at least 20% year over year - Create and execute holistic action plan to scale and mature program, including development of all key roles (Journey Leader, Product Owner, Scrum Master, Change Lead)

Fannie MaeConsulting Director

Oct. 2017 - Jun. 2021Dallas/Fort Worth Area- Oversee efficient management of cross-functional teams and implementation of industry best practices while maintaining P&L accountability of assigned departmental budgets - Guide Consulting teams in end-to-end lean transformation of technology and business units from diagnostic to business impact realization - Utilized value stream mapping, precise control, and effective governance of resultant work implementation while executing a large-scale improvement initiative, achieving savings of $24MM and 1,500 man-hours in five months - Refined processes to align with Enterprise changes, coached senior executives in developing a lean-thinking organization, and mentored Change Agents in all aspects of problem-solving, analytical thinking, data rationalization, and shift-left mindset

Southern Methodist UniversityAdvisory Council Member - Digital Accelerator

Nov. 2016 - Apr. 2018Dallas/Fort Worth Area- Appointed to provide coaching and mentorship to diverse and highly networked top executives by developing a roadmap through eight intensive modules to streamline project implementation at specific firms - Worked with council members to preserve and enhance varsity’s reputation and service standards through ongoing enhancement of credit and non-credit offerings to the business community - Organized classroom visits, forums, and conferences to upskill the capability and talent of SMU faculties and students

Fannie MaeManager, Project Management - Change and Transformation Office

Mar. 2015 - Oct. 2017Dallas/Fort Worth Area- Championed the migration of project teams from Waterfall to Agile practices with responsibility for defining best practices, LOEs, schedules, SOWs, and communication/contractor management plans via full capitalization of talent, capacity, and processes - Presented progression reports of the entire portfolio and best practices during executive leadership meetings and annual risk summits - Led 75 Technology, Business, and Consultant professionals to successfully implement a $30MM software (Loan Quality Connect), in addition to coordinating Ernst & Young Customer Design and Implementation teams in the Single-Family business unit, including Go-to-Market efforts

Fannie MaeProgram Manager

Dec. 2012 - Mar. 2015dallas/fort worth area- Led daily workflow meetings and prioritized the allocation of resources to meet project schedules for developing sophisticated $50-100MM technical applications. - Acted as subject matter expert in all technical issues and mentored staff in FNMA project management methodology. - Defined KPI metrics to measure team performance and drove ongoing improvements and automation to streamline processes. - I was instrumental in producing prompt thorough executive management updates regarding significant trends, findings, and issues always offering high-level counter-plan recommendations.

Equator, LLCManager, PMO

Jan. 2010 - Dec. 2012Plano, TXManaged product portfolio relationships with clients, including Bank of America, Capital One, Fannie Mae, Wells Fargo, and Chase with responsibility for overseeing site configurations, launch preparation, and post-implementation support. Key Achievements:  Utilized analytics to identify and minimize financial/scheduling risks, streamlined time-to-market processes to minimize remediation percentages, developed staffing forecasts, and facilitated QA/Production operational support.  Produced detailed assessments and reports, led Project Managers in optimizing delegation of work and resources to achieve satisfactory financial/scheduling results, and integrated robust governance controls on workflow improvements, SDLC procedures, compliance, and profitability.

KlopotekKey Account and Project Manager

Jan. 2008 - Dec. 2010Parsippany, NJFormulated innovative sales and technology strategies to increase client base/penetration in European and US markets and documented customer needs to customize system solutions according to specific business and technical objectives targeting to enhance sales. Key Achievements:  Spearheaded all design, user interface, technology integration, and site architecture initiatives, as well as technology development from definition through implementation with oversight on risk assessment and prevention.  Directed strategic plans, ensured execution of projects within set timelines and budgets, presented technology demonstrations to existing/potential clients, and promoted collaborative relationships with partners and third parties to support sustainable growth.

PepsiCoProgram Manager

Jan. 2008 - Dec. 2008Plano, TXDesigned a $45M global IT operating model to define foundations of a new shared-services operating model across the PepsiCo International IT organization. Mobilized a team of 400 personnel to execute IT objectives across Latin America, EMEA, and Asia Pacific regions. Key Achievements:  Consolidated 350+ computer rooms into three Tier-III data centers to ensure disaster recovery, support business transformations, and enable growth through a utility-based computing model.  Standardized data network solutions in 64 countries, replaced 200+ telecom contracts into one interface, and oversaw the migration of 2,500 applications and conversion of 1,300 sites.

CORPTAXProject Manager

Jan. 2007 - Dec. 2008Dallas, TXProject Manager: Directed corporate conversions to CORPTAX services to build revenue. Managed product relationships from contract through implementation for such clients as Caterpillar, Chevron, Gap, Prudential, Hilton, Coca-Cola Enterprises, United Technologies Corporation, ConAgra, and Federal Express. Led business continuity planning to make software accessible to customers in the event of technology outages. Managed and minimized financial and scheduling risks. Allocated personnel resources and oversaw project accounting. · Recruited to create, staff, and implement the enterprise’s Project Management methodology, in order to support initiatives that would accelerate sales, reduce costs, streamline operations, and improve communication between the company and the clients it serves. · Introduced Microsoft Enterprise Project Management 2007 and Sharepoint Server with Microsoft CRM integration.

Thomson CorporationIT Operations Manager

Jan. 2001 - Dec. 2007Fort Worth, TXIT Operations Manager (2005–2007): Designed and executed business continuity plans across all Thomson Tax and Accounting (TTA) locations. Introduced new systems to support content management and Web publishing, as well as sales portals and online customer self-service. Performed technology due diligence and integrated foreign and domestic corporate acquisitions into the TTA IT business model, inclusive of infrastructure planning. Forged and fostered relationships with acquired companies. Managed the corporate help desk and call center. · Led the implementation and integration of the TTA order-to-cash system (Unison Publishing System) with Siebel CRM, SAP fulfillment, and Microsoft Access departmental databases. · Contracted with vendor for a $12 million custom order-to-cash system integration. · Upgraded the time-management system. · Drove Sarbanes-Oxley compliance, leading to the successful completion of biannual audits by Ernst & Young and PricewaterhouseCoopers. Enterprise Business Systems Manager (2003–2005): Led the Unison Publishing System development team. Executed an 11-month comprehensive upgrade to the Unison system, yielding complete ROI in less than 1 year. · Reduced production system bugs 90% by instituting safeguarding measures for code promotion. · Served as officer for the Global Pubs User Group, representing all users of the Unison Publishing System. Project Manager (2001–2003): Utilized PMI models to introduce and implement formal project management, IT risk management, configuration management, change management, and vendor technical reviews. · Improved project chartering, tracking, reporting, quality inspections, testing, and software maintenance processes. · Contributed to the team that acquired and managed Accountants Media Group, publishers of trade periodicals Accounting Today, Practical Accountant, and Accounting Technology. · Rolled out Microsoft Project Server 2003.

Wyndham WorldwideProject Manager

Jan. 1999 - Dec. 2001Dallas, TXProject Manager: Served as communication liaison between the corporate IT department, business organization, and hotel field employees. Led the management, budget administration, scheduling, reporting, and analysis of key initiatives. · Saved $6.5 million by researching and implementing a Web-based application that utilized the Internet to train hotel personnel on all new software installations. · Built and deployed Wyndham ByRequest, the Web-based frequent-guest application that was the cornerstone of Wyndham's 2001 national marketing and IT development drive. Wyndham ByRequest continues to operate and runs on Sun hardware with an Oracle database, incorporating WebLogic, BigIP, JSP, and BEA Systems programming solutions. · Introduced a Web booking engine that allows guests to book rooms through Wyndham systems instead of going through a third-party interface. · Installed Wayport high-speed Internet access in every guest room, as well as wireless access in every lobby and meeting room and in the corporate office. · Upgraded WAN lines to every property and added a 2-line phone to every guest room. · Elevated enterprise communication and improved employee satisfaction and retention rates by installing a PC / Internet-based link between the corporate Human Resources department and individual hotel properties.

IMI Systems (GTE)Project Manager

Jan. 1997 - Dec. 1999Grapevine, TXDeveloped and maintained for GTE Corporation a $5.1 million Y2K testing program, inclusive of project plans, audit guidelines, a testing handbook, and user and management sign-off interviews. Supervised a team of 25 testers, developers, database analysts, and auditors. Scheduled and executed the remediation and reintroduction of software solutions that affected more than 50K users.