Global advisor for Cuesta Partners, leading custom software, infrastructure and cybersecurity due diligence engagements and portfolio value creation initiatives for private equity and their portfolio companies.⇒ Subject matter expert supporting custom software, infrastructure and cybersecurity scope for buy-side advisory engagements and technology roadmap development for private equity clients and their portfolio companies.⇒ Providing fractional CTO capabilities to support improving overall technology performance of PE portfolio companies. Serve as key client advisor for digital enablement and digital transformation initiatives.

Recruited as a Director in West Monroe’s NY M&A practice, with a focus on providing industry level expertise and CTO perspective to buy-side, sell-side and merger/carveout engagements. I reported to the Senior Partner for NY M&A and oversaw cross-functional M&A diligence teams of up to 10 consultants.⇒ Engagement leader for buy-side and sell side advisory engagements for private equity clients and portfolio companies. Delivered vertical expertise in healthcare technology, high tech & software, consumer & industrial products as well as supply chain & logistics.⇒ Led value creation efforts for private equity portfolio companies, cultivating relationships with global private equity and strategic clients. Directed key post-close activities including cost-takeout, organization design, ERP rationalization and integration, as well as portfolio project road mapping.⇒ Contributed to the leadership team by driving business development, revenue growth, personnel management, recruitment, and cultural initiatives for New York M&A office.⇒ Advised on over 50 transactions, leading proposal development, and managing new private equity client origination and relationships. Responsible for over $5M in revenue origination during my tenure in a distressed economic market.

Recruited to create Odyssey’s first global technology strategy, migrating the organization from a locally operated business unit technology model spread across 25 countries and 18 business units, to a centrally operated and governed IT organization. Represented technology interests for Odyssey’s M&A team. Reported to the CEO, with oversight of 20+ direct reports, and a global IT organization of 100+.⇒ With approval of the Board of Directors and Odyssey executive leadership, deployed a global IT governance layer to ensure individual business unit technology initiatives were appropriately calibrated against corporate goals, and that projects did not duplicate existing technology solutions within the organization. ⇒ Created Odyssey’s first global IT PMO to ensure the success of highly visible cross business unit initiatives. In 2020, over 50 complex cross-functional projects involving 2 or more business units were taken from cradle to grave, ranging from cloud migrations (AWS and Azure), to sunsetting long standing legacy applications.⇒ Developed a NIST-based IT security framework for the global organization to better manage and respond to increasing volumes of cybersecurity threats. Made over 1MM in IT security related upgrades to modernize the global infrastructure.⇒ Championed internal development of AI capabilities for automated carrier selection, considering route optimization, low cost carrier selection and historical carrier performance. Integrated capabilities into transportation management systems. ⇒ Steered and recovered product development and architecture concerns for a high-profile internal SaaS offering. Built a new ground-up engineering organization to support the on-going strategic initiatives, and worked with private equity stakeholders and executive leadership team to carve-out the SaaS business to a standalone entity.

Provided executive technology leadership — steering overall planning, development, and deployment of scalable and innovative technology platforms, products, and solutions to enhance user experiences and boost profitability. DELIVERED RESULTS:⇒ I successfully helped to grow company revenue by 6x by developing sustainable technology platform that defined the OTG brand.⇒ Deployed the world's largest fleet of centrally managed, public facing iPads (13K+ iPads in 2018).⇒ In partnership with OTG’s Executive team, defined global strategy that introduced self-order, self-pay iPads in traditional restaurants and airport hold rooms. Increased table turns by 50%, revenue per venue by 20%, and individual item sales by 30%.⇒ Managed the enterprise-wide PCI compliance for OTG’s 250+ restaurants and retail locations. Spearheaded OTG’s migration to EMV and contactless payments.⇒ Interfaced directly with investors, represented company in IPO roadshow, and executed intensive technology due diligence that helped company raise $250MM of capital investment in 2016.⇒ In partnership with CEO, patented flo® — the world’s first data-driven order-to-fulfillment platform.⇒ Drove sales growth by 24%+ without increasing operating costs through OTG’s internally developed ML models and AI-powered recommendation engine. ⇒ Generated new revenue by monetizing OTG iPads through app partnerships, premium placement advertising, and co-branded opportunities.

I was hired to design sustainable IT infrastructure and drive technology innovation that supported growth of a 15-year old non-profit organization with a 1-year old $90MM for-profit insurance company. In this capacity, I led a 13-member team, managed a $5MM budget, and reported directly to CEO.⇒ Enabled operational growth by developing a scalable technology platform and infrastructure.⇒ Led technology regulatory compliance for Freelancers Insurance Company. Created and enforced key audits and controls within Freelancers Insurance Company to rectify issues surfaced through an audit by the NY State Department of Insurance which predated my tenure.⇒ Optimized performance of the in-house customer service call center and streamlined insurance application process that lowered call abandonment by 70%, generated 25% call throughout improvement, and slashed inbound call volume by 35%.⇒ Increased efficiency by transitioning two member facing IVR portals with zero downtime and leading migration to new third-party administrator (TPA) for billing and enrollment.

I was recruited to provide executive-level IT leadership guidance and support for multiple entities — Chronicle Books, SPIN Media, McEvoy Media (formerly Hartle Media), and becker&mayer!, including leading operational transformations and IT innovations by defining and implementing sustainable digital strategy. I reported to COO/CFO and led a national 20-person IT staff across NY, CA, and WA.DELIVERED RESULTS:⇒ Transformed entire digital business by revamping management staff and developing digital strategy that brought the digital business to neutral spend in just 1 year.⇒ I was a key member of the Chronicle Books Operating Group—a strategic internal board of advisors—representing technology interests of Chronicles Books to drive change management initiatives.⇒ Slashed overall operating costs by 20% through renegotiating long-terms rates with vendors across all properties while eliminating contractor overtime costs by hiring full-time cost-neutral replacements at Chronicle Books and SPIN Media.⇒ Boosted page views by 25% while lowering editorial and IT staffing needs through implementation of new content strategy for 7x7 Magazine and California Home & Design Magazine.

Due to significant contributions in boosting growth, profitability, and page views, I was promoted 3x in three years. In this role, I delivered enterprise-level technology leadership (SEO, content management, and mobile strategy for nymag.com) and management support during period of complex multi-dimensional transitions—leadership changes, M&A diligence and integration, and enterprise relocation. In addition to leading a 25-member team, managing $8MM budget, and reporting weekly to investors, I was a key member of New York Media strategy team.CAREER SNAPSHOT AT NEW YORK MAGAZINE:⇒ Executive Director of Information Technology | 2007–2009⇒ Director of Information Technology | 2006–2007⇒ Technical Architecture Manager – nymag.com | 2005–2006DELIVERED RESULTS:⇒ I successfully built and launched world-class online presence and technology team for New York Magazine.⇒ Reduced telecom spending by 77% and negotiated financial and legal aspects of $1MM+ technology contracts.⇒ Grew technology team from 7 to 25 staff, led transition to SCRUM agile methodology, launched offshore engineering capabilities, implemented nymag.com data center redesign and migration with zero downtime, and introduced regular UX testing to product development lifecycle that enhanced user engagement on nymag.com.⇒ Drove quality improvements to technical helpdesk operations by increasing response time to 25% and decreasing average resolution time by 50%.

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