David Haeusler

4128 Warminster Drive,

Plano, Texas, 75093
972-758-7221
dh1255d4@westpost.net
OBJECTIVE
An executive leadership role in an innovative, growth-oriented, technologically
driven firm that is diverse in thinking and collaborative in effort; where my an
alytical skills will quickly identify salient issues and corrective action; my d
esign and architectural abilities will provide targeted technology-driven, busin
ess solutions; my communication abilities will facilitate full business entitlem
ent of technology investment; my management aptitude will drive organizational e
fficiencies and cost effectiveness; my leadership will create a loyal, motivated
, high-performing team that delivers strategic, differentiated capabilities.
SUMMARY OF QUALIFICATIONS
Over twenty years' experience beginning as a Military Officer with operational r
esponsibilities transitioning into technology development, first with emphasis o
n data architectures/technologies, then expanding to software development, infra
structure software, infrastructure management, and IT organization strategy and
management. An innovative, energetic executive with a proven track record in st
rategic planning, new technology introduction, business process development, and
organizational capacity/capability improvement, who ramps quickly and rapidly d
elivers high business value. A focused problem-solver with broad technical knowl
edge, extensive experience, leadership and ethics, who leverages the philosophy
of and practices the hiring of talent and diversity to create teams that are emp
owered, high performing, results-oriented, and highly motivated. A pro-active ch
ange agent who promotes change, when business driven, through strong communicati
on, virtual team-building, and decision facilitation. A nationally and internati
onally experienced Fortune 500 executive with proven results in start-ups.
PROFESSIONAL EXPERIENCE
EMSI, Irving, Texas
2009-Present
Chief Technical Officer: Manage and direct the IT organization for an Insurance
/Healthcare Services company. Oversee team of 85 employees in three locations w
ith an annual budget of $12M.
TEXAS INSTRUMENTS, INC., Dallas, Texas 2002-2009
Director, Design Systems Applications: Oversaw application development and supp
ort for TI's 5 business units for: Product Portfolio management, Intellectual Pr
operty (IP) components re-use, and processes that managed Integrated Circuit and
Software R&D efforts. Managed global team of 80 employees: Dallas; Tucson; Nice
, FR; Bangalore, India; and $15M annual budget.
Director, Manufacturing IT Infrastructure: Managed global IT operations team for
TI manufacturing with responsibility for worldwide infrastructure software and
data center operations. Managed global team of 110 employees: Dallas; Tucson; L
ewisville TX; Freising DE. Annual budget of $100M (reduced 30% in first year).
TRANSPLACE, INC., Frisco, Texas 2000-2002
Chief Information Officer: Managed and directed the IT organization for an Inter
net based 3rd Party Logistics company. Oversaw team of ~150 employees in three
locations with an annual budget of $32M.
TEXAS INSTRUMENTS, INC., Dallas, Texas 19
96-2000
Director of Ecommerce Systems: Responsible for managing TI's Global Sales, Marke
ting, and eCommerce (Internet and B2B) systems organization. Establishing Inter
net based strategies for the TI Business Units and represent TI on industry B2B
groups (RosettaNet). Managed team of 50 employees in Dallas; Nice, FR; Taiwan; a
nd ~$20M budget.
TURNER BROADCASTING SYSTEMS, INC., Atlanta, Georgia
1994-1996
Director, Software Services: Responsible for managing the global IT Infrastruct
ure software group for TBS and its subsidiaries. Established and managed a new
global IP Network, software monitoring capabilities, Internet Services, email, d
atabase management, and TV Network digital infrastructure/software. Managed glo
bally distributed team of 45 employees: Atlanta, New York, Los Angeles, London,
and Hong Kong. Annual budget of ~$25M.
Early Career Experience
BRITISH TELECOM (Syncordia), Atlanta, Georgia: Senior Manager, IT Strategy and
Architecture
SPRINT, Overland Park, Kansas: Group Manager, Sales and Marketing Systems
Military Leadership
UNITED STATES MARINE CORPS, Washington, D.C. Major: Company Commander, Executive
Officer 1977-1987
EDUCATION
M.S. - Information Systems Management (with distinction), Naval Postgraduate Sch
ool, Monterey, California
B.A. - Environmental Biology, University of Colorado, Boulder, Colorado
SELECT ACHIEVEMENTS
- Directed cross-functional technology team that developed ground breaking Inte
rnet news site, cnn.com. CNN wanted to effectively deliver news and entertainmen
t content over the Internet as a revenue-generating entity. A derivative of a te
levision production company was set up to repurpose news content to be delivered
via the Internet. Created an IT team that built and supported an Internet site
run on a television network model. In 3 months, created an organization, a produ
ction process, technology architecture, content management capability, website
design and launched the website. Targeted goal - 250,000 visits per day. RESUL
T: The first week, achieved 1.5 million visits per day and became the leading I
nternet news site. The revenue-generating model of selling advertisement succee
ded and was integrated in conjunction with TV ads.
- Designed and implemented processes/tools to manage the complex development li
fecycle for digital semiconductor devices focusing on improving ability to achie
ve success on first version. TI needed to manage the complexity of large digita
l chip development by teams (~200 people) located around the world. Increasing t
he module quality and re-use could reduce errors and R&D costs. As Director of R
&D Applications, formed international team (Bangalore, Nice, Dallas) to implemen
t a Product Lifecycle Management Tool, MatrixOne. Developed processes, built ~2M
lines of custom Java code, migrated data from legacy systems, and implemented s
olution for digital designs. RESULTS: Enabled TI to identify defects and correc
t them before creating releases. Reduced number of revisions to achieve each pr
oduction release (each revision cost TI ~$2M). Improved time to market by reduci
ng chip development cycle time by 3 months.
- Researched and implemented a Teradata Database Machine solution to provide an
alytical capabilities on the large amount of call detail data. Sprint needed to
process large amounts of Call Detail data to bill, pay commissions, and conduct
competitive market analytics. In heavy competition with AT&T and MCI, they neede
d an advantage. As Group Manager of Sales and Marketing Systems, evaluated solut
ions that processed large amounts of Telecom Switch data, create a usable data s
tructure, and load rapidly. This new database needed to be fast, flexible, and
accurate. Chose a new massively parallel approach from Teradata over solutions
from IBM and Software AG. RESULT: Identified lost revenue billing opportunity
($Ms). Saved $Ms in invalid commission payments, and identified AT&T and MCI mar
keting blitzes countered by our customer retention programs.
- Determined and implemented organizational, technology, and process changes th
at enabled TI to reduce manufacturing IT costs and increase reliability. TI had
redundant and inefficient IT infrastructure that supported its global manufactu
ring organization. They needed to make changes to drive efficiencies, reduce co
sts, and increase reliability. As Director of Worldwide Manufacturing IT Infras
tructure, evaluated organization effectiveness, cost structures and problem mana
gement capabilities. In first year, restructured organization through consolidat
ions and function elimination, improved processes and controls, changed the mana
gement team, drove culture change, and implemented procurement strategy. RESULT
: Reduced infrastructure costs by 30% (~$30M to $40M/yr) the first year and impr
oved reliability to 99.998%.
- Designed and implemented a flexible client server-based network provisioning
system for first dedicated global data network while avoiding the cost of large
inflexible commercial mainframe system. BT was starting up a worldwide dedicat
ed data network (Syncordia) and needed an agile network provisioning system. As
Sr. Manager of Architecture and Strategy, evaluated current commercially availa
ble systems versus a custom-built system utilizing state-of-the-art techniques.
Formed a team and implemented the chosen approach, a customized client server-b
ased solution that leveraged new techniques and models. Implemented solution in
six months with a total development cost of ~$600K. RESULT: The commercially a
vailable product from Bellcore retailed for ~$18M. The new system was flexible,
faster, and more scalable. In addition, transitioned knowledge learned on the
system to project teams at BT Labs. Many lessons learned were applied to new so
ftware development within BT.
- Coordinated the Marine Corps' participation in DoD data standardization effor
ts for Personnel and Benefits with goal of more efficient benefit management. T
he USMC needed to standardize their data submission and support for a DoD Databa
se to be used for analytics and a basis for dependent eligibility for benefits.
As USMC Liaison on the DoD task force (interacted with Flag Officers, SecNav Pe
rsonnel, and Congressional Staff), represented Corps' IT needs; coordinated USMC
submissions; coordinated Marine Corps' responses to DoD requirements; and repre
sented the Corps on Personnel Benefits Issues to Congress. Lobbied and drove mod
ifications to DoD directives (coordinated with other services, Army and Navy).
RESULTS: Reduced costs (~$500K/year) for all the services in meeting DoD data r
eporting. Managed the dependent care systems for the Marine Corps, ~$10M/yr budg
et that managed over $5B in benefits.
- Initiated the formulation of a team and created the data warehouse that enab
led TI to perform analytics in the Sales and Marketing arena. TI needed the abi
lity to track customer interaction/purchases across multiple channels to provide
historical product purchase trends and analytical projections. As Director of e
Commerce Systems, formed a team and drove the architectural design of a data war
ehouse to answer questions for TI. Resulting data warehouse generated leads fro
m trend analysis, managed account activity and actual revenue goals; identified
two product lines to be merged or eliminated; and drove changes to the TI distri
butor model. RESULTS: The merger of two DSP product lines resulted in up to $
20M/yr cost savings in reduced product development redundancy. Activities by cu
stomer personnel generated by the various TI marketing programs were correlated
and provided to Customer Account Managers on a weekly basis via email.