Daniel C Eckert

* Leading ~110 engineers to build and run software products to optimize clinical trial design * Pivoting 4-year-old org from “startup mode” to mature, scalable, sustainable engineering * Led mission/vision/values identity re-planning with broader ACOE org * Reduced engineering staff attrition by 50% during first 12 months * Led hiring of 40 engineers in 6 months by overhauling and standardizing recruitment efforts * Consolidated technical staff from 4 teams to single unified engineering group * Consolidated disparate AI/ML staffing strategies to cohesive ML Engineering approach * Designed & implemented MLE, SDE, SDET, SRE industry aligned career tracks for ICs & leaders * Created an org-specific "Corporate Finances for Engineers" workshop series * Designed and implemented level-phases approach to comp & eval (microlevels / microgrades) * Created more-competitive compensation for ICs and leaders, lower TCO & better outcomes * 10% to 20% higher employee pulse survey results from engineering staff vs broader org * Transitioned labor from ~70% "other than FTE" to 100% FTE in 12 months, contributing to higher retention, less management overhead, better morale, higher productivity, and better collaboration == Major Projects & Activities == * Prioritizing product portfolio investments and organizing staff to achieve key outcomes * Senior leader managing 100+ data science & software engineering staff * 1 of ~30 leaders in "People Deal" corp-wide working group * Creating & sustaining key partner relationships * Brokering strategic adjustments to enable tech biz in large non-tech enterprise * Evangelizing engineering culture/discipline/business vs traditional IT approaches * Mentoring junior, senior, staff, principal engineers in MLE, SDE, SDET, SRE IC roles * Mentoring managers, associate directors, directors in leadership roles * Regular 1:1’s, goal-setting, professional development for 13 leaders * Regular quarterly skip-level 1:1’s with ~100 individual contributors