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 Dan Herrick

I currently serve as the IT Asset Manager at the University of Colorado Boulder, introducing and implementing IT asset management (ITAM) practices and processes, designing and managing computer lifecycle programs, and overseeing software licensing activities. In this role, I provide a combination of program and project management, cross-functional process management, fiscal management and analysis, and employee empowerment through technology.

Highlights of my role include:

• Providing leadership and oversight to core ITAM services, including the Software Asset Management (SAM) program and Software Licensing services, the Hardware Asset Management (HAM) program, and faculty and departmental computer lifecycle programs.
• Managing campus IT lifecycle activities, including infrastructure lifecycle planning and policy development, multiple strategic initiatives and special projects around IT hardware and software, serving as campus point-of-contact and relationship management for key IT vendors, coordinating campus-level activities of setting computer standards and recommendations, and facilitating campus working groups (cross-functional collaboration teams) associated with ITAM and hardware/software lifecycle.
• Engaging deeply with the business and its data by: Providing expert time to campus units for computer lifecycle planning activities; coordinating analytics/analysis reporting including IT contract analysis; coordinating with central procurement and other CU campuses, representing CU-Boulder's interests in vendor and product selection and management; and promoting and communicating best practices and the campus policy process for computer lifecycle activities, including purchasing and disposal.

• Saving over 30% of hourly personnel budget annually by maximizing funding streams, including awards.
• Creating a sustainable faculty computer replacement model by leveraging university- and college-level funding subsidies and developing existing technologies.
• Optimizing use of computing facilities and equipment by leasing facilities and condensing equipment to high-density areas during low-density use times; and rapidly deploying temporary computing facilities to serve needs such as annual orientation classes.
• Saving costs and increasing client satisfaction by creating a rigorous testing matrix for existing thin client architecture, including objective and subjective tests, to address performance and cost concerns.
• Developing a range of feedback mechanisms, including quick polls, comprehensive service needs and satisfaction surveys for targeted populations, and individual client interviews to address gaps in general and situational client feedback.
• Making daily activities more efficient, contributing to overall departmental productivity, through business process analysis. Examples include automated software management, endpoint device polling and problem reporting, and collaborative document prototyping.

• Expanding the scope of computer lab operations to formally include computer classrooms, the institution’s first virtual computer lab, and distance learning technologies.
• Implementing technical program space for the Academic Village, the university’s first living/learning community, including smart classrooms and design studios linked with virtual desktops and thin clients in resident housing.
• Providing the vision and implementation to transform independent support workflows into the college’s first unified service desk, which increased efficiency and customer satisfaction even in a season of deep budget cuts and staffing reductions.