| Contact Info |
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Sean Davis 4335 Niagara Lane N Plymouth, MN 55446
612-804-1294 cell
seandavis.mn@gmail.com LinkedIn
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| Professional Profile |
- 26+ years in brokerage/banking, tax, health care, consulting, military, and manufacturing industries.
- 18+ years of project experience as Program Manager, Product Manager, Project Manager, and Senior Business Analyst.
- 18+ years of software development and application lifecycle experience.
- Stanford Graduate School of Business Executive Education – Customer Experience and Innovation
- M.B.A. from the Carlson School at the U of M, focusing on Finance and Information Systems & Technology.
- Worked on a wide range of projects from very large projects in Fortune 10 corporations to enterprise wide projects in medium sized firms to focused assignments at local businesses.
- Led multiple teams including direct report FTEs providing production support, contractors building/enhancing processes in dev/test/stage environments, and a project team of business and technology resources.
- Partnered with leaders to define business opportunities, presented proposals to leaders for approval, and communicated decisions and tactical project plans to all stakeholders.
- Vast experience in creating all types of project documentation including project charter and plan, high level business needs and medium level requirements, low level design specifications, use cases, test cases, and implementation checkout lists.
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| Technology Profile |
- 26+ years of Excel, Access, and VBA.
- 17+ years of lifecycle application experience.
- 20+ years of SQL experience including real-time production, data warehouse and advanced SQL training.
- 20+ years of VB.net, C#, ASP.net, and Reporting Services. This site and Olympic are written in C#. YellowStone (the desktop version) is written in VB.NET.
- Converted ASP.Net website running on IIS and SQL Database to Windows Azure (cloud)
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| RSM LLP |
| Project: IRS Offshore Compliance |
Senior Business Analyst |
November 2022 – Present |
- Consulted with business partners to document their policies and procedures from beginning (signed client contract) to end (offshore access) and including compliance oversight via reconciliation reporting.
- Partnered closely with project owner to work through high priority needs for the project and short term builds critical for business to tackle current challenges/opportunities.
- Validated new manual processes including a newly built work flow system, outputs from new bots that triggered business activities, and reporting/dashboards for managers and leaders.
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| Project: National Pricing Project |
Senior Business Analyst |
March 2021 – Present |
- Moderated between senior leaders to develop a standard national pricing approach implementing new pricing models.
- Facilitate and guide 6 projects working on various aspects of build a new national pricing framework.
- Collaborate with other projects and teams to determine what are their pricing needs and formulas and how will that fit into the larger effort. Brainstormed with a number of leaders to develop workflows and efficiencies to a new pricing tool.
- Designed and developed proof of concept pilot to verify how business needs from various sources will all work together in one application. Validated proof of concept with pricing leaders to quickly gain best practices and lessons learned.
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| Grain Consulting |
| Project: Brown and Toland Patient Call Campaign |
Senior Technology Consultant |
July 2020 – March 2021 |
- Built tables to identify, track and manage data imported into DB, record data exported from DB, and handle manually edited data/transactions with full audit log.
- Built stored procedure to automate standardizing names and numbers, identifying of new/dropped members, handling of Do Not Call lists, duplicates, grouping of households for 1 call optimization, and tracking prior uploads/calls.
- Designed architecture of system to enable multiple phone call campaigns
- Generated queries to find exception issues with free form name fields changing values between files, patients who changed phone numbers, possible issues with double uploaded patients, and manually created records in final calling platform.
- Created queries to match patient records from multiple files leveraging alias names and multiple phone numbers.
- Wrote queries to track and manage new/dropped patients and patients that needed to be reviewed/removed manually.
- Constructed queries to create custom output files of patients to be uploaded into outbound calling platform.
- Developed forms UI for users to navigate, manage, report on, and manually edit data for the needed processes.
- Developed weekly and monthly management reports to summarize and track processes and final results to goals.
- Developed Azure Logic Apps to run stored procedures per required time schedules including emails upon completion.
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| Optum, Inc. |
| Operations Enablement |
Director |
Aug 2018 – May 2020 |
- Partnered with business peers on a daily basis to understand division needs and support ideas, prototypes, pilot programs, and opportunities within production processes. Facilitated leadership discussions, corralled leaders to a clear and concise approval and communicated decisions, priorities and schedules to teams and business.
- Put together proposals and escalations to senior leadership on road blocks and fire drills from project and operations teams.
- Continued growing Retrospective Chart Review, Submission, Tracking and Remediation application achieving 513% growth over 16-month period.
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| Project: Implement Project Frameworks |
- Directed Jira implementation for business partners and multiple teams for ticket management, prioritization, organization, and scheduling. Balanced Jira Admin configuration capabilities and project team’s needs and flexibilities to determine best value add for Jira to be implemented. Adopted both Scrum and Kanban boards depending on needs of the project and teams. Leveraged secondary tool to track/pivot customized and focused burn-down rates.
- Conducted multiple teams TFS implementation for source control and tracking changes.
- Thoroughly managed code proposals and code reviews from vendor SQL/application development team.
- Facilitated small team to develop coding and documentation standards for multiple teams to abide by.
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| Project: Build EQMS 2.0 application |
- Oversaw building of custom application by third party vendor interfacing with upstream and downstream existing systems.
- Took ownership of application and made further enhancements needed due to fast-paced environment. Improved aesthetics, built in messaging informing user how long and what step is running, and organized configuration options.
- Dramatically improved rollout time line from 6 weeks of putting a new version in the company app store to 6 minutes by changing the code framework to be a DLL file and allowing users to download DLL files in real time.
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| Project: “Deletes 2.0” Alternate Submission Method (ASM) Application Build |
- Led research into deletes due to numerous fire drills and determined a completely new build is needed.
- Obtained requirements from business, facilitated conversations for completely new approach, developed the first phase application, worked with business to convert legacy data over, and roll out new application into production.
- Guided business team to new approach that fully tracked all records, had audit logs, reconciliation and exception reports.
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| Project: Outbound and Inbound Call Campaign |
- Rapid application development allowed call campaign growth to start from a 1 pilot effort to 23 call campaigns over a 2-year period even though EQMS was not initially built to deliver/manage call campaign support.
- Joined Tableau to call campaign data to provide multiple productivity reports to management.
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| Project: Member Build 2.0 |
- Driver of Member rebuild to have a formalized member global identifier, a central source of all member data linked by the identifier, and a specific view to manage members from a submission perspective.
- Produced a way for business to combine member global identifiers together when source data was fragmented.
- Explored future member tracking needs: A simplified view of the member; A concrete way to track clinic names.
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| Operations Enablement |
Associate Director |
Nov 2016 – Aug 2018 |
- Partnered with business peers on a daily basis to understand division needs and support ideas, prototypes, pilot programs, and opportunities within production processes. Facilitated leadership approval and communicated decisions, priorities and schedules to teams and business.
- Hired, trained and managed team to deliver operational processing, develop and improve upon SQL backend processing, develop front-end UI capabilities and processes, and implement Tableau to build manager reports.
- Led Agile development environment focused on delivering priority portions to business in short development phases so the business can deliver value add services as fast as possible.
- Supervised and guided code proposals and code reviews from SQL development team.
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| Project: New EQMS 1.0 |
- Managed a $4.5 million vendor program with 8 projects underneath it. Program scope was to provide end to end tracking for ASM records from initial creation, error identification and resolution, to final submission to Medicare Advantage.
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| Project: Chart Review |
- Led development effort to build out Retrospective Chart Review into a repeatable, scalable, and clear process. Balanced need for speed and cost effective UI with business needs of a flexible yet stable tool. Built UI tool in Excel with SQL back end giving the user a familiar UI that they know and can leverage on day 1 for filtering, sorting, and researching.
- Lead system architect to completely overhaul chart review tracking program. Rebuilt DB back end to allow more flexibility and source data. Restructured front end allowing the user more options and cleaner UI.
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| Operations |
Senior Program Support Manager |
Sep 2014 – Nov 2016 |
- Managed 2 teams: Operations Manager and team of 6 performing daily corrections and weekly submissions of ASM records. Second team of 6 split into smaller efforts such as reconciliation and processing or chart review data.
- Led Agile development environment focused on delivering priority portions to business in short development phases so the business can deliver value add services as fast as possible.
- Hired, trained, and managed teams in collaborative work environment to tackle ever evolving business needs.
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| Project: Rapid Application Development built new “Adds 1.0” Alternate Submission Method (ASM) Application |
- Built a dynamic/reusable/flexible UI interface that can be used for multiple projects and a wide range of capabilities including the projects needs of recording fixes, free form notes, submitter demographics, and systematic data captures.
- Application allowed users to import in new records, merge with existing tracked records, make corrections, and build files for submissions. Application also de-duped records and prioritized records in work queues.
- Application had 100% adoption at implementation and legacy process was fully retired.
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| Project: “Deletes 1.0” Alternate Submission Method (ASM) Application Build |
- Designed and built, and tested small, focused application to handle small but very sensitive deletes submission process.
- All records were tracked from import to file creation with full audit trail throughout.
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| Project: Single Source Build (Members, Providers, Claims, Industry Codes) |
- Consolidate numerous sources into single source tables that track the current/accurate data with audit trail back to source.
- Provide users pages to view/filter/sort data. Pages were able to be leveraged when researching corrections for submissions.
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| Project Consulting Group for Ameriprise Financial, Inc. |
| Enterprise Money Movement platform |
Senior Business Analyst |
April 2014 to September 2014 |
- Worked to organize requirements for in progress phases that were in red status. These requirements were to be used as foundational requirements for subsequent phases to further expand capabilities on the platform.
- Lead tester on multiple phases of front end system and rules engine with an extremely high paced schedule.
- Researched findings and issues uncovered during testing and communicated between the Product group, Program and Project Managers, Business Analysts, On-shore Testers, and the vendor.
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| Enhance Client Site to Trade Complex Options |
Senior Business Analyst |
January 2014 to October 2014 |
- Methodically designed business requirements and system rules for complex option trading situations matched to complex holdings.
- Detailed out all business/client trading and holding combinations and cross mapped them to all system rules and functions to ensure no gaps or risks exist specific to the project deliverable for the client or firm.
- Brainstormed and explored possible solutions with vendor for extremely complex trading and holding use cases.
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| Project Consulting Group for Optum, Inc. |
| Medium Size Initiatives |
Senior Business Analyst |
August 2012 to March 2014 |
- Excluded Provider enhancement project: Obtained multiple data sources including internal department database, multiple source systems, government, and third party vendor data to consolidate and reconcile over 100,000 free form text records. Established the best way to manage multiple data sources with free form data changing monthly.
- CMS Chart Audit: Designed and built application to manage chart pulls for CMS audit efforts. This involved building normalized tables architecture for store-in-one-place-approach, a customized user interface, and a management dashboard.
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| Attorney / Client Privileged project |
Senior Business Analyst |
April 2012 to March 2014 |
- Balanced business needs, technology resources, regulatory requirements and time considerations to define project scope.
- Collaborated with management, system users, and technology to enhance system capabilities across multiple platforms.
- Wrote business requirements, reviewed test cases and results, and provided opinion on decision to implement.
- Built SQL systems to supplement mainframe processes and to provide data for financial impact analysis.
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| Project Consulting Group for Ameriprise Financial, Inc. |
| Client Integration Site Phase 3.0 |
Project Consultant and Senior Business Analyst |
May 2011 to March 2012 |
- Resuscitated previously failed project that had languished for months by reviewing prior project materials, consolidating information into concise documents and writing clear user and business requirements.
- Took ownership over commission enhancements for new client web site. Reviewed existing system capabilities, confirmed desired business needs and wrote requirements for necessary system changes. Completely ran all commission testing and thoroughly validated commission calculations for the new client site and existing system advisor placed trades.
- Contributed hundreds of functional user test cases for new client web site for trading securities. Executed hundreds of test cases, investigated numerous ad-hoc, specialized situations, and documented dozens of defects.
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| Fulcrum Consulting LLC for Ingenix (Optum, Inc.) |
| Mutiple Data Warehouse Projects |
Project Manager and Senior Business System Analyst |
September 2010 to May 2011 |
- Lead multiple BAs to define requirements, build functional specifications, and complete project audit needs. Facilitated projects through their life cycles by driving tasks, influencing technology solutions, and meeting milestone dates.
- Fully analyzed major project needs of aggregating over 1.3 billion rows into 200 million summation rows. Compiled requirements and functional specs, worked with offshore on technical design, and educated customer on end product.
- Took over two separate projects from separate areas and from separate Business Analysts that were in red status and failing horribly. Turned them around, stayed on schedule and met initial high level needs.
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| Project Consulting Group for Ameriprise Financial, Inc. |
| H&R Block Financial Advisors Integration Project Phase 2.5 - Trading Dollars |
Project Leader and Senior Business Analyst |
May 2010 to January 2011 |
- As Lead BA on the Trading Dollars project, coordinated with senior management, compliance, and the vendor to figure out the best approach to build a centralized calculation factoring numerous inputs and generating multiple outputs.
- Guided senior management and the vendor to make significant compliance changes and still meet original deadlines.
- Facilitated writing and running test cases for a second BondDesk implementation, this time connecting to the Beta system.
- Determined the exact errors to the commission calculations impacting production. Implemented appropriate and efficient resolutions on time and under budget.
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| H&R Block Financial Advisors Integration Project Phase 2.0 - Advisor Certification |
Project Leader and Senior Business Analyst |
October 2009 to May 2010 |
- Brought on to be the lead BA for the Advisor Certification project after the project was stopped and placed in red status. Within 2 months, I achieved green status for the project and returned it back to being under budget.
- Successfully implemented Advisor Certification project on time and with no defects.
- Acquired UniT project four weeks prior to implementation and, as sole business analyst, managed it to completion.
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| H&R Block Financial Advisors Integration Project Phase 1.0 - Commissions |
Project Leader and Senior Business Analyst |
July 2009 to October 2009 |
- Took over Financial Advisor Commission Calculation change project mid-stream and ensured all parties understood exactly what the business needed and the vendor delivered the precise calculations requested.
- Conceived and built a calculator that computed over 700 commission calculations. The calculator matched the calculations on two mainframes and one web site for two product types and accounted for staggered implementations.
- Implemented multiple commission schedule changes with a 100% success rate and 0 defects found after implementation.
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| Seligman Conversion Project |
Senior Business Analyst |
May 2009 to July 2009 |
- Took sole responsibility to organize and verify multiple pieces of information pertaining to the investment performance conversion and combined them into one specially created document.
- Individually created and assured the successful implementation of a new Access database to capture investment performance information and calculate weighted and cumulative investment returns.
- Analyzed and converted historical data from disparate sources with vastly different data definitions into one repository.
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| Weatherly Consulting, Inc. for Wells Fargo & Company |
| Informa Implementation Project |
Senior Business Analyst |
July 2008 to January 2009 |
- Identified conflicts and gaps between Wells Fargo needs and vendor capabilities and proposed resolutions to business line directors and vendor representatives. Wrote business requirement documentation specifying necessary changes to both business procedures and the vendor’s software.
- Authored use cases detailing all steps in critical scenarios used for business review and building test cases.
- Researched impacts to current processes and downstream systems from vendor provided configuration options. Worked with the business line to determine the best suited configuration.
- Partnered with the Technology Group to query, validate and transmit mainframe client data to vendor.
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| Compliance Audit Project |
Project Manager and Senior Business Analyst |
April 2008 to July 2008 |
- Independently audited a trading compliance system to verify trading rules and restrictions which were based on client composition, portfolio valuations, and security elements. Collaborated with the business line to completely review all trading rules and restrictions. Corrected all deficiencies resulting in all rules passing secondary audits.
- Examined a multiple database environment, determined which databases were critical, and documented those databases.
- Proposed and developed a database to capture and report broad client metrics based on comparative valuations.
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| QSI, Inc. for Piper Jaffray Companies |
| BETA to BroadRidge Conversion Project |
Senior Business Analyst |
July 2007 to October 2007 |
- Created and ran automated programs to correct data improperly converted by the main BroadRidge conversion process.
- Developed secondary ad hoc programs to convert data that the main BroadRidge conversion process did not capture.
- Re-engineered a new account opening process that reduced error rates and eliminated double entry into multiple systems for the field. The process created the account and generated required paperwork for client signature.
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| Weatherly Consulting, Inc. for Ameriprise Financial, Inc. |
| BondDesk Implementation Project |
Senior Business Analyst |
April 2007 to April 2008 |
- Received Chairman’s Award for Excellence
- Independently managed work stream to update security master information with daily vendor files. Work stream was successfully implemented on time and within budget.
- Expanded margin formulas to include fixed income orders, executions, and cancellations. Final margin formulas used 92 data elements including bond factors and TIPS index ratios.
- Designed and used a program to analyze 30 commission grids to ensure commission calculations were 100% accurate.
- Wrote over 500 test scripts to thoroughly test user interfaces, back end systems, business rules, work flows, user access entitlements, and routing of transactions.
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| Redesign Field Supervision Workflows Project |
Senior Business Analyst |
February 2007 to April 2007 |
- Partnered with Field Supervision Director and Risk Management Manager to review and redesign field supervision workflows due to revision of the financial planning service.
- Facilitated discussions and reactions from a focus group of selected nation-wide field supervisors on the enhanced financial planning service, potential risks and challenges, and the necessary updated procedures.
- Independently documented supervision process flows and tasks in the ‘as is’ and ‘to be’ worlds through use cases.
- Produced training binders that consolidated the training presentation, guides to new reports, best practice procedures to supervising the new service, sample cases for hands on practice, and samples of all new forms.
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| Project to revise the financial planning product and processes |
Senior Business Analyst |
August 2006 to January 2007 |
- Worked with business line Directors to understand and document high and medium level needs. Partnered with subject matter experts and business owners from impacted areas to document system and business requirements.
- Coordinated with other projects within the financial planning service redesign program on cross-commits, dependencies, and educated those projects on the new service architecture, known system impacts and downstream effects.
- Collaborated with Legal and Compliance to update the ADV (a firm level filing with the SEC registering).
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| Piper Jaffray Companies |
| SHERPA 1.2 Project |
Systems Architect, Project Manager, Senior Business Analyst, Developer, and DBA |
June 2002 to August 2006 |
- Responsible for strengthening the architecture and growing SHERPA to new areas of the firm including equity trade support, fixed income financial analysis, and compliance with no additional costs.
- Managed the design and development of 20+ new programs into SHERPA for a total of 250+ standardized programs.
- Transactions increased 182% year over year to 1.8+ million transactions per year with no additional expenditures.
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| SHERPA 1.1 / SPIDER 1.1 Project |
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- Responsible for adding 140+ additional programs into the SHERPA and SPIDER systems. This included presenting proposals to executives and managers, gathering requirements, enhancing the application, testing, and implementing to the Operations Group.
- Significantly decreased overtime and hiring needs by automating ad hoc and new processes resulting from added federal and state regulations, SEC rules, and firm guidelines.
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| SPIDER Project 1.0 |
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- Planned, developed, tested, and implemented a new dynamic, centralized ASP.NET application (SPIDER) using the same logic and SQL database as SHERPA desktop application with no additional monetary expenditures.
- Responsible for converting 30+ existing html web forms to the new centralized ASP.NET application.
- Implemented SPIDER with minimal impact to over 1,500 users and no additional training.
- Structured and optimized SQL database to handle both SHERPA and SPIDER application demands.
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| SHERPA Project 1.0 |
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- Conceived and proposed new .NET application architecture to CTO and Directors to centralize and provide scalability for department databases within the Operations Group. Received approval to develop application internally.
- Authored all requirements and designed user interface, process flows, and data management using best practices.
- Developed SHERPA desktop application to automate processes within 50+ programs under the Operations Group. The application consumed internal web-services, user inputs and integrated with BETA mainframe and internet web-pages.
- Designed and built a SQL 2000 database to support SHERPA. Constructed the database with a central repository for standardized portions of each program and a second portion for specific data needs of each program.
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| Enterprise Data Warehouse Committee member |
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- Represented entire Operations area on the Committee providing guidance for Committee decisions and impacts.
- Facilitated the expansion of the Enterprise Data Warehouse to go with a new mainframe system being implemented.
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| Margin Department |
Options/Credit Trade Analyst |
Semptember 2000 to June 2002 |
- Defined business requirements, developed, tested and implemented a program to analyze 7 margin calculation policies for an account. Program interfaced with mainframe backend system and had capability of 50,000 calculations needed for complex accounts.
- Established various methods to control and monitor exposures from conversion or unknown exposures within mainframe system.
- Worked on conversion of internally developed mainframe system to the BETA systems as a subject matter expert for the department.
- Worked on conversion of the enterprise wide data warehouse due to mainframe conversion. Worked with database architecture and administrators to completely redesign and implement the enterprise data warehouse.
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| Margin Department |
Margin Analyst |
December 1999 to September 2000 |
- Developed processes which reduced the automated debit balance with possible margin processing from 3 hours to 15 min.
- Provided margin analysis and calculations for brokers within a market sensitive timeframe.
- Monitored client related margin activities to ensure compliance with NYSE, NASD, SEC, Federal Reserve, and internal rules, regulations, and policies.
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| US Bank |
| Mutual Fund Processing Department |
Securities Processing Quality Controller |
May 1998 to December 1999 |
- Developed and customized automated spreadsheet for paying income on securities. Reduced processing time from 3 days to 2 hours.
- Consulted on Mutual Fund trading program using Visual Basic and Microsoft SQL Server. Enabled Trading department to coordinate trades and perform duties using same processes.
- Led team of employees in processing both cash and reinvested dividends, long-term and short-term capital gains totaling more than $770 million for 1998. Forecasted and advised management on temporary staffing during seasonal shifts in team’s workload.
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| Burgetts Inc. |
| Small Business |
Financial Analyst/Systems Administrator |
1994 to May 1998 |
- Analyzed and presented profit/performance case studies to management on a weekly basis. Resulted in increased efficiency and profitability by focusing on core competencies.
- Initiated and developed Burgetts’ first web page and email system for all employees, resulting in increased business, enhanced communication and efficiency.
- Upgraded software/hardware for a client/server network leading to an increase in engineering productivity over 100%.
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| 378th Military Intelligence Battalion, Reserve |
| Russian Language Company |
Russian Linguist |
January 1992 to January 1998 |
- Prepared, edited, and supervised classified translations, transcriptions and interpretations in both English and Russian for complex, high level proceedings.
- Prepared non-technical translations into Russian.
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| Education and Licenses |
- M.B.A. focus in Finance and Information Systems and Technology, Carlson School of Management, University of Minnesota, Minneapolis, MN
- B.A. in Economics, Minor in Russian, University of Minnesota, Minneapolis, MN
- Passed Series 7 - General Securities Representative Exam
- Passed Series 4 - Registered Options Principal Exam
- Project Management Professional (PMP)®
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