Chad Greenslade is an IT Project and Service Management Executive and Consultant residing in the Dallas suburb of Frisco, TX. Chad currently serves as a Delivery Manager for an IT consulting firm where he oversees the delivery of IT services consulting engagements for Clients in a wide array of industries and sectors. Chad previously served as the Vice President of the IT Project Management Office (PMO) for Cardtronics, Inc., a global provider of automated teller machines (ATMs) and self-service financial kiosks, headquartered in Houston, TX.
Outside of work, Chad enjoys traveling and has spent time in locations ranging from the Caribbean islands of the Bahamas, St. Thomas, and St. Martin, to resort destinations in Mexico, iconic locations in Rio de Janeiro, Brazil and the European destinations of Iceland, Belgium, France, and Turkey. Wherever he goes, Chad enjoys getting out into nature as well as sampling fine wine and exotic cuisine.
Delivering Value through Practical IT Service Delivery Methodologies | Measuring Success through Meaningful KPIs | Partnering to Develop Tailored IT Process Frameworks | Transforming the Culture by Eliminating Non-Value Add Activities | Building Repeatable & Auditable IT Delivery Practices | Driving Adoption of IT Project & Service Management Disciplines | Building World-Class IT Project & Service Management Teams | Delivering Returns on Technology Investments
Fulfill strategic, operational, and tactical responsibilities for IT products & services aligning to the infrastructure, operations, support, colleague communications, human resources, legal, risk, and colleague training business outcomes. Develop product roadmaps, visions, and backlogs with supporting prioritization and demand management activities. Provide production and operational level support, data analytics, troubleshooting, and escalation. Chair the product line’s steering committee. Provide management and oversight of project teams, project managers, and scrum masters. Serve as the “trusted adviser” and primary point of contact to business line executives and senior leaders.
A privately owned national leader in branded, industry-specific staffing solutions and workforce management strategies.
Designed, built-out, and led the world-class, cross-functional, enterprise IT PMO, ensuring all strategic, interrelated programs, projects, and associated planning & governance processes were aligned from inception to completion. Provided ownership, accountability, tactical and strategic leadership for the on-time and on-budget delivery of approximately sixty-five (65) concurrent capital and operational projects, from concept to completion, including product development, infrastructure maintenance / upgrades, and various software development initiatives spanning all business lines within the company. Hired, trained, mentored, and coached FTE executing a Capital (CapEx) budget of $50MM in annual project expenditures and a PMO departmental Profit & Loss (P&L) CapEx / OpEx annual budget of $1.5MM.
The world leader in managing self-service financial kiosks and automated teller machines (ATMs).
Managed multiple, concurrent infrastructure projects and strategic programs, from concept to completion, in a multi-location, multi-business unit, shared services matrix environment, with responsibility for building and leading onshore & offshore technical teams, contractors, vendor suppliers, and business stakeholders in a matrix organization to effectively deliver solutions into the production environment. Managed all IT infrastructure projects & programs companywide. Owned the ITIL / ITSM strategy including mission, vision, values and outcomes using the ChangeGear ITSM platform. Identified strategic & cross functional opportunities to refine the ITSM strategy. Formulated & published ITSM policies.
A market leader in providing Platform as a Service (PaaS) solutions supporting the online lending market space.
Directed the planning, implementation, and operation of the project, program, and ITSM strategy. Built-out and managed the enterprise IT PMO executing a Capital (CapEx) budget of $15MM in annual project expenditures. Managed PMO departmental Profit & Loss (P&L) CapEx / OpEx annual budget of $500K. Provided ownership, accountability, tactical and strategic leadership for the on-time and on-budget delivery of approximately twenty-five (25) concurrent capital and operational projects, from concept to completion, including product development, infrastructure maintenance / upgrades, and various software development initiatives spanning all business lines within the company. Provided direct project management leadership to select strategic projects and programs.
A specialty distributor of passive, interconnect and discrete electronic components.