Successfully managed a series of Infrastructure projects to facilitate the merger of Gwinnett Hospital. Specifically, the re-IP of several Medical Office Buildings to eliminate conflicting IP space.Successfully completed the upgrade of a new VMware Virtual Desktop environment deploying non-persistent VDIs via AppVols and UEM. Managed the migration of a Citrix XenApp migration from XenApp 6.5 to XenApp 7.15Co-managed the remediation of 2008 End-of-Life 2008 Windows Servers

Managed a project to integrate and standardize the networks for a 4 company merger and acquisition. Current networks are Extreme and Cisco based and all are migrating to the Meraki cloud-enabled platform. 57 sites in 2019 and 120 sites in 2020 are currently planned.

Simultaneously managed 3 major projects that were mandated by the Equifax Data Breach and monitored by federal regulators: Managed a project to assess the Equifax global MPLS network, perform individual site assessments and deploy 31 pairs of high-availability firewalls. Deployed Pala Alto’s Panorama and Juniper’s Junos Space management platforms for central management and beginning to deploy Tufin’s Security Policy Orchestration for Audit, Compliance and Change Control of all firewalls throughout the global enterprise.Managed a project to assess the IT Asset Management system of over 67,000 assets to determine those that were EOSL (End of Service Life). Created a governance program with a CAPEX budget of 21M and an OPEX budget of 3.3M to replace all 2018 and 2019 EOSL devices. This program also included the ongoing assessment year-over-year to prevent the assets from becoming EOSL in future years.Managed the creation of a Cryptography Center of Excellence (CoE) and the deployment of HashiCorp’s Vault and Gemalto’s HSM for the management of keys, secrets (to access database credentials, API Keys and key rolling. The Crypto CoE is being staff-augmented while internal resources are being hired and trained.

Managed several infrastructure projects for a global construction company. These projects ranged from stand-alone projects to projects supporting the closing of the Atlanta Data Center and migrating to co-location facilities. Projects included the replacement of Cisco NAC with Cisco ISE, migration of Microsoft TMG to F5 Load Balancers, and a Single-Sign On project for a third-party vendor application.

Managed a Data Center migration from an on-premise facility to IBM’s SoftLayer cloud Data Centers in Dallas, TX and Washington, D.C. for a large tax and accounting firm. Responsible for Project Plan development, execution, monitoring, and executive reporting.Ran daily stand-up calls with the business and IT Operations. Hosted daily progress/project team calls and hosted IT infrastructure planning calls.The infrastructure is based on VMWare’s NSX technology and storage is a 3-tier infrastructure based on reliability, speed, resiliency and cost. Converted Oracle and SQL databases from Physical to Virtual platforms.Project work streams included Plan, Design, Legal, Security, Core Services (Backup and Recovery, Monitoring and Patching, Oracle Enterprise, Veeam Backup and Veeam Monitoring, etc.) as well as the application moves.The core project team consists of Architects, DevOps, both onshore and offshore Quality Assurance staff and IT Engineering and Operations personnel.

Managed the Data Floor build out of a 15,000 SF, 2 Mega Watt co-lo facility. The core infrastructure (25M budget) was based on Cold Aisle Containment, High Density Racks, Cisco Spine-Leaf networks, EMC storage and Dell FX2 converged technology and core Enterprise Services (Backup and Restore, IDS/IPS, Client Internet, Arcsight, Network, Firewall, Storage, f5 Load Balancers, NTP, etc. are built to allow for non-disruptive Service Available Maintenance Windows (N+2).- Program managed the consolidation of over 50 Data Centers into 4 go-forward Data Centers. Facilitated the CIO's Strering Committee for Data Center rationalization. - Managed a project to double the power capacity, add generators and an additional chiller tower to a production data center. This data center was built 8 years ago at half capacity and needed to be expanded to meet additional demands and growth. No down time could be tolerated and all work was accomplished without any major interruptions.Managed the implementation of a DCIM (Data Center Infrastructure Management) system that monitored, managed and reported on all critical infrastructure including power, cooling, battery monitoring, building management and capacity planning.Managed the emergency replacement of a failed 800-amp circuit breaker in the same client’s western data center. Brought in 4 trailer mounted generators, shed commercial power in order to replace the failed breaker and install permanent replacement generators and UPS’s without any major interruptions.

Managed the build out of all infrastructure to include redundant power, networks, f5 Load Balancers, storage and Cisco UCS Chassis in two client-owned data centers. These data centers would become the redundant sites for the migration effort noted below.Managed the migration and closure of a third-party data center for Manheim Auto Auction. This effort consisted of more than 2500 servers and was accomplished with no unplanned down time.Successfully managed a Linux conversion (SLES to RHEL) and a Windows upgrade (various releases to 2008 R2) project. Nearly 2000 servers were upgraded to a standard configuration reducing the maintenance and licensing costs for the client

Successfully completed a project to stabilize the MARTA Rail Control Operations Center (NOC) including writing SOPs, Incident Response, Escalation Procedures and KPI Reporting to stakeholders.Oversaw the technology impact of more than 30 Capital Improvement Projects. Acted as liaison and Service Delivery Manager between Bus, Rail and Police Operations and the Technology department at MARTA. Engaged IT teams, vendors and other third-parties as needed and when needed to support the goals of the business operations groups.Oversaw and monitored projects that expanded the MARTA enterprise, police and video physically segmented fiber and copper networks using Brocade and Cisco technology. Integrated the new expanded networks into the NOC.Oversaw the expansion and upgrade of a fiber and wireless access point network that supported more than 3000 video cameras monitored by the MARTA Police Department.Managed the infrastructure upgrade project for 4 MARTA Bus Maintenance Facilities undergoing major renovation and technology upgrades including network cabling, telecommunications, systems upgrades and migration to Cisco-based VOIP telephony. One property included 3 new buildings.

Technology Consultant specializing in Disaster Recovery & Business Continuity Planning, Information Security Controls, and IT Audits.Working with firm’s president to market, secure consulting engagements and perform project work I spearheaded the following engagements: BCP/Operational readiness study for the world's leading specialist in air transport communications and information technology (IT) solutions.Business Impact Analysis for an Atlanta-based leading provider of proteins (food products) and frozen food products around the globe.Payment Card Industry (PCI) 2010 update program for the world's second largest quick-service chicken franchise.

Invesco Retirement 1998-2005 (acquired by Merrill Lynch in 2005)Princeton Retirement Group 2005-2008 (A Merrill Lynch Company) (acquired by The Hartford in 2008)The Hartford 2008 – 2010Managed a budget of 11.8 million dollars.Managed the technology divestiture, acquisition and integration of Invesco Retirement, Princeton Retirement and The Hartford.Chaired the firm’s Disaster Recovery and Business Continuity committee.Chaired the Information Security Committee and participated as a representative on the corporate Global Security Council. Responsible for all aspects of information security.Responsible for conducting internal audits of technology infrastructure, internal applications and third-party applications and vendors. Coordinate external and regulatory audits such as SAS 70, NASD, OCC and those directed by corporate. Chaired the Change Control Committee and conducted audits of Change Control requests. Responsible for developing and managing Change Control procedures and processes.Implemented a shared global IT infrastructure organization. Saved the corporation in excess of 22 million dollars, increasing the organization’s service levels while also providing a more robust, dynamic and comprehensive distributed architecture.Responsible for the daily operations of the IT infrastructure required to support the record keeping and management of over 1400 401(k) retirement plans with over 600,000 401(k) participants and over 30 billion dollars in assets.Advised the CEO and his Senior Management Team with regard to emerging technologies and their applicability to the company’s strategic objectives. Responsible for negotiating contracts and managing relationships with third-party vendors, large area resellers and support/maintenance vendors. Saved the company 1 million dollars in annual expenses by replacing an outsourced Help Desk with an internal Help Desk.

Responsible for the deployment and management of technology to operate and enhance the home equity mortgage operations of the eleventh largest financial institution in the U.S. Supervised a staff of seven technicians including network engineers, voice PBX engineers, Help Desk analysts and PC technicians. These platforms included NetWare, Microsoft NT, Windows95, RightFAX, cc:Mail, Melita auto dialer and a Lucent G3R switch. Managed all aspects of staffing to include staff development and training. Advised and assisted programming staff with mainframe operations and multi-tiered conversions. Advised senior management regarding CTI (Computer Telephony Integration) systems, Internet integration, Y2K issues and other technology-based solutions as they relate to a business need. Responsible for negotiating contracts, managing relationships with third-party vendors, large area resellers and support and maintenance vendors.

Responsible for the complete operations the telecommunications and network environments.Supervise a staff of seven engineers responsible for LANs, WANs and X.25/X.400 Networks that support the daily operations of Sales Technologies and the Sales Force Automation systems of major pharmaceutical companies. Responsible for all infrastructure running in both production and development environments. Responsible for purchasing, budgeting of all hardware and software used to support the corporation and it's clients. Managed and implemented a Telecommuting project that provided high speed links for home users back to the corporate Data Center. Responsible for negotiating contracts and managing relationships with telecommunications vendors, large area resellers and support/maintenance vendors.

Responsible for the daily operations of Dun and Bradstreet Software's Client/Server Development Lab. The lab was opened as a remote site in December 1991. Responsible for overseeing all aspects of the facility's planning and opening. The construction of the Lab included floor design, cabling plant for over 150 LAN users and associated peripheral devices such as printers, FAX servers. Planned and oversaw the conversion of an IBM LAN Server environment to a Novell NetWare environment. Established a 24/7 support/Ops group. Responsibilities include the support, installation and upgrading in the following areas: IBM hardware, PC and Microsoft Windows software, Novell's NetWare, and Sybase databases on a UNIX platform. Responsible for configuring and maintaining hardware and software used in Client/Server demos to both internal employees and customer prospects.

While serving, I was honored to participate as:Chief of Communications - Air Florida Flight 90 Rescue OperationsChief of Communications - Ronald Reagan Presidential Inaugural Committee