William (Bill) Grady
Chandler, AZ 85225 480-694-2633 firstname.lastname@example.org
S OFTW ARE D EVELOPMENT L E ADER
Collaborative IT executive with a proven record of achievement leading software development teams to deliver
results well beyond expectations. Strategic problem-solver with ability to work across all levels of an organization.
Consistently motivates teams to deliver high-profile, multi-million dollar IT initiatives that enable revenue and profit
growth. Global business perspective developed through experience with diverse business environments at
Fortune 100 organizations. Led globally distributed teams of 74 direct staff and 242 matrixed staff, including
outsourcing to multiple off-shore vendors. Managed project budgets to $53 million.
Areas of expertise:
Software Development & Project Management Team Building, Mentoring & Leadership
Process Improvement & Change Management Mergers & Acquisitions
Strategic Business & Technology Planning Enterprise Resource Planning (ERP)
IT Outsourcing Service-Oriented Architecture (SOA)
P ROFESSION AL E XPERIENCE
American Express (Contractor) Nov 2011 - Present
IT Management Consultant Phoenix, AZ
Providing IT management expertise to American Express, a Fortune 100 company and the fifth largest financial
services company in the U.S. American Express provides innovative payment, travel and expense management
solutions for individuals and businesses of all sizes.
Directing projects to migrate 300+ applications and all related infrastructure across the country to a new data
center. Managing multiple initiatives to upgrade application infrastructure prior to migrations. Providing
negotiation expertise with storage and networking partners to achieve success on critical initiatives.
Wells Fargo (Contractor) Feb 2010 - Aug 2011
IT Management Consultant Scottsdale, AZ
Wells Fargo, a Fortune 25 company, is the third largest U.S. financial services company.
Fulfilled a senior IT management role to provide leadership and strategic direction to complete the largest
financial merger in history with Wachovia Bank. Managed the business requirements analysis and the strategic
solution definition to meet the needs of the legal, corporate records and corporate risk departments. Established
the data preservation and collection strategies for the new Enterprise Messaging organization.
Directed $2 million+ of software development (.NET / C# / Agile) and infrastructure projects to enable eDiscovery
(electronic discovery for legal matters) and enact corporate data retention policies across the Enterprise
Sabbatical Nov 2008 – Nov 2009
Family Leave Chandler, AZ
One year sabbatical during which I took care of an ill family member, advanced hobby passions and volunteered
with a local non-profit organization.
DHL Worldwide Express April 2002 – Nov 2008
Multiple Positions Scottsdale, AZ
DHL, a $75 billion company, is the world leader in supply chain & logistics services and the 6 largest employer.
Director (Sub-Domain Leader), IT Professional Services (August 2005 – Nov 2008)
Overall responsibility for the IT strategy, delivery and operations to support a $3B business division. Directed a
team comprised of the software development, program management office (PMO) and IT infrastructure staff.
Financial and performance management for IT support and operation of solutions.
Directed the software development of high-volume, global internet sites to support the tracking of shipments and
B2B portals supporting $1 billion+ in annual revenue.
William Grady Page 2
Forged partnerships with business leadership teams to define IT strategy and address new market opportunities.
Provided leadership while delivering a portfolio of customer-facing internet and internal IT solutions.
Drove organizational change management programs to reduce software defects, reduce software development
time and integrate disparate technologies arising from recent company acquisitions.
Improved department financials by reducing costs, improving resource forecasting, increasing availability of
resources and improving the accuracy of project billing.
Directed the development of a new Java / WebSphere version of DHL’s global, high-volume (million+
hits/day) web site for tracking all DHL shipments.
Directed the development of multiple Java / WebLogic B2B web portals for the supply chain division,
supporting $1 billion+ of revenue per year.
Increased annual project delivery by $8 million and decreased costs by $3 million.
Reduced annual IT operational costs by 12% through application portfolio management and infrastructure
Achieved CMMI-3 certification in 2007 by leading process education, improvement and audits.
Group Manager, Software Engineering (April 2002- August 2005)
Set department goals, planned & managed budgets up to $53 million and directed all phases of the software
development lifecycle (SDLC). Provided analysis, architecture, software development and quality assurance
leadership across multiple technologies in the areas of billing, ERP, SAP, supply chain and EDI. Led first
company JAVA/J2EE initiative to implement a global SOA. Guided team to deliver solutions in the UNIX, Linux,
mainframe, .NET and Windows environments utilizing Java, Websphere, WebLogic, C/C++, COBOL, Oracle,
Informix 4GL, VB and ASP. Experienced managing teams using waterfall, RUP and Agile methodologies.
Provided leadership to implement regional outsourcing model with off-shore vendors. Key leader in critical
initiatives including global IT re-organization, global process definition, corporate mergers and the acquisition of
Airborne Express, Inc. Partnered with business unit executives to develop new IT strategy.
Instrumental in the consolidation of North, Central and South America’s IT organizations into a new America’s
Data Center. Planned and implemented the consolidation of my group’s staff, resources and applications.
Established department from inception through operation in four months, while adding 32 additional staff.
Leader on Regional Process Group team, defining and implementing a global process for the development and
operation of all IT products. Authored and implemented project management and software development
processes. Refined processes and measured process improvement using KPI’s to achieve CMM certifications.
Improved annual customer satisfaction scores 37% through communication and process improvement.
Delivered 94% of software releases on time and on target in 2003. Exceeded organizational level of 78%.
Reduced development expense by 15% while increasing capitalization of software products.
Achieved CMM-3 certification in 2003. Led teams in passing 2 additional CMM-3 audits in 2004-2005 to
maintain accreditation, by ensuring that teams learned new DHL processes rapidly and followed guidelines.
Selected by CIO to represent Software Engineering on corporate Mergers & Acquisitions panel,
achieving zero loss of product knowledge and 68% acceptance of employment offers during transfer period.
Achieved highest employee retention rate among five Software Engineering groups.
William Grady Page 3
IBM / Informix Software Jan 1996 - Dec 2001
Multiple Positions Phoenix, AZ
IBM purchased Informix in July, 2001. Informix was a market leader in database software.
Director, National Solution Architecture (Jan 2001 – Dec 2001)
Built and provided leadership to a new, national team to oversee the design and implementation of software for
clients, architect technical service offerings, qualify new business opportunities and author responses to RFP’s.
Provided on-site direction and over-sight to consulting teams. Developed partnerships with new clients and
enhanced partnerships with existing clients. Negotiated contracts for major accounts.
Senior Manager, Business Development (Jan 2000 – Dec 2000)
Promoted to this position with the challenge to increase the sales of services in Western U.S. region. Mentored
sales team to use a solution sale approach and built a multi-million dollar pipeline of new business.
Managed business relationships with clients and implemented action plans to fulfill client needs for consulting,
training and support services. Interacted with client executives to provide expertise, ensure client satisfaction and
ensure the delivery of high quality results.
Project Manager (Jan 1996 – Dec 1999)
Engagement manager to teams of 30+ staff for full-lifecycle software development projects at client sites.
Achieved high-level of customer satisfaction for projects in the customer service, telecommunications, retail,
government, finance and e-commerce sectors. Directed the development of multiple, high-volume transaction
systems for several telecom companies. Developed solution architecture for projects. Key technical advisor to
Delivered the Solution Sale of $2,000,000+ of projects in 2001.
Increased RFP responses by 50% over 6-month period in 2001.
Achieved 108% of sales quota in 2000 by implementing a multi-pronged plan to grow business.
Successfully directed 4 multimillion-dollar projects and numerous smaller projects at client sites (1996-
Early Professional Experience – Florida / New Jersey / Colorado 1986 - 2001
Company Position Dates
Fortune 500 Client Companies IT Management Consultant 1993 - 1995
Custom Software & Consulting Services, Inc Vice President 1992 - 1993
Cincinnati Bell Information Systems, Inc. Project Manager & Developer 1991 - 1992
AT&T, Inc. Project Manager,Senior Analyst, SW Developer 1987 - 1991
Computer Convenience Programmer / Analyst 1986 - 1987
E DUC ATIO N & T RAI NING
Bachelor of Science in Computer Science, Purdue University, West Lafayette, IN, 1986
Certificate in Global Business Leadership Program – Thunderbird Executive Education, 2007
Leadership Enrichment & Development
Accelerating Change & Transition
Finance for Leaders
ITIL Service Management
PRINCE2 Foundation and Practitioner Certification (European Project Management)
Member, Project Management Institute (PMI) – PMP in process