Bob Doppel
About Bob Doppel
Bob Doppel serves as the Director of Business Information Systems and Senior Vice President at GTB Team Detroit, where he has worked since 2006. He has a background in business administration and computer science, with previous roles at Trinity Health and J Walter Thompson, and has successfully implemented Agile methodologies and developed a scalable digital business model.
Work at GTB
Bob Doppel has served as the Director of Business Information Systems and Senior Vice President at GTB Team Detroit since 2006. His tenure at GTB spans 18 years, during which he has been based in Dearborn, MI. In this role, he has overseen various initiatives aimed at improving business information systems and enhancing operational efficiency.
Previous Experience
Before joining GTB, Bob Doppel worked at J Walter Thompson as the Director of Digital Engineering and Vice President from 2002 to 2007. He also held the position of Manager of Intranet Technologies at Trinity Health from 1996 to 2000. His diverse experience in these roles contributed to his expertise in digital engineering and business information systems.
Education and Expertise
Bob Doppel studied Business Administration at Central Michigan University, where he earned a Bachelor of Science in Administration (BSA) from 2005 to 2007. Prior to that, he obtained an Associate of Science (AS) degree in Computer Science from County College of Morris, completing his studies from 1985 to 1987. His educational background supports his extensive knowledge in business and technology.
Achievements in Project Management
Bob Doppel has successfully led significant changes in project management methodologies, transitioning from waterfall to Agile practices. This shift has improved project delivery timelines and efficiency. He has also managed the recruitment and retention of over 80 technical team members, focusing on their professional development and training.
Team Development and Risk Management
Doppel developed a scalable digital business model that maintained productivity during leadership transitions. He established an internal development team to mitigate risks associated with contractor staff loss, facilitating knowledge transfer within eight weeks. His efforts transformed an underperforming digital technology team into a cohesive unit, securing a revenue stream exceeding $1 million.