Michael P Baker

• Directed a $4.9M NOAA Help Desk contract (10 team members) and a $1.5M ATF Cybersecurity ISSO contract (6 team members), ensuring seamless operations, compliance, and service excellence.
• Led cross-functional teams, fostering collaboration between technical and business stakeholders to drive efficient project execution and innovation across both contracts.
• Managed contract negotiations and multi-million-dollar program budgets, identifying cost-saving opportunities and ensuring financial accountability within defined constraints.
• Provided mentorship and career development opportunities, enhancing team performance and cultivating future IT leaders across both programs.
• Managed all aspects of a $2.5M AGILE project that provided technical services to rewrite existing Oracle ADF forms using Oracle Application Express (APEX) technology for the Department of the Interior.
• Elicited, analyzed, and documented user and business needs, created detailed requirements specifications, and collaborated with stakeholders with the United States Department of Agriculture.

• Managed Talent Acquisition and Human Resources (HR) systems, data, and processes supporting recruiting and hiring of 8,000-12,000 professional experts that serve millions of TurboTax customers.
• Co-led initiative to redesign Applicant Tracking System (ATS) Intuit uses for recruiting and hiring credentialed tax experts each tax season.
• Built strong sense of teamwork and purpose for 27-person cross-functional team to elicit and document business requirements and reporting requirements, performed requirements analysis, coordinated development and technical integration teams, developed, and executed user acceptance testing, and communicated with stakeholders. result of this integrated business process improvement QuickBase project saved over 13,448 man-hours and $511,024 per year.
• Authored Credential Verification and Monitoring Program to verify accounting credentials for 8,000-12,000 experts hired each tax season supporting risk management program and partnering with key business partners and leaders.
• Administered $23,380,637 budgeting process for Connecting People to Experts (CP2E) program.
• Designed and deployed Salesforce business intelligence (BI) dashboard that summarized onboarding information for seasonal tax experts. Opportunities identified resulted in 25% improvement in data consistency between systems.
• Influenced transformation of manual to automatic provisioning to automate 9 onboarding activities saving over 9,000 hours per year.

• Drove improvements for revenue forecasting and tracking of Sunquest's cloud-based SaaS improving accuracy of quarterly forecasts by over 10%.
• Directed creation of predictive business analytics for cloud computing solution adoption team. Used Microsoft Excel and Microsoft SQL Server, leveraged key business data to deliver improvements in company performance, processes, and strategies.
• Owned implementation of improvements to financial forecasting tool used by over 50 employees saving hundreds of man hours and over $100,000 per year.

• Facilitated requirement gathering using agile methodologies for official University of Arizona mobile application. Launched in March 2017 increasing user satisfaction by over 10%.
• Developed detailed project schedule and work plan for full-service HTML web application solution leveraging product management, project management, and business analysis expertise incorporating 3 data sources including Microsoft SQL Server and Oracle databases for students seeking full engagement opportunities.
• Functioned as lead analyst on Enterprise Service Management project interviewing individuals from 14 departments and documenting workflow (Visio) in support of University’s Information Technology Infrastructure Library (ITIL) in support of aligning IT services with needs of business.

• Led effort to improve process of how Marathon network of over 60 petroleum terminals converts inventory in approximately 300 storage tanks to remain compliant with EPA guidelines and maximize economics. This project incorporated web UI and Microsoft SQL Server and involved 10 functional groups consisting of over 100 individuals and 7 IT systems. Project benefit estimated to be $10-20MM per year.
• Drove process using Software Development Life Cycle (SDLC) methodology to replace legacy system that determined supply chain profitability using web technologies and Microsoft SQL Server. Managed contracts with vendors by assigning deliverables and communicating expected deliverables. Estimated to contribute $15,800,000 and save over 800 manual work hours per year.
• Revolutionized way Marathon traded petroleum products requiring coordination of over 70 individuals representing 17 functional groups.
• Authored regular status updates to all stakeholders communicating progress, roadblocks, and overall milestones. Enhancements and improvements exceed $1 MM/year primarily by providing better pricing forecasts for determining crude runs/values and product slates. Saved 950-1,040 hours per year in data entry.
• Directed 5-person team that resulted in consolidation of 2 technical systems operated by ~450 users. Savings over 400 direct hours per year of system maintenance and combined data manipulation.

• Lead role in managing team to design and develop web-based system created to replace ten-year-old Visual FoxPro system. System used Internet technologies to access centralized data storage, which allowed for enhanced utilization of customer data. This system managed all aspects of each store, including unique menus, various ordering processes (online, telephone, walk-in), secure payment tendering, employee work scheduling and time clock functions, driver dispatching, food inventory, vendor management, and numerous reports and data analysis options.
• Drove effort to enhance structural design of company’s public website for better search engine detection, improving HubSpot grade from 65 to 91 in just three months. Solution included integrating Microsoft SQL Server data that delivered location and menu information dynamically.
• Managed all aspects of social media marketing including establishing Facebook, Twitter, Instagram, and YouTube accounts. Grew all accounts significantly in one year in limited market by running online promotions and engaging fans regularly.
• Quarterbacked online contests to stimulate interaction between Vito’s and its customers. Designed contests and developed processes and procedures, including documentation.
• Oversaw development of mobile version of vitos.com that provides store location and menu information including internal sales reporting tool that allowed franchise owners to view current and historical sales information through their smart phones.

• Oversaw all aspects of IT Strategy and IT Management.
• Designed, developed, and acted as technical lead on web-based e-commerce system using ASP, .NET, HTML, CSS, and Microsoft SQL Server that accounted for 15% of total revenue (over $1 million per year). Components include real-time accounting system integration (with Microsoft Dynamics), real-time shipping integration, e-mail marketing, security policies, secure credit card processing, and real-time reporting.
• Managed migration of accounting software package that improved employee user interface, simplified internal processes, shortened billing cycle, and enhanced reporting capabilities for clients permitting company to grow 15-20% per year without adding administrative staff.
• Provided pre-sales technical support for client proposals and presentations for companies such as Cleveland Clinic, Chase Manhattan Bank, Sunoco Oil, Black & Decker, DEWALT, and Huntington Bank resulting in over $2 million dollars of new revenue.
• Responsible for all website design, development, implementation, marketing, and support, including B2B and B2C for internal uses as well as specific clients saving thousands of dollars per year and generating over $150,000 of revenue per year.
• For period of 18 months.
• Managed organization and distribution of inventory in 15,000 square foot distribution center; changes implemented added over $100,000 to bottom line and developed and implemented physical inventory process that reduced year-end inventory count from 3-day process to less than one day.
• Was accountable for production staff of 18 ($400,000+ payroll) including quality of output, performance management, and career advancement opportunities.

• Designed and developed enterprise-wide intranet serving over 20,000 employees, established and documented intranet publishing process allowing users to create and distribute relevant business content.
• Consulted for redesign of La-Z-Boy public internet site (www.la-z-boy.com) saving company over $30,000.
• Gathered business requirements, designed, and implemented online customer service module allowing consumers to obtain product and service information related to their furniture. This reduced customer service response time from 5 days to less than 24 hours resulting in increased customer satisfaction and reduced costs.
• Managed gathering of business requirements and was lead developer for Technology Request System, web-based intranet tool that managed hardware and software procurement.
• Functioned as subject matter expert in La-Z-Boy’s Enterprise Architecture Planning (EAP) process.
• Functioned as subject matter expert in their business process reviews.

• Responsible for developing startup applications development consulting practice. Established and documented best practices, business processes, business plan, marketing plan, and specific client approach initiatives.
• Assumed responsibilities for existing e-commerce project for ROOX Corporation. Completed project on time and within budget. This project integrated Internet ordering capabilities with their internal manufacturing processes including materials requirements and workflow. Exceeded client’s expectations in terms of project functionality and expansion capabilities.
• Instrumental in successful scoping, design, and implementation of e-commerce application for Image Group. This application incorporated latest Internet security technologies, real-time credit card processing, and electronic interaction with client’s accounting and product distribution software. This project was completed ahead of time and within budget, which allowed them to secure DEWALT, $2 million account.

• Developed marketing plan to double Application Development effort for Northwest Ohio regional office of national consulting firm.
• Provided pre-sales technical support (including scoping and sizing analysis) for all web-based application development projects.
• Responsible for design, development, and implementation of web-based business auditing application for Owens Corning. Completed project on time and within budget.
• Conceived, designed, implemented, and co-managed project creating automated help desk system for Bowling Green State University’s Information Technology Department. Project team created set of process flowcharts to reengineer all help-desk processes. Custom software (Remedy) screens were designed to support new business processes and job functions. Created training materials and assisted in providing training sessions for all 237 IT employees to acquaint each person with new job functions, new workflow processes and new screens.
• Responsible for design, development, and implementation of web-based application for St. Luke’s Hospital that was used to schedule and track training of all staff members.