Matthew Keane is an accomplished IT leader with over 20 years of experience in software development, program management, application support, and operations. He has a proven track record of success in both Fortune 500 companies and start-ups in industries such as gaming, publishing, financial services, manufacturing, and insurance. Keane is skilled at aligning IT strategies to business goals using agile methodologies and has experience defining sourcing strategies to reduce development costs. He holds certifications in Scrum and serves as a transformational leader focused on establishing best practices to achieve business objectives.
The CFO Guide to Data with Deloitte & WorkdayWorkday, Inc.
A recent explosion of data and rapidly evolving tools and techniques for managing it have made it difficult to turn data into value.
View this deck to hear how Deloitte and Workday are helping organizations get a handle on their data, deploying automated, analytics-based planning models, streamlining finance operations, and becoming truly decision ready.
The CFO Guide to Data with Deloitte & WorkdayWorkday, Inc.
A recent explosion of data and rapidly evolving tools and techniques for managing it have made it difficult to turn data into value.
View this deck to hear how Deloitte and Workday are helping organizations get a handle on their data, deploying automated, analytics-based planning models, streamlining finance operations, and becoming truly decision ready.
In depth look at my career and work history focusing on the magnitude and impact of my accomplishments and the complexity of the the positions I've held and the teams I've managed.
An accomplished senior leader with over 25 years’ in progressive leadership roles in Information Technology, the last 15 years have been in executive level positions (VP/SVP/CIO/Consultant). Experience ranges across industries with current in Hospitality.
Owner of Technology Advisory Services, Inc. which provides technology leadership and advisory services in support of delivering the right solutions at the right time using effective right-sized governance practices.
Specialties include Business IT alignment, Governances including Executive Council and Steering Committee, Project Portfolio Management, Change Management, Resource Management, Vendor Management, Financial Management, contracts and agreements, effective communication, leadership and leadership development and talent optimization.
Dawn’s Information Technology Management experience is strong and encompasses all IT domain areas. She views IT as an integrated business and all departments need to operate in unison in support of delivering continuous results. Security, compliance and data protection are always in the forefront, strong talent management is expected and continuous improvement is part of core operations with expected high customer satisfaction results.
Dawn is passionate about helping and guiding organizations to embrace change using innovative approaches that challenges and delivers business results. She is recognized as a steady, trusted leader and partner who fosters and builds deep connections among organizational stakeholders and teams at all levels.
Dawn continuous to challenge herself to become a better version of herself in everything she does and she is grateful for the opportunities she has been privileged to experience through great partnerships. She brings this approach and attitude to every client and delivers expected results and more. She may join a team as a leadership consultant but always leaves as a trusted partner and advocate.
All Hands on Deck: Leveraging IT Relationships to Build ResilienceWorkday, Inc.
When it comes to navigating change, a good relationship between IT and finance is critical. Now, it’s more important than ever.
View this deck with Ventana Research and SMB Group to explore the opportunities available when you adapt to change—building strong relationships, leveraging technology, and improving business across the board.
Advancing Digital Acceleration: Lessons Learned in 2020Workday, Inc.
During the pandemic, financial services firms accelerated their reliance on automation, while an increasingly dispersed workforce was met with an unprecedented volume of digital transactions.
Now, finance leaders are seeking ways to learn from the lessons of 2020 while advancing their digital acceleration efforts in 2021 and beyond.
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
Your Challenge
Infrastructure, by focusing on the reliability, availability, and serviceability of existing platforms, is perceived as a cost center rather than a business enabler.
Business stakeholders look to external vendors, rather than Infrastructure, to exploit emerging technologies. This leads to duplication of effort, inconsistent standards, and ineffective IT governance.
Infrastructure directors are unable to draw a line showing how their activities directly support the overall business goals.
Our Advice
Critical Insight
Think of the roadmap as a service, not a product. Its value is inversely proportional to the time since its last update.
Alignment perception issues can be addressed by having the infrastructure practice formally engage and communicate with business stakeholders.
Shadow IT can provide business-ready initiatives that need only to be tweaked to align with Infrastructure’s internal goals.
Impact and Result
This blueprint will help you build:
A formal channel and way of communicating value bottom-up and top-down between IT and the executive team.
A methodology to prioritize and create projects that generate business value.
A tool that can produce multiple outputs of value for different audiences using the same data.
An ongoing roadmap process, rather than a static document, that is able to adjust and react to evolving business circumstances.
En el caso específico del campo de Humanidades para el bachillerato tecnológico, se ha incluido la asignatura de Literatura. Esto obedece a la necesidad de incorporar en la formación del estudiante el reconocimiento de que el arte es un proceso de construcción personal y social, así como un producto cultural
In depth look at my career and work history focusing on the magnitude and impact of my accomplishments and the complexity of the the positions I've held and the teams I've managed.
An accomplished senior leader with over 25 years’ in progressive leadership roles in Information Technology, the last 15 years have been in executive level positions (VP/SVP/CIO/Consultant). Experience ranges across industries with current in Hospitality.
Owner of Technology Advisory Services, Inc. which provides technology leadership and advisory services in support of delivering the right solutions at the right time using effective right-sized governance practices.
Specialties include Business IT alignment, Governances including Executive Council and Steering Committee, Project Portfolio Management, Change Management, Resource Management, Vendor Management, Financial Management, contracts and agreements, effective communication, leadership and leadership development and talent optimization.
Dawn’s Information Technology Management experience is strong and encompasses all IT domain areas. She views IT as an integrated business and all departments need to operate in unison in support of delivering continuous results. Security, compliance and data protection are always in the forefront, strong talent management is expected and continuous improvement is part of core operations with expected high customer satisfaction results.
Dawn is passionate about helping and guiding organizations to embrace change using innovative approaches that challenges and delivers business results. She is recognized as a steady, trusted leader and partner who fosters and builds deep connections among organizational stakeholders and teams at all levels.
Dawn continuous to challenge herself to become a better version of herself in everything she does and she is grateful for the opportunities she has been privileged to experience through great partnerships. She brings this approach and attitude to every client and delivers expected results and more. She may join a team as a leadership consultant but always leaves as a trusted partner and advocate.
All Hands on Deck: Leveraging IT Relationships to Build ResilienceWorkday, Inc.
When it comes to navigating change, a good relationship between IT and finance is critical. Now, it’s more important than ever.
View this deck with Ventana Research and SMB Group to explore the opportunities available when you adapt to change—building strong relationships, leveraging technology, and improving business across the board.
Advancing Digital Acceleration: Lessons Learned in 2020Workday, Inc.
During the pandemic, financial services firms accelerated their reliance on automation, while an increasingly dispersed workforce was met with an unprecedented volume of digital transactions.
Now, finance leaders are seeking ways to learn from the lessons of 2020 while advancing their digital acceleration efforts in 2021 and beyond.
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
Your Challenge
Infrastructure, by focusing on the reliability, availability, and serviceability of existing platforms, is perceived as a cost center rather than a business enabler.
Business stakeholders look to external vendors, rather than Infrastructure, to exploit emerging technologies. This leads to duplication of effort, inconsistent standards, and ineffective IT governance.
Infrastructure directors are unable to draw a line showing how their activities directly support the overall business goals.
Our Advice
Critical Insight
Think of the roadmap as a service, not a product. Its value is inversely proportional to the time since its last update.
Alignment perception issues can be addressed by having the infrastructure practice formally engage and communicate with business stakeholders.
Shadow IT can provide business-ready initiatives that need only to be tweaked to align with Infrastructure’s internal goals.
Impact and Result
This blueprint will help you build:
A formal channel and way of communicating value bottom-up and top-down between IT and the executive team.
A methodology to prioritize and create projects that generate business value.
A tool that can produce multiple outputs of value for different audiences using the same data.
An ongoing roadmap process, rather than a static document, that is able to adjust and react to evolving business circumstances.
En el caso específico del campo de Humanidades para el bachillerato tecnológico, se ha incluido la asignatura de Literatura. Esto obedece a la necesidad de incorporar en la formación del estudiante el reconocimiento de que el arte es un proceso de construcción personal y social, así como un producto cultural
Making the most of your CREATIVE RESOURCES
Are you looking for...
A more effective creative department?
Suppliers producing better creative work?
More responsive creative services?
Clearer communication of your marketing strategy?
Better briefing to achieve your aims?
An improved bottom line thanks to greater efficiency from your creatives?
Sassafras is the name of our tea group which belongs to International Neighbors in Ann Arbor, Michigan. We are all women who love cooking that we united for the first time to share our favorite recipes, then we decided it to arrange them in a book instead of sending to others by emails (it's not interesting! and a dozen recipes coming with instructions plus photos may overwhelm us). Now, we make it public and hope more wonderful ladies enjoy it. This book is still opened for revision, so if you need to ask things related to the content, feel free to send email to egadioniputri@gmail.com. Thank you for downloading :)
Global, business-focused, strategic Senior Executive. Leads complex business transformations, and drives performance improvements with world-class solution delivery. Skilled in anticipating shifting business needs and proactively adapting IT direction that creates new opportunities and drives business results. Adept at building and leading large teams through complex, enterprise-wide change.
1. Matthew J. Keane
26 Wellesley Way 609-864-5336
MEDFORD, NJ 08055 matthewkeane@comcast.net
Accomplished IT Leader with over 20 years experience in SW Application Development, Program
Management, Application and Production Support, and Operations roles. Brings passion and innovation
using IT to move the business agenda in traditional matrixed organizations and agile teams. Domestic
and international success in Fortune 500 companies and start-ups. Experienced in all facets of IT and
aligning to the business goals and objectives. Demonstrated achievement in diverse environments
including Gaming, Publishing/Media, Financial Services, Manufacturing and Insurance. Excels at
blending technical and business skills to create and implement lasting solutions that support business
goals and strategies. Certified Scrum Master and Product Owner.
Core Competencies:
Agile Product Development eCommerce
Strategic Outsourcing and Vendor Management Portfolio Conversion and Integration
Enterprise Content Management and Data Warehouse Employee Development
Architecture Management (SOA) Strategic Planning
Call Center Management Business Systems and Customer Facing Development
Organizational Development and Process Change Program and Project Management
Technical and Organization Change Global Team Leadership
PROFESSIONAL EXPERIENCE
PlaydayTV Philadelphia, PA
July 2008 – Present
An online game/entertainment start-up via your cable, broadband and mobile providers.
VP of Engineering - Responsible for planning, full lifecycle development, COTS selection and integration,
deployment and maintenance of the nationwide PlaydayTV service. Transformational leader focused on
establishing the architecture, standards, vision and best practices to achieve the company’s goals and objectives.
Responsible for vendor relationship management for all of our key partners from RFI to RFP to contract/pricing to
Statement of Work (SoW) and Service Level Agreements. Directed 6 managers and ~75 employees.
Selected Achievements include:
Defined and implemented Agile Product Development Methodology & Processes
Drove the PlaydayTV program including Product Definition, Game Studio Development, Infrastructure,
Hosting and Back Office spanning Japan, India, Finland and US sites
Established and Implemented PlaydayTV's Sourcing Strategy, which reduced development spend by 35%
Created Preferred Vendor Program and performed internal and external Relationship Management
Delivered PlaydayTV service via interactive builds in 4 months (on schedule and budget)
Established the core back office systems and architecture
CheckFree Investment Services (CIS) Jersey City, NJ October 2007 – May 2008
As part of the Fiserv Group, a $4.5B financial services company, CIS is an industry leading managed account service
provider ($1.8T in assets under management).
Director of Strategy and Development - Responsible for the development and full lifecycle delivery of the EPL
Product and management of technical teams supporting $1.8T in managed funds. A fully engaged leader focused on
establishing the vision and best practices to achieve the company’s goals and objectives. Responsible for vendor
relationship management for all of our key partners from RFI to RFP to contract/pricing to Statement of Work
(SoW) and Service Level Agreements.
Selected Achievements include:
Established and Implemented CheckFree Investment Services Divisional Sourcing Strategy, which reduced
development, spend by 25%
Defined and led the CIS Systems and Delivery Strategy Program (Business and Technical Platforms)
Drove the client migration from the legacy platform to the new EPL
2. Lead and delivered the EPL Product and Team
Elsevier (Reed Elsevier Group) Philadelphia, PA December 2001 – October 2007
A $2B international Scientific, Medical & Technical publishing and Media company.
Vice President – IT Health Science Division - Responsible for all IT functions across the Health Division.
Partnered with business leaders to plan, deliver and manage Web and PDA based, customer-facing applications
supporting Health publishing and e-Commerce. Managed the global teams that delivered new platforms to support
major revenue sources for this Publishing Company. Developed solutions, eliminated obstacles and directed the
process which resulted in on time and below cost delivery which brought in over $250M in revenue.
Selected Achievements include:
Established Agile Development Methodology and Processes providing direct and matrixed management of
complex Web based products.
Established and Implemented Sourcing Strategy, which reduced development, spend by 25% from RFI to
RFP to contract/pricing to Statement of Work (SoW) and Service Level Agreements
Created Preferred Vendor Program and drove consolidation
Established and implemented a strategic technical architecture based on Java, Web Services (Websphere),
SOAP, WSDL and XML.
Drove e-Commerce Program to consolidate on industry leading solution using ATG Dynamo
Reshaped IT organized into a high performing team of 200+ people split across 4 international locations
resulting in 25% reduction of product development cycles.
Delivered $20M of new development and/or enhancements increasing electronic revenue by 15% per year.
ec payments, Inc. Alpharetta, GA September 2000 – November 2001
Equity partner in an electronic payment start up service.
Vice President – CTO - Responsible for planning, delivery and management of all facets of the business and
technical infrastructure to build an e-Commerce based company which supports B to B and B to C initiated
payments, including development, operations, support, and networks.
Selected Achievements include:
Implemented the e-payment platform for large financial institutions - reduced transaction costs by 95%.
Designed the IT organizational model to support a centralized Technology staff to reduce expenses
involved in out of state travel, lodging and other related costs. This resulted in savings exceeding $100K
per year.
FirstUSA Bank, A BankOne Company Wilmington, DE January 1997 – September 2000
Industry leading credit card issuer ($65B receivables)
Senior Vice President - Card Member Services-Hotline Marketing-Corporate Systems
Responsible for the management of application development activities across 9 inbound call centers (domestically)
and 3 lockbox sites. Working with the business units, planned, developed and maintained the applications that
support 7,000+ advisors in responding to phone or written inquiries. Responsible for budget up to $60M and
150+ staff.
Selected Achievements include:
Designed and implemented CheckFree’s Balance Transfer Product solution which supported $1 billion
Balance Transfers monthly.
Responsible for the application development activities across Finance, Settlement, Accounting, HR,
Data Warehouse and Payment activities (35 million payments and $2 billion Convenience Check Volume
Monthly).
Led the public conversion of two separate account portfolios for the entire technology organization of a
major Financial Institution that eliminated $50 million per year in redundant processing cost.
JPMorgan, Inc. NYC and Wilmington, DE September 1991 – January 1997
Multi-billion dollar global investment bank
Vice President - Global Client Systems - Responsible for the development and management of Client Consolidated
reporting applications for all lines of business and the underlying Global Client Systems.
Selected Achievements include:
Designed, Architected and Implemented JPMorgan’s state of the art Client Application and spearheaded the
international adoption of this application and data model.
3. Additional Roles include:
Himont, Inc – Senior Programmer Analyst
Electronic Data Systems – Systems Engineer
Education, Affiliations and Certifications
Stockton State College, Bachelors - Information Science
Templeton College (Oxford University) - Elsevier Senior Management Program
Member - Greater Philadelphia Senior Executive Group (GPSEG)
Certified Scrum Master (CSM) and Product Owner (CPO)
Certified EDS Systems Engineer
American Bankers Association - Graduate Program
Customer Retention Patent Holder
Member - Technology Executives Networking Group (TENG)
Member – Technology Professionals Networking Group (TPNG)