Dariusz Dębowczyk
Guidewire Project Manager at ADAC
GermanyEffective, results-oriented IT executive. Experienced in building and managing successful, winning teams. Proven track record of complex technical solutions delivery and maintenance.
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Opportunities I've posted
None at the moment.Specialties
IT management - IT governance - IT strategy - Insurance - IT solutions delivery - IT transformation and improvement - Program and portfolio management - Performance management - Organizational change management
Work experience
(May 2013 to
present)
Principal Implementation Architect,
Guidewire Software
(September 2012 to
May 2013)
Senior Implementation Architect,
Guidewire Software
Responsible for software implementation projects for Guidewire clients.
(February 2012 to
April 2012)
Senior Manager,
PricewaterhouseCoopers
Responsible for telco company IT cost cutting project.
(August 2011 to
January 2012)
IT Management & Strategy Director,
PZU Group
Responsible for IT strategy, financial management, effectiveness, sourcing and vendor management in PZU Group and PZU Centrum Operacji.
(March 2009 to
July 2011)
CIO / IT Executive Director,
PZU Group
Responsible for IT strategy & finance, IT architecture & systems development, IT operations and support – in HQ and local branches in PZU Group, incl. PZU SA (P&C insurance), PZU Życie SA (life insurance) and Centrum Operacji Grupy PZU (backoffice operations, contact center).
Merged and reorganized independent IT structures of PZU Group into one coherent IT organization supporting ongoing business transformation. As a result, new IT organization was able to deliver IT stream of PZU Group Strategy 2009-11.
Successfully managed a large change in complex corporate environment (3 companies, ~700 FTE staff, >100MM USD IT budget). Built and led strong, competent IT management team responsible for transformation of all critical IT processes. Restructured and simplified IT organization reducing IT staff and costs. Introduced IT governance practices incl. management of business demand, IT project portfolio and IT architecture. Implemented IT financial mgmt and cost allocation.
Transformed IT sourcing model and negotiated new contracts for IT ADM services, IT consulting services, hardware – servers / storage and software with large vendors like Oracle, HP, Dell, IBM, Accenture, CapGemini, Deloitte, Asseco, The Boston Consulting Group.
Modernized IT architecture - delivered sales and customer service front-end, assistance service platform (PZU Pomoc), centralized life claims handling. Completed implementation of HR / payroll system (Oracle HRMS), started consolidation of PZU’s finanacial systems (Oracle EBS). Implemented technical platforms - integration (Aqualogic), workflow (FileNet), customer data hub (IBM MDM). Automated processing of motor & property policy data import, life commissions calculation, claims payments.
In 2009 built 2 Tier-3 datacenters (1100 m2), in 2010 completed relocation of >600 servers and network devices. Centralized and outsourced ServiceDesk, introduced IT support systems (ITSM and systems monitoring, IT asset management).
Merged and reorganized independent IT structures of PZU Group into one coherent IT organization supporting ongoing business transformation. As a result, new IT organization was able to deliver IT stream of PZU Group Strategy 2009-11.
Successfully managed a large change in complex corporate environment (3 companies, ~700 FTE staff, >100MM USD IT budget). Built and led strong, competent IT management team responsible for transformation of all critical IT processes. Restructured and simplified IT organization reducing IT staff and costs. Introduced IT governance practices incl. management of business demand, IT project portfolio and IT architecture. Implemented IT financial mgmt and cost allocation.
Transformed IT sourcing model and negotiated new contracts for IT ADM services, IT consulting services, hardware – servers / storage and software with large vendors like Oracle, HP, Dell, IBM, Accenture, CapGemini, Deloitte, Asseco, The Boston Consulting Group.
Modernized IT architecture - delivered sales and customer service front-end, assistance service platform (PZU Pomoc), centralized life claims handling. Completed implementation of HR / payroll system (Oracle HRMS), started consolidation of PZU’s finanacial systems (Oracle EBS). Implemented technical platforms - integration (Aqualogic), workflow (FileNet), customer data hub (IBM MDM). Automated processing of motor & property policy data import, life commissions calculation, claims payments.
In 2009 built 2 Tier-3 datacenters (1100 m2), in 2010 completed relocation of >600 servers and network devices. Centralized and outsourced ServiceDesk, introduced IT support systems (ITSM and systems monitoring, IT asset management).
(January 2007 to
February 2009)
Director of Business Software Development,
PZU Group
Responsible for business software development in PZU SA (P&C), and from 2008 – for PZU Group, incl. PZU SA (P&C) and PZU Życie SA (Life).
In 2007 restructured software development department from product oriented, siloed model into functional, process oriented, improving its maturity and capacity. Implemented best practices in project management (PRINCE2 based) and delivery areas (RUP based). Started implementation of PZU’s integration platform (ESB / BEA Aqualogic). Solved long-lasting issues with regulatory reporting to UFG and MSWiA.
Reduced department’s running costs by ~10%.
In 2008 merged software development teams of PZU SA (P&C insurance) and PZU Życie (life insurance). Continued transformation of the department - from internal, small-scale software developement to the outsourced model, based on a group of frame agreements (which provided company an access to a large number IT professionals). Implemented mechanisms of governance of the frame contracts portfolio. Completed implementation of the central claims handling system (full scope, incl. personal injury and casualties).
Reduced merged departments’ running costs by 19,5%.
In 2007 restructured software development department from product oriented, siloed model into functional, process oriented, improving its maturity and capacity. Implemented best practices in project management (PRINCE2 based) and delivery areas (RUP based). Started implementation of PZU’s integration platform (ESB / BEA Aqualogic). Solved long-lasting issues with regulatory reporting to UFG and MSWiA.
Reduced department’s running costs by ~10%.
In 2008 merged software development teams of PZU SA (P&C insurance) and PZU Życie (life insurance). Continued transformation of the department - from internal, small-scale software developement to the outsourced model, based on a group of frame agreements (which provided company an access to a large number IT professionals). Implemented mechanisms of governance of the frame contracts portfolio. Completed implementation of the central claims handling system (full scope, incl. personal injury and casualties).
Reduced merged departments’ running costs by 19,5%.
(October 2003 to
December 2006)
Project Manager / Team Leader,
PZU SA
Responsible for the IT solutions for New Claims Organization Programme in PZU SA, incl. implementation of central claims management system.
Organized and managed the team of over 50 people (business analysts, designers, developers, testers / QA, support). Recruited the development team (prepared and conducted assessments). Planned and managed development of claims processing system. Improved the development process (introduced Rational Unified Process). Delivered first version of the system, supported pilot implementation in one of the local branches.
Built data center infrastructure for claims management system. Introduced robust, PRINCE2 based project management techniques (stages & gateways, product based planning, risk and issue logs, quality assurance team). Delivered production ready version of the claims management system, supported system rollout
Organized and managed the team of over 50 people (business analysts, designers, developers, testers / QA, support). Recruited the development team (prepared and conducted assessments). Planned and managed development of claims processing system. Improved the development process (introduced Rational Unified Process). Delivered first version of the system, supported pilot implementation in one of the local branches.
Built data center infrastructure for claims management system. Introduced robust, PRINCE2 based project management techniques (stages & gateways, product based planning, risk and issue logs, quality assurance team). Delivered production ready version of the claims management system, supported system rollout
(October 2002 to
September 2003)
Analyst / Designer / Developer,
PZU SA
Responsible for business process analysis and system requirements in New Claims Organization Programme.
Designed local claims processing solution's architecture. Analyzed and documented claims handling business process. Gathered requirements for claims processing system. Negotiated system scope with internal clients (claims handling directors and business team).
Designed local claims processing solution's architecture. Analyzed and documented claims handling business process. Gathered requirements for claims processing system. Negotiated system scope with internal clients (claims handling directors and business team).
(December 2000 to
September 2002)
Co-owner,
NeoTek - Nowe Technologie
Designed and developed of web applications for company customers (e-commerce, CMS, knowledge management).
(October 1997 to
November 2000)
Developer / Analyst / Team Leader,
SprintNet, PTL System, Sprint
Designed and developed of web applications. Documented customer requirements. Developed information system for leasing company.
Education
(2004 to
2005)
Postgraduate at
Warsaw School of Insurance and Banking
(October 1995 to
January 2002)
MSc at
Technical University of Gdansk
