Leverage enterprise CIO expertise into strategic and operational guidance for client engagements. Identify solutions to match customer and market needs. Support clients in navigating critical points throughout the business lifecycle and optimizing resources.Drive ongoing business development of CIO practice. Key role in development of proposal with a global Fortune 100 corporation.

Handpicked to join senior leadership team of $8 billion, newly formed global sector (combined 3 businesses—Trane, Thermo King, Hussmann/Koxka) with 32,000 employees. Directed as large as $170+ million IT operating budget, ~500 internal employees, and ~150 contractors. Leveraged IT capabilities to create new competitive advantages with first-to-market “intelligent services” products.  Rolled out innovations in big data, information/analytics, security, Internet, integrations with business systems.  Empowered division to expand business across all targeted sectors at 2x market growth rates and above-average margin rates. Built IT project management office (PMO) to improve responsiveness to changing business/market conditions and ensure compliance with objectives.Played key role in consolidation and optimization of 3 businesses comprising newly created Climate Solutions Sector.Championed operational excellence and margin-enhancing growth. Implemented new capabilities, operating model, governance, processes, and team structures.Reengineered IT function enterprise-wide to lower costs and improve effectiveness while continuing to support business growth strategies. Optimized integrated supply chain and standardized back-office functions to efficiently serve enterprise business globally through shared services capabilities. Achieved 95+% retention of key talent and improving employee engagement scores for IT in excess of target.Formed analytics team, budget, and strategic vision, moving the company from passive reporting to actionable insights. Orchestrated IT aspects of corporate divesture of $800 million Retail Refrigeration business, achieving separation with zero negative impact to businesses. Increased overall shareholder value and improved focus on core businesses. Served as executive member of CIO Council (corporate IT strategies, policies, and initiatives) and of Customer-Driven Innovation Council.

Held executive authority for IT operations across $2.6 billion global business division with ~10,000 employees and 20+ market-leading commercial and residential security product brands. Managed $60+ million annual operating budget and 200+ employees. Member of division’s senior leadership team. Brought in to drive turnaround of underperforming IT organization and align IT with business priorities.Assessed existing organization and restructured entire IT leadership team to build IT organization with requisite experience, diversity, and energy. Established processes and governance to ensure business/IT alignment, project transparency, and value realization from technology investments. Exploited IT capabilities to create new competitive advantages with development, market launch, and continued advancement of new product innovations (including first-to-market mobile home access solution that became an industry trendsetter). Shifted 5% of IT spend from ongoing support to critical development, enabling capture of previously untapped strategic opportunities. Improved engagement of IT organization by linking contribution to business results. Drove standardization of business processes and systems to resolve years of disconnected corporate acquisitions.Created strategic plan, team, governance, and project management structure to execute standardization through global Oracle deployment. Positioned division to transform the customer experience, reduce application portfolio by 50+%, capture 1% increase in incremental revenues, develop new market segments, and increase operating efficiency of independent distributors. Managed IT stream of multiple corporate reorganizations that lowered operating costs 17% and enabled funding of critical growth initiatives during market turndown. Built high-caliber analytics team that launched platform to provide key data to more effectively manage sector and strengthen category leadership in specific markets.

Managed all aspects of IT across $2.5 billion global division with 26,000 employees in 23 countries. Oversaw $50+ million operating budget and 250+ internal IT staff. Member of American Standard IT Council and American Standard Ethics & Integrity Council.Tapped as key Executive leader in turnaround of global business division.Developed IT vision and strategy to enable business priority of streamlining, standardizing, and simplifying globally distributed, disjointed operations. Authored roadmap to leverage SAP industry best practices to speed transformation. Realigned IT as key strategic partner with business; transformed IT culture from SAP consultancy model to business-focused, value-driven model; and implemented accountability process to create IT financial and project transparency. Rolled out global staffing strategy to leverage internal SAP Center of Excellence, outsourcing/offshoring agreements, and internal custom application development team in China to improve project flexibility and rapid deployment of special skills. Drove build-out of analytics team and solutions that empowered decision-making and management capabilities with timely, actionable operational insights. Prepared global due diligence to document all aspects of IT portfolio in preparation for divestiture of Bath & Kitchen business. Supported separation following sale. Contributed to 8% revenue growth, 15+% reduction in IT operating budget and 20+% decrease in headcount, 2% drop in SG&A, and ~2.5% rise in operating margins.

Directed all aspects of IT across $1.8 billion, global business division with 12 manufacturing locations and ~7,000 employees. Managed $30 million operating budget and ~125 IT employees. Served as member of the senior leadership team. Promoted to turn around floundering IT group and build business-focused, accountable IT organization.Drove organizational transformation to improve partnership with business. Instituted IT governance, processes, and project management methodology to ensure financial and project transparency. Fostered results-oriented IT culture to drive business value. Transformed division from country-focused to regionally structured, global business with consolidated functions. Fueled 4-year revenue growth from $1.1 billion to $1.8 billion and segment income growth from $139 million to $250 million. Challenged with flattening IT spend and headcount levels throughout rapid global business expansion (new China/India operations; 30+% revenue growth). Established global staffing/sourcing strategy that leveraged internal talent in low-cost countries, consolidated staff in global locations, and optimized offshore outsourcing solution. Developed high-availability SAP Center of Excellence capabilities for APAC region, cutting cost of IT project staffing ~40% and shortening overall deployment cycle. Founded independent analytics team to build data warehouse and management reporting solution that supported financial analysis of global business performance. Introduced processes and policies to ensure Sarbanes-Oxley compliance, meeting all requirements as validated by internal and external auditors.

Managed multiple technology teams in the $1 billion Trane business. Held authority for 75+ employees and $20+ million operating budget.Achieved multiple performance-based promotions through variety of earlier roles with American Standard.