Senior Project Management resource in support of Takeda’s IT R&D function supporting Pharmacovigilance(PV) systems. Safety Report Management System (Orbit)Corrected project deficiencies and led efforts to achieve computer system validation compliance through completion of outstanding documentation and execution of UAT. Drove system configuration finalization, integration activities and 3rd party vendor accountability. Provided direct project leadership, authored project control documents and provided executive level status reporting. Initial project budget in excessive of $1.0MNotable Achievements with this program:• Accountable for Vendor management of 3rd party SaaS application• Standardized RAID logs, status dashboards, project plans and communication strategies• On-time delivery of new module with SaaS platform (10/2022)• On-time delivery of Phase II project (4/2024)Case Management System (Argus)Successful Program Management of Takeda’s multi-tier Oracle based Pharmacovigilance system. Management of the 3rd party provider. Responsible for coordination with product engineering teams to ensure the system operates in a secure and reliable manner. Direct project management responsibilities for GxP validation activities. Project budget planning and management in excess of $5.0M in support of the ProgramAdditional Argus program/project management responsibilities:• Presentation of project status to senior leader’s with Takeda’s IT organization• Oversight of Data migration activities related to Takeda’s $1.5B product acquisition from HUTCHMED (10/23)• Oversight of project resources for case data remediation efforts as requested by regulatory agencies (8/23)• Drove the implementation of new E2B report profiles used for sharing compliance data with regulatory agencies• Accountable for the planning and coordination of technical activities for the integration with OKTA, O365 SMTP and Site-to-Site VPN connectivity

Reporting to the CEO, hired to manage $6M Professional Services and Support business unit. Implemented organizational structures and process improvements to would allow this small firm to scale. Accountable for the operations of the project delivery team which included budget management, resource allocation, project progress tracking and direct customer interactions. Accountable for the oversight of Functional and Technical Consultants who delivered SAP software solutions, Solutions included the customizations to base ABAP business objects across SD, MM, or PI modules. Accountable for the customer support organization and the execution of tracked support requests or upgrades.• Developed and implemented online project status application to drive accountability with the project organization (Lean Management Accountability principles)• Defined and implemented organizational structures, job roles and job descriptions• Responsible for hiring of staff to help services organization reduce 9-month backlog by 50%• Implemented a global support team to aid in the reduction of open support calls by 30%• Developed and implemented a project lifecycle process, authored formal project kick-off materials • Drove the implementation of regular sales forecasts, staff utilization reporting and SOW status reviews• Drove the implementation of an Agile Project Management methodology using JIRA and Confluence

Member of the senior leadership team for the $300M customer facing Global Technical Services business unit. Accountable for the direction and guidance on the development of a digital transformation strategy, which leveraged Salesforce Service Cloud to reduce delivery costs. Established a global team with expertise in Hospital IT technologies to provide global guidance on customer implementations, service delivery and HL7 system integrations in support of digital products.• Authored job descriptions, functional structures and processes required to execute external facing IT services supporting virtual Linux appliances that run Apache, Nginx, Kubernetes/Docker containers, PostgreSQL databases• Principal member of Business Transformation Steering Committee and project organization related to the conversion of Siebel Service CRM to Salesforce Service Cloud and Field Service Lightning• Directed the application development and computer system GxP validation efforts related to the creation of tools used to support the delivery of service for electro-mechanical medical devices• As a product owner, leveraged Agile methodology to develop and release a customer-facing self-service portal with online chat capabilities that provided access to technical manuals, software downloads, service repair history and device warranty status, supporting over 6,000 users worldwide • New Product Development - Directed the development of standard project plans, dashboards, technical materials, cost models, service models, support processes and training plans for the launch of next generation medical devices in more than 50 countries• Accountable for the Global Technical Service PTC ThingWorx IoT platform, used to deliver remote based support reducing service costs by 25%• Developed the project prioritization mechanism for the Global Technical Service PMO for the compilation of a balanced project portfolio

Accountable for the integration of directory services (Active Directory) enabled applications into a new Active Directory domain project with Budget of $1.5M. Authored project charter, plan, regular statuses and project related presentations. Coordinated application inventory efforts between the Enterprise Architecture team and application development teams. This work is part of the overall business separation project to split Abbott into two separate public companies.

Professional IT service firm who delivers technology solutions to the small to mid-size business market. Primary services include IT operation support, Project Management, IT Management and organizational design, VOIP phone systems, and network management. Managed the design, implementation and execution of operational processes, procedures. Accountable for developing the strategic business plan, sales forecasts, budget projections and vendor relations. Primary technology consultant to key accounts as listed below.

Engaged as a technical expert and thought leader on a short-term contract via Technisource to assist in the implementation of new processes ensuring the Operational Readiness and Availability Management preparedness of applications and systems entering a Run state. Provided direction and input on the creation of reporting standards around IT infrastructure service consumption.

Reported to the Vice President of Technology. Established a new functional area that was accountable for the development, implementation and maintenance of corporate business applications. These applications included Microsoft CRM, Corporate Internet and Intranet sites based on SharePoint or WordPress, and proprietary web applications developed in C#. Managed application developers, project analysts and application support engineers.Engaged to lead the Microsoft Dynamics CRM 2011 upgrade for a CRM 4.0 platform which supports 500 users and the processing of 25,000 sales leads per month.Implemented ExactTarget E-marketing platform to support the deliver of 11 million emails annuallyImplemented Microsoft Communications Server 2007 R2 helping to further communications between our three separate locations.Managed the consolidation of email server platforms moving from the legacy First-Class mail system to Exchange 2010.Managed the development, deployment and maintenance of public facing lead generation marketing web sites which leveraged web services for the inserting of sales leads.

Reported to Chief Financial Officer. Managed application developers, infrastructure engineers, project managers and support personnel. Accountable for software application development, network operations and support of desktop, business and web systems with an operating budget in exces of $3MAuthored IT strategic plan, setting the groundwork for a consolidated business platform, addressing IT organizational and skill set gaps and providing for future business growth opportunities in areas of e-learning, international expansion, and social media sites (Twitter, Facebook, LinkedIn, YouTube).Reduced overall IT expenditures by 15% through the establishment of On-Shore/Off-Shore Application Development Capabilities and implementation of a structured SDLC to address the organization’s application development deficiencies. Authored and implemented software QA metrics to ensure delivered code was of high quality.Working with members of the CDC (Center for Disease Control) and key member companies (e.g. John Deere), designed a nationwide Emergency Alert system which could reach nearly 8 million individuals in the business community instantaneously after a CDC warning was issued.Led the implementation of Microsoft SharePoint for public website which increased traffic, page-views and time spent on site by over 50%. The site was integrated with Microsoft CRM via web services for extranet purposes initially, and serves as a base for future e-commerce integrations such as e-learning. Developed a suite of web services to further integrate the web site with other key business systems.Directed the implementation of Microsoft CRM, enabling centralization of the sales lead process resulting in a higher conversion rate for leads, increased sales forecasting accuracy, and consolidated customer contact information.Directed the integration of Microsoft CRM, Microsoft Great Plains ERP and The Raiser’s Edge Donor Management System.

Reported to Chief Executive Officer. Hired to establish the IT function, processes and systems at this early-stage company. Managed application developers, infrastructure engineers, project managers and support personnel. Accountable for software application development, network operations and support of desktop, business and web systems with budget responsibility for approximately $5M. (OPEX and CAPEX combined)Established new internal IT function, growing from 1 technician to over 15 FTE’s during the course of two years to support our rapid growth and expansion of employees from 150 FTEs to over 300 FTEs. Founded the e-commerce support function and FDA systems validation function. Achieved an annual cost savings of more than $50K by directing the development and rollout of E-commerce/On-Line Purchase System, reducing order processing time, increasing customer satisfaction, and reducing order entry staff requirements by 2FTE’s through integration with Microsoft Dynamics Great Plains ERP via web services.Drove further adoption of the Ecommerce portal through collaborative efforts with Hospitals such as New York’s Rush Presbyterian. Enabled competitive advantage by guiding the QA/Regulatory team in creating standard product labeling platform to support bar coding compliancy required by hospital systems such as Pixis, Hospira’s SmartNET and the ISMP. Authored and implemented a tailored Waterfall SDLC to address the organization’s application development deficiencies. Developed quality assurance process to ensure delivered applications met stakeholder requirements.Authored and implemented Project Portfolio Review Process for technology projects. This allowed decision-making process to become aligned with organization goals; committee consisted of CEO, CFO, President and the Director of Operations.Directed the system upgrade of Microsoft Great Plains ERP system from v7.5 to v9.0

Reported to the Chief Executive Officer. Hired to establish the IT function, processes and systems at this start-up company. Accountable for software application development, network operations and support of desktop, business and web systems. Served as IT consultant to external customers including O’Hare Airport, AAA Motor Club, and Lake Forest Hospital on security system integration issues. Met financial auditing requirements by authoring Disaster Recovery Procedures and Plans for IT systems.Reduced costs by 25% by negotiating new nationwide telecommunications and equipment purchasing contracts. Increased profit margins through standardization of customer solution delivery, enhancing knowledge sharing capability by developing architecture and executing implementation and support of a Microsoft Windows 2003 Active Directory Network.Maintained and supported the Forefront ERP system, assisted in the deployment of the PO module.

Reported to Director of Information Technology. Managed project managers, infrastructure engineers and support personnel. Accountable for the establishment and operations of new IT department. Department focused on client PC environment standards, delivery of support and information security for over 8500 nodes. Managed enterprise integration, testing and implementation of applications and operating systems such as Windows 2000, Microsoft Office, and Anti-virus programs. Decreased service delivery cycle time by 2 business days and increased customer satisfaction by 15% by transforming underperforming technical support department.Drove a 20% reduction in total support calls by leading a re-engineering process for call escalations between support and development teams.Chaired the information security incident response team for viruses and information security breaches which resulted in minimal disruptions of service during nationwide events such as “Melissa”, “Love-Bug”, and “Code-Red”.