Daniel Wakeman

Daniel Wakeman




  • Competent in the development of global strategic IT plans, vision, change management, P&L management, business plans, business / IT alignment and business analysis.
  • Experienced in business development, acquisition/divestiture due diligence, contract negotiation and partnerships.
  • Experienced implementing quality and process improvement using Six Sigma (Green Belt) and process management frameworks (CMMI, ITIL, ISO and Cobit).
  • Visionary Enterprise Architect who has established architecture organizations and associated processes.
  • Qualified at leading large global teams deploying technologies such as ERP (SAP & PeopleSoft), CRM, Knowledge Management, eCommerce, MRO, and Portals.
  • Competent at managing multi-million dollar expense and capital IT budgets.
  • Recognized for outstanding interpersonal and communications skill.
  • Awarded MBA, Computer Science and Electrical Systems degrees as well as extensive on-going executive education.

Work experience

Work experience
Mar 2002 - Present

VP & Chief Information Officer

Educational Testing Service (ETS)

ETS is a global, research driven,  assessment company with $1.6 billion in revenue. Its mission is to advance quality and equity in education by providing fair, valid and reliable assessments, research, and related services. ETS delivers over 50 million assessments per year, such as the SAT & GRE, using advanced information technology.

Leader of the centralized Information Technology organization. Manage 430 employees, ~200 contractors, two large outsourcing arrangements with CSC and Accenture. 2013 capital and expense budget of $200+ million.

  • Productionized a innovative solution for test takers to use their own computers to test in a secure manner which was awarded a Information Week Top 500 Innovation award in 2013. 
  • Established effective supply-demand governance model, quality and process improvement programs resulting in 8% year over year costs reductions.
  • Implemented new software development methodology (SDLC), reference architecture, and ITIL V3 operational proces which reduced software defects by over 50%.
  • Reduced operating costs by 10% ($20 million) in second year as CIO.
  • Present to Board of Trusties on Security and Audit matters.

CIO, Elementary and Secondary Education Business Unit (2005 – 2006)

As the CIO of ETS’s new growth division I work closely with senior management to develop strategy and focus development on emerging opportunities such as data driven decision making, formative assessment and Internet delivered assessment.

  • Led development staff of over 100 across three states and a $30 million development budget
  • Led technical due diligence of target acquisition companies
  • Led the development of an innovative high stakes summative and formative Internet testing solutions for ESE that can meet the needs of thousands of simultaneous test takers in a secure and reliable manner. 

Chief Technical Officer (2002 - 2004)

Established and staffed the Enterprise Architecture Office (EAO). Created architecture processes, best practices, technology life cycle for all technologies and related process. Responsible for technology direction, security, information, technical infrastructure and applications architecture for ETS. 

  • Worked closely with Business Development to establish standardized systems integrations methods (API’s and Web Services) that increased product sales by ~10% (and growing).
  • Managed the Discourse product. Responsible for P&L, staff, marketing, distribution and sales decisions related to the product. Introduced two product extensions and led a successful joint marketing campaign with HP.
Feb 2000 - Mar 2002

Chief Technical Officer

ElastomerSolutions.com LLC

ElastomerSolutions was a neutral, online B2B marketplace and ERP hub developed to reduce supply chain costs and improve customer service. Initiated by DuPont Dow Elastomers, and supported and funded by it and nine other large elastomer producers. Company sold to Elemica.com in 2001.

Key team lead that created the strategic business plan, founded the company and won customers. As the first employee of the company, led the research and design of Use Cases, Roles, and Metadata that informed the architecture framework and application selection of eBusiness technologies used to build the integration hub. This supply chain hub allowed diverse ERP systems, such as SAP, Baan, MFG Pro and others to freely communicate despite the protocol used. Other accomplishments include:

  • Negotiated $20+ million contract for software and services with Computer Science Corporation (CSC) and VerticalNet, which was 20% below market rates.
  • Responsible for a $16.5 million budget and Project Management Office of over 75 consultants.
  • Negotiated terms of sale of ElastomerSolutions to Elemica.
1996 - 2000

Multiple Jobs

DuPont Dow Elastomers

DuPont Dow Elastomers was a global $1 billion manufacturer of elastomer (synthetic rubber) materials used in the automotive, wire, shoe, aerospace, electronic, and housing industries. Dupont Dow was absorbed back into the parent companies in 2004.

  • Director, eBusiness (1999)
  • Enterprise Solutions Manager (1998)
  • SAP Technical Project Manager (1997)
  • Technical Architect & Start Up Project Manager (1996)
1990 - 1996

Multiple Jobs

The Dow Chemical Company
  • Manager, IT Due Diligence JV between DuPont and Dow Chemical (1996)
  • Manger, Operating Discipline Center (1994)
  • Senior Systems Analyst  (1992)
  • Systems Analyst (1990)
1989 - 1990

Applications Developer and Systems Operator

D&N Savings Bank

Worked 20 to 30 hours a week while attending college full-time as application developer and systems operator. Introduced Personal Computers to staff.

1987 - 1989

Master Scheduling Developer

IBM Federal Systems Division

Faced with a lack of resources and time, I developed an automated just-in-time MRO Master Scheduling system that reduced scheduling time two-fold and greatly improved on-time delivery.

1981 - 1986

Staff Sergeant (E-5), Supervisor

U. S. Air Force

Introduced PCs to the base Telecommunications Center and automated systems to support the business processes.The Inspector General found that this system improved accuracy of phone records by 35% and reduced the effort to create daily work schedules by over 80%. Shift supervisor responsibilities for the telecommunications center included managing staff of 15 telecommunications maintenance personnel and a yearly operations budget of $1.2 million.


Jan 2007 - Present

Fellows Program

Jan 1982 - Jan 1984


US Air Force



Six Sigma Green Belt

Feb 2012 - Present

ITIL Foundation

ITSM Academy