Technology and product development executive who drives development and execution of strategies that advance organizational objectives, stabilize technology infrastructures, and support revenue growth. Performance improvement champion and trusted business partner adept at leading best-in-class development operations, growth-focused product development roadmaps, and customer-centric technology offerings. Significant experience in software as a service (SaaS) organizations, offshore environments, and high-growth companies. Talent developer skilled at building and leading high-caliber teams.

Germain Consulting, LLC 2019 – Present

Guide clients in transforming their people and processes into lean, high-performing, and self-sufficient teams that deliver business value.

• Mentor start-up technology companies to help them create superior products that solve business problems.
• Assess product discovery and delivery processes including 1) Responsiveness of the organization and the ability to adapt to change; 2) Collaboration across teams and visibility into the impact of work completed; and 3) Utilization of all resources through prioritization, tracking, and productivit.
• Manage and coach teams and individuals to deliver complex engagements.

CQ Roll Call (Acquired by FiscalNote 2018) 2010 – 2019

SVP, Research & Development (2018-2019)

• Led the ten-month due diligence for the $180m acquisition of CQ Roll Call by FiscalNote and the subsequent post-acquisition integration of the product and technology teams. Designed a new organization that included product management, usage analytics, and strategy; user experience research, design, and engineering; architecture, web, mobile, and data engineering; DevOps and quality assurance; data science, analytics, and visualization; and information security.
• Created a 100-day “Agile Reboot” initiative to turn around an under-performing and dysfunctional team. Provided training, coaching, and incremental steps to build confidence and demonstrate how to set goals, measure, and learn in an environment of norms, trust, and collaboration.
• Partnered with internal and external stakeholders to create a $30m five-year product and technology strategic plan that was presented to and approved by the Board. The plan included accelerating improvements to current products, consolidating and eliminating legacy products, and creating new products to expand the total addressable market. It supported immediate and future revenue opportunities and the business goal of 30% year-over-year growth.
• Communicated the vision and drove execution by building high-performing autonomous teams and measurable goals, ensuring accountability and learning.
• Drove alignment and collaboration between departments by involving all stakeholders in the creation of goal-oriented roadmaps that forged a shared understanding of goals and priorities. Defined clear roles and responsibilities, workflows, and operational-level agreements (OLA).

SVP, Product & Technology, Chief Digital Officer (2016 – 2018)

CQ Roll Call provides essential intelligence and grassroots advocacy resources and publishes the nonpartisan newspaper Roll Call, which covers a variety of Congressional topics.

• Led the product and technology team (60+), which included product management, user-experience design, engineering, quality assurance, IT operations (systems and network), information security, help desk, and facilities.
• Planned and executed a $7m three-year business and technology digital transformation program that modernized products and processes to better serve customers.
• Eliminated outdated software, retired legacy products, improved the user experience, and began the migration of applications to a cloud environment.
• Introduced offshore development capabilities with the addition of 40 engineers, which accelerated the delivery of major projects by 14 months.
• Migrated applications to the cloud and realized annual savings of $3.5m through the elimination of data center and maintenance costs.
• Increased customer satisfaction and retention by 2%.
• Built a DevOps culture of continuous improvement with a disciplined approach to learning (root cause analysis, lessons learned, and sprint retrospectives), action-oriented goals, and measured outcomes.
• Provided leadership through coaching, feedback, development goals, and performance management. Worked behind the scenes to create a highly energetic and motivated team.
• Managed the drafting, evaluating, negotiating, and executing of contracts, including non-disclosure agreements, sales/purchasing agreements, sub-contracts, consulting agreements, licensing agreements, master agreements, statements of work, addenda/amendments, and change management forms.

Vice President, Information Technology (2010 – 2016)

• Led the strategic planning and management of IT infrastructure, processes, facilities, and help desk support services to support 400 employees and more than 4,000 corporate, non-profit, and government customers.
• Recognized opportunities to improve people and processes, rallied people around the opportunity, and guided individuals and teams through the change.
• Designed a continuous improvement plan that improved site reliability by 90% through a continuous improvement process focused on redundancy and high availability.
• Managed 480+ servers, 100+ network devices, 75+ technologies (including MarkLogic, Oracle, MS SQL, SUN, NetApps, and EMC), communication networks, and a broadcast studio in a multi-site environment that included two office buildings and four data centers.
• Created and executed a multi-year cloud migration strategy. This phased approach delivered business value while reducing risk. Initial phases included the consolidation of data centers and the virtualization of 154 physical servers. These steps reduced annual costs for space, electricity, and cooling by more than $90,000.
• Championed technology changes to build business advantages that included increased use of AI to deliver innovative solutions that not only predict but prescribe solutions.

BroadSoft, Inc. (now part of Cisco Systems) 2007 - 2010

Senior Director, Information Systems and Technology

• Responsible for the strategic planning, acquisition, and maintenance of infrastructure support systems, VoIP telecommunication systems, and business support systems for a $1 billion, 500-person technology company.
• Partnered with department heads to select and implement business support systems, including Salesforce CRM, Abra HRIS, Microsoft ERP, and Cognos Financial Planning & Analysis (FP&A).

Federal Home Loan Mortgage Co. (Freddie Mac) 2006 - 2007

Technology Consultant

• Led a cross-functional matrix team that included internal audit, information security, network, and application development organizations to remedy Sarbanes-Oxley control deficiencies in data security and access.
• Provided the strategic, functional, and operational direction to the selection and deployment of a hardware solution to 1100 databases in less than six months. This project included researching industry best practices and the latest technical solutions in data security, initiating a proof-of-concept with leading vendors, selecting the vendor, and working with the procurement and contracting teams to comply with company requirements.

Equant (Orange Business Systems / France Telecom) 2002 - 2006

Head of Marketing and Sales Business Systems (Director)

• Led an 80-person IT development group ($16 million annual budget) to support Equant’s corporate marketing and sales tools, including opportunity management, contracts management, pricing and order processing systems, business intelligence/reporting, and intranet and external portals.
• Built multi-million-dollar business cases for strategic, customer-focused IT projects and secured the endorsement of the executive committee by engaging key business owners to identify achievable traceable business value.
• Managed the relationship with major outsourced development partners (Infosys, Wipro), including contract drafting, negotiations, management, and problem resolution.
• Developed the strategy and detailed plan to centralize development activities in India. This plan (executed in eight months) eliminated the development teams in the United States, United Kingdom, and Australia and reduced costs by more than $5 million annually.

Education

M.B.A., Management Information Systems, George Mason University

B.A., Political Science and Religion (Dual Major), Syracuse University

[https://www.linkedin.com/in/dgermain](https://www.linkedin.com/in/dgermain) [https://www.germainconsulting.com](https://www.germainconsulting.com)